Military reference books and manuals (2009-2023, Volume 7)

Chapter 1

1-10. When one or more factions threaten or use violence to achieve their objectives, thus threatening the

stability of the AO, the condition of the environment may be characterized as unstable peace. Unstable

peace may also result when violence levels decrease after conflict. In some cases, external powers may

intervene to limit conflict. Preventing a return to violence may require peace operations. Peace operations

may be necessary when peace is not immediately achievable. Military police may support these efforts by

providing police operations support, as required. This may include recruiting, training, and equipping HN

police organizations to build force capability and capacity. A joint operations area characterized by

unstable peace may have operating bases that have matured to a point where dedicated police operations

may be required to provide LE support to friendly forces living and operating out of the bases.

1-11. At one end of the conflict continuum is peace (normalcy), characterized by relative order and little or

no violence. Peaceful interaction may include cooperation and assistance. Military police may support HN

police organizations through partnership and mentorship programs. Typically, during peace operations,

these policing activities are the responsibility of the HN. Assistance in response to disaster relief and

foreign humanitarian assistance usually includes support to local and HN LE and opportunities that

immediately and positively impact the situation. When HN police capability is rendered ineffective by

disaster (natural or man-made), military police may be required to provide police operations support to the

local population until the HN capability can be regenerated. Military engagement, security cooperation, and

deterrence activities sometimes require large numbers of military forces. Forces performing these

operations will need infrastructure, facilities, lines of communications, and base camps to support

sustainment. Military police will be engaged in protecting these Soldiers and facilities and supporting the

commander by maintaining good order across the AO.

1-12. Military police must understand the complex environments in which they will be operating and the

changing nature of warfare as it transitions along the range of military operations. They must ensure that

their efforts are consistent, nested, and conducted within a shared framework as they provide police

operations support. Military police are organized, equipped, and trained to conduct police operations at any

point. The focus of aggressive policing activities, appropriate to the level of violence within the AO, is a

critical enabler to overall command objectives.

LAW ENFORCEMENT

1-13. LE includes those activities performed by personnel authorized by legal authority to compel

compliance with, and investigate violations of, laws, directives, and punitive regulations. LE occurs in

direct support of governance and the rule of law; however, for LE to occur, a legal system must exist.

Typically, LE is performed by personnel trained as police officers and held directly accountable to the

governmental source of their authority. (See appendix B.)

1-14. LE is typically conducted concurrently with policing tasks that complement the LE mission (crime

prevention, physical security, some traffic control measures). LE requires specific training, certification,

and demonstrated capabilities that typically preclude untrained personnel from conducting the LE mission.

The specific training required of Army LE and other LE agencies is designed to provide—

An understanding of the rules for the use of force and force escalation.

Competence in personal protection techniques to avoid physical injury.

Training in less lethal techniques for subduing individuals.

An understanding of laws relevant to LE.

Due process requirements.

Authority and jurisdiction.

Search and seizure requirements and constraints.

The knowledge of proper evidence collection techniques.

The ability to write coherent police reports.

An understanding of emergency and special-response requirements.

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Policing

1-15. Policing is the application of control measures within an AO to maintain law and order, safety, and

other matters affecting the general welfare of the population. The Army conducts policing continuously to

maintain order within its communities and formations. When directed, the Army also applies policing

activities to civilian populations to restore order when the rule of law has broken down or is nonexistent.

Although policing is not generally dependent on a particular legal structure, it is always applied to achieve

a specific order. In other words, policing is the application of generally applicable techniques to maintain

the specific law and order determined necessary by the commander. Policing tasks are employed in an

effort to restore or maintain order when the destruction of an enemy force or capability and associated

infrastructure is not the intent.

1-16. Policing is characterized by the restrictive rules of engagement or rules for the use of force, designed

to limit the application of force upon a population or group. This restraint differentiates policing from

conventionally focused military operations. Military police Soldiers are trained to conduct missions using

the minimal force necessary to accomplish their task. This inherent mind-set of the de-escalation of

violence and restraint makes military police Soldiers highly suited to policing tasks. Policing is a critical

step in establishing civil security as a precursor to establishing civil control and the transition to self-

governance by the rule of law. Policing tasks conducted with no LE purpose can be conducted by any

Army Soldier with appropriate training.

Note. The corrections mission is not considered an LE function. Corrections operations are the

exception to the rule in that any Soldier with the appropriate training and supervision can

conduct policing tasks with no LE purpose. The corrections mission, as distinguished from

detention operations, is its own leg of the criminal justice system (police, corrections, courts).

Corrections operations require specially trained military police (military occupational specialty

31E) or other personnel who are trained in the technical and legal requirements associated with

conducting corrections operations as an integral part of the criminal justice system, operating

under the rule of law. (Detention operations are described in FM 3-39.)

1-17. The military police disciplines are policing in nature, conducted with the primary purpose of

maintaining an environment with the requisite order and stability for commanders to focus their efforts on

other critical missions and tasks. The policing nature of military police operations does not negate the

capability of military police units to perform limited offensive actions to eliminate Level I and Level II

threats when required. Many tasks aligned within the other military police disciplines (detention operations

and security and mobility support) are conducted concurrently to complement the police operations

discipline. Police intelligence activities are integrated throughout all military police disciplines; however,

the primary role of these activities remains in support of police operations. Physical security,

reconnaissance and surveillance, and populace and resource control tasks are typically aligned with the

security and mobility support discipline, but are heavily employed in direct support of police operations.

Rule of Law

1-18. The rule of law is a principle under which all persons, institutions, and entities (public and private),

including the state itself, are accountable to laws that are publicly promulgated, equally enforced, and

independently adjudicated and that are consistent with international human right principles. The rule of law

limits the power of government by setting rules and procedures that prohibit accumulating autocratic

power. It dictates government conduct according to prescribed and publicly recognized regulations while

protecting the rights of all members of society. It also provides a way to resolve disputes nonviolently and

an integral method to establish enduring peace and stability. Generally, the rule of law exists when—

The state monopolizes the use of force in resolving disputes.

Individuals are secure in their persons and property.

The state is bound by law and does not act arbitrarily.

The law can be readily determined and is stable enough to allow individuals to plan their affairs.

Individuals have meaningful access to an effective and impartial legal system.

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The state protects human rights and fundamental freedoms.

Individuals rely on the existence of legal institutions and the content of law in the conduct of

their daily lives.

1-19. The rule of law is the foundation upon which the legal system is built, enabling equal and fair

treatment in the enforcement, investigation, adjudication, and punishment of offenses. Military police

conduct and support activities within the full range of legal systems, from established and mature legal

structures (the Uniform Code of Military Justice [UCMJ] and civilian courts in the United States) to near

anarchical systems

(such as those present in Iraq immediately following the fall of the Ba’athist

government). A criminal justice system based on the rule of law provides the laws and legal structure

required for police operations, specifically LE activities.

1-20. A functional criminal justice system requires three separate, yet supporting and complementary, legal

functions to work effectively—

Judicial.

LE.

Corrections.

1-21. These functions are critical to the maintenance of the rule of law and the legitimacy of civil authority.

The functions of the criminal justice system are inextricably connected and interdependent. Military police

support all three functions, although they provide the primary operative elements within LE and corrections

activities. Military police support the rule of law and the legitimacy of the government through LE and

corrections activities in a manner consistent with the Army ethic and worthy of their professional status.

The professional and ethical execution of all domains within the rule of law is critical in establishing and

ensuring legitimacy of the government in the eyes of the populace.

1-22. In some operations, a criminal justice system and the rule of law may be virtually nonexistent. This

may be the case where regimes have been toppled and the existing infrastructure (to include civil security

and civil control mechanisms) has been decimated. The immediate aftermath of major disasters (natural and

man-made) may also produce environments where the rule of law is nonexistent or ineffective due to a lack

of legitimate government control or substantial degradation in capability. In these environments, efforts to

establish civil control and civil security (leading to the emergence of a legitimate government based on the

rule of law) must be initiated at the earliest feasible point. When possible, these efforts should begin during

large-scale operations to eliminate significant delays to control and security efforts.

1-23. In certain operational environments, military police may initially operate without an HN police

organization or with a fledgling force that cannot match the military police capabilities, numbers, or

standards of ethical conduct. In many instances, military police will operate with civilian police from other

nations operating under the authority of international organizations (such as the United Nations). (See

ADRP 3-07 for additional information.)

1-24. In the United States and its territories, military police work closely with local, state, tribal, and

federal LE organizations during normal operations and DSCA events (during natural disasters, large-scale

disruptions to the social order) within the limitation of established laws, including Section 1385, Title 18,

United States Code (18 USC 1385) (commonly known as the Posse Comitatus Act). (See ADRP 3-28 for

additional information on the Posse Comitatus Act and DSCA.)

1-25. Efforts to prosecute threat personnel captured during military operations in civilian criminal courts

have placed emphasis on the importance of site exploitation efforts, to include evidence collection,

preservation, forensic analysis, and documentation required for prosecution within civilian judicial systems.

(See appendix C.) Adherence to evidentiary and other due process requirements within many operational

environments is difficult, at best, and requires specific technical training to be performed properly and to

withstand scrutiny at criminal trials. Army LE is uniquely suited to perform these tasks and to provide

training and guidance to other Soldiers regarding evidence collection requirements. War crime

investigations are typically supported by USACIDC elements.

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Police Operations and the Operational Environment

DECISIVE ACTION SUPPORT

1-26. Army forces may execute a simultaneous and continuous combination of offensive, defensive, and

stability or DSCA. (See ADRP 3-0.) Military police capabilities are relevant within all four tasks of

decisive action by maintaining good order, enabling freedom of action, providing protection of the force,

and shaping conditions for the successful transition from combat operations to civilian governance under

the rule of law. Police operations support to decisive action includes a wide range of missions and tasks that

support uninterrupted movement, allow maneuver forces to preserve combat power so that it may be best

applied at decisive points and times, and foster rapid transitions in operations. Throughout all operations,

USACIDC elements conduct required criminal investigations regarding war crimes, detainee abuse, U.S.

military and civilian employees, contractor personnel, and other persons accompanying the force.

USACIDC SAs may also be assigned to brigade and higher-level staffs within the PM section to support

police operations planning, police intelligence activities, and site exploitation. (See ATTP 3-90.15 for

additional information on site exploitation.) USACIDC SAs assigned or attached outside of the USACIDC

command structure are not authorized to conduct felony LE investigative operations. (See AR 195-2.)

Specific police operations-related tasks that support decisive action include—

Conducting police station operations.

Conducting criminal investigations.

Conducting traffic management and enforcement.

Employing forensic and biometric capabilities.

Conducting police engagement.

Conducting temporary detention of personnel.

Providing protective services for selected individuals and high-risk personnel security.

Conducting critical site security.

Providing customs support.

Restoring and maintaining order.

Conducting border control, security, and freedom of movement operations.

Restoring public safety and order.

Performing HN police training and support.

Providing support to civil LE.

1-27. Military police conduct police operations in support of decisive action within three contexts or

conditions, including support of the following:

A commander’s internal efforts to maintain good order and discipline (such as providing support

for bases and base camps). In this context, the application of the police operations discipline is

focused internally at policing our own Soldiers and civilians and deterring, mitigating, and

preventing criminal and terrorist threats. Police operations within this context are critical to

preserving combat power and enabling commanders to focus on their primary missions.

Deliberate police operations are significantly reduced during large-scale operations in immature

theaters. Minor infractions are typically handled by the chain of command without direct

military police support. USACIDC conducts criminal investigations of major crimes (including

those involving death, serious bodily injury, and war crimes) regardless of the environment or

relative maturity of the joint operations area.

A commander’s efforts to establish and maintain civil security and civil control within an HN (to

enable self-governance under the rule of law). This application is focused externally on policing

and LE activities targeting the local population in an operational environment where HN

policing and security capability is nonexistent or inadequate. The goal of any police operation

within an HN is the eventual transition of all policing and LE activities to HN control.

Local LE agencies within the United States or its territories in times of crisis during DSCA.

U.S. Army National Guard military police elements that regularly support their respective

state governors in this function while operating as state assets under 32 USC.

U.S. Army Reserve and Regular Army military police elements, including federalized

National Guard Soldiers, generally prohibited from direct participation in LE.

(See

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Chapter 1

ADRP 3-28 for additional information on DSCA and a more complete discussion of the

legal authorities and restrictions pertaining to police operations support to civilian LE

authorities in the United States.)

OFFENSIVE TASKS

1-28. An offensive task is a task conducted to defeat and destroy enemy forces and seize terrain, resources,

and population centers (ADRP 3-0). Offensive tasks can be conducted across the range of military

operations. Due to the pace, level of violence, and intent, police operations are typically limited during

offensive and defensive tasks to the early shaping operations conducted to establish conditions to prepare

follow-on efforts for civil security and civil control. These tasks may include military police, with other

elements, beginning initial efforts to restore and maintain order in areas passed by maneuver forces.

Military police also initiate police engagement activities to begin the identification of criminal elements,

early assessments of the criminal environment, and initial efforts to identify and establish rapport with

existing HN police or friendly security elements. While extensive police operations during offensive and

defensive tasks are typically not possible, early and aggressive efforts are done to rapidly restore order and

conduct police engagement activities. These tasks are conducted to establish a secure environment, increase

situational understanding of the criminal environment, and build trust within the local population. These

tasks are critical enablers to the successful transition to stability operations and an eventual return to

normalcy.

1-29. Military police elements can provide technical capabilities to identify, gather, preserve, and

document evidence located as a result of offensive tasks and at incident sites within the AO. Integrated

police intelligence activities conducted by police intelligence analysts within PM sections or LE personnel

attached to maneuver units can assist commanders by providing enhanced situational understanding of the

criminal and threat environment. As the theater matures and HN capability and capacity is regenerated,

military police (with HN police partners) can provide support and eventually take a lead role in offensive

tasks taken against threat elements.

DEFENSIVE TASKS

1-30. A defensive task is a task conducted to defeat an enemy attack, gain time, economize forces, and

develop conditions favorable for offensive or stability tasks (ADRP 3-0). Police operations during the

defense are similar to those in the offense, but can be more deliberate and focused due to the relatively

static nature of defensive tasks. Generally, interior lines of communications are more stable during

defensive tasks. This relative stability in unit locations and operations within the AO allows for more

aggressive and thorough police engagement activities which, when enabled by integrated police and other

intelligence, can result in a better understanding of the criminal environment and generate positive

relationships with HN police, the local population, community leaders, other governmental agencies, and

nongovernmental organizations. This condition sets the stage for successful stability tasks and support for

U.S. forces if offensive tasks are required.

1-31. Police operations within population centers and rural HN areas can be effective in restoring and

maintaining order within the AO and enabling the transition to deliberate LE activities. If HN police

capability is significantly degraded or destroyed, military police may be required to conduct initial police

operations to restore and maintain order within the HN population with little or no HN assistance.

Optimally, any available HN police capability that is friendly to U.S. forces will be employed to conduct

LE and policing activities to support HN populations, with military police assistance as required. Police

operations during a defense mission can identify and prevent or mitigate criminal and terrorist threats

against U.S. personnel and resources. They can enhance a commander’s protection efforts and preserve

combat power.

STABILITY TASKS

1-32. A stability task is a task conducted as part of operations outside the United States in coordination

with other instruments of national power to maintain or reestablish a safe and secure environment and

provide essential government services, emergency infrastructure reconstruction, and humanitarian relief

(ADP 3-07). Stability tasks occur before, during, after, or simultaneously with offensive and defensive

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Police Operations and the Operational Environment

tasks. Stability tasks lead to an environment where a legitimate government or other instruments of national

power can be leveraged. Legitimate governments without legitimate police forces can result in disgruntled

and unsupportive populations. One key to local security often lies in the effectiveness and legitimacy of the

police. (See ADRP 3-07 for additional information on stability tasks.)

1-33. Military police support stability tasks through the conduct of the military police disciplines; however,

military police missions will typically be prioritized to focus military police capabilities and effort toward

policing tasks to build the capacity of HN police, security, and military forces supporting efforts to restore

public order and enable transition toward normalcy for the HN. While building or establishing LE

capability for a country, military police may be required to conduct LE for the civilian population to

simultaneously help restore order and rebuild police infrastructures.

1-34. In stability tasks, police operations and integrated police intelligence activities that are synchronized

and integrated within the information collection plan help military police and USACIDC elements detect,

identify, and track criminal and other threats. Military police share police information and conduct joint

police operations with HN police and other civilian LE and security agencies (such as international police

agencies or a police force provided by a United Nations effort). These agencies provide an important

service during the transition from conflict to postconflict missions by assisting the HN with developing and

training new police officers and increasing their capabilities and capacities (these capabilities are enhanced

when input into the operations process and its integrated processes).

Host Nation Capability and Capacity

1-35. Military police policing capabilities and supporting tasks are critical to the establishment of civil

control and the success of stability tasks. The goal of stability tasks is to maintain or reestablish a safe and

secure environment and provide essential governmental services, emergency infrastructure reconstruction,

humanitarian relief and, ultimately, the transfer of authority and responsibility back to the HN government

and its appropriate agencies. Establishing civil control is an integral requirement for enabling successful

police operations. In relatively stable environments, HN LE agencies and security organizations may be

capable of providing adequate police operations support to the HN population. However, often the security

environment does not permit civilian HN LE agencies to operate effectively or at all. HN police

organizations may be corrupt, hostile to U.S. forces, or unable to function due to many factors. Especially

during and immediately after significant conflict, military police and USACIDC forces must be prepared to

fill the void until conditions permit HN police agencies to augment and eventually assume full control over

the LE responsibilities.

1-36. Transitioning a nation from armed conflict to a state of normalcy typically requires HN LE agencies

to receive training, advice, and technical assistance as they generate capabilities and capacities and seek to

establish effectiveness and legitimacy in the eyes of the populace. Military police can support U.S. forces,

HN police, and international LE agencies by providing continuity during and after the transition from

military to civilian LE primacy. ADRP 3-07 discusses stability tasks that characterizes fragile states and

outlines the three phases of effort—initial response, transformation, and foster sustainability—by which

military and civilian agencies assist the HN with transitioning from violent conflict to normalcy and

establishing police primacy. An environment approaching normalcy will not require military forces to

maintain security. The elimination of the requirement for military intervention and the primacy of police

elements to maintain order and civil control is a key indicator of success and a return to normalcy.

Figure 1-2, page 1-10, depicts military police support within the stability operations framework.

1-37. The U.S. Department of State is typically the lead government agency for providing security

assistance to foreign governments. The Foreign Assistance and Arms Export Acts (commonly known as the

Foreign Assistance Act of 1961) specifically prohibits assistance to foreign police forces, except within

specified exceptions or when authority is granted by a presidential directive. Typically, when police

assistance and training are provided to a foreign government agency, U.S. Department of State provides the

lead role through the Bureau of International Narcotics and Law Enforcement Affairs.

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Chapter 1

Figure 1-2. Military police support within the stability operations framework

1-38. In some instances, the President of the United States may delegate this role to other agencies. This

situation has occurred in multiple cases in recent history. (In 2004, a presidential directive was signed that

granted the Commander, U.S. Central Command, the authority to train and equip Iraqi police.) Military

police and other U.S. forces must be prepared to assume this role, especially when the security environment

is unstable. As soon as practical, the U.S. Department of State should assume the lead role, with U.S.

military forces assuming a supporting role.

United States Forces

1-39. During the conduct of prolonged stability tasks, more extensive police operations in support of U.S.

forces may be required, mirroring the support provided at a home station. As a theater matures and base

camps grow in size, population, and varied demographics, the level of criminal activity and requirements

for common LE tasks (traffic management and enforcement) increase beyond the capability of unit

commanders. Military police will typically establish provost marshal’s offices (PMOs) that are manned and

equipped to provide police operations support to U.S. forces operating from relatively mature bases in

support of military operations overseas. Base or geographic commanders will typically request military

police LE support within their base camps, based on the relative maturity of the base camp and increased

indicators (speeding, traffic accidents, larcenies, contraband concerns, other impediments to the good order

and discipline of the force) that a dedicated LE capability is required. If the base commander or commander

of the AO has not directed dedicated police operations support, the PM or senior military police

commander may recommend establishing a PMO based on the stated indicators.

DEFENSE SUPPORT OF CIVIL AUTHORITIES

1-40. Defense support of civil authorities is support provided by U.S. Federal military forces, Department

of Defense civilians, Department of Defense contract personnel, Department of Defense component assets,

and National Guard forces (when the Secretary of Defense, in coordination with the governors of the

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Police Operations and the Operational Environment

affected states, elects and requests to use those forces in Title 32, United States Code, status) in response to

requests for assistance from civil authorities for domestic emergencies, law enforcement support, and other

domestic activities, or from qualifying entities for special events (DODD 3025.18). Military police support

to domestic operations is constrained by various laws. (See ADP 3-28 and ADRP 3-28.) It is accurate to

say that most military police tasks performed in domestic support are common to overseas operations;

however, military police conduct them under very different conditions.

Note. State and local governments have the primary responsibility for protecting life and

property and maintaining law and order in the civilian community. Supplementary responsibility

is vested by statute in specific agencies of the U.S. government other than the Department of

Defense (DOD).

1-41. Police operations by military police in DSCA tasks are typically limited to support tasks. The Posse

Comitatus Act specifically restricts the use of military forces to enforce civilian laws within the United

States. There are exceptions to the Posse Comitatus Act, which can be enacted by the President or the

Secretary of Defense during operations within the United States. The Posse Comitatus Act applies to

military personnel operating under federal authority. (See 10 USC.) National Guard elements operating

under state control are not restricted by the Posse Comitatus Act. (See 32 USC.) After National Guard

elements are mobilized under federal authority, they become subject to the Posse Comitatus Act

restrictions. (See ADP 3-28 for additional information on DSCA and a more complete discussion of the

legal authorities and restrictions pertaining to military police support to civilian LE authorities within the

United States.)

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Chapter 2

Planning Considerations for Police Operations

The police discipline consists of policing and the associated LE activities to control

and protect populations and resources and to facilitate the existence of a lawful and

orderly environment. Police operations conducted in support of unified land

operations (from home station operations in support of bases and base camps to

police operations tasks supporting contingency operations overseas) are vital to

establishing and maintaining a safe and orderly environment to support commanders’

programs, ensure commanders’ freedom of action, and protect and maintain combat

power. This chapter outlines the principles of policing upon which police operations

are conducted. It discusses several policing strategies and methodologies prevalent

within Western police systems. Finally, this chapter discusses planning considerations

for police operations, applicable across all environments, in support of decisive

action.

POLICING PRINCIPLES

2-1. Military police conduct police operations within the parameters of accepted principles of policing.

These principles are consistent with those guiding civilian police organizations and are equally relevant to

military police support to decisive action.

2-2. The police discipline and policing methodologies shape the military police approach to the

operational environment and provide the foundation upon which military police operations are conducted.

The conduct of policing and LE activities by military police is guided by six principles. (See FM 3-39.)

2-3. These principles represent dominant characteristics of policing activities generally found in societies

influenced by Western culture. Military police Soldiers and leaders use these principles to guide the

employment of policing activities as they shape the operational environment. The principles of military

policing are—

Prevention.

Public support.

Restraint.

Legitimacy.

Transparency.

Assessment.

POLICING MODELS AND STRATEGIES

2-4. Policing strategies and techniques vary depending on the community, the agency, and other

environmental considerations. Often, different approaches overlap because different groups develop similar

solutions to the same types of problems.

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Chapter 2

2-5. Researchers identified three policing styles that are generally employed by LE agencies—

Watchman. The watchman style of policing focuses on maintaining order rather than on LE as

the principal function.

Legalistic. The legalistic style conversely focuses on LE, with a strictly legal and impartial

approach to policing.

Service. The service style of policing focuses on community service and provides a balance

between the legalistic and watchman styles, seeking to maintain order without arrest (when

possible) but also by enforcing laws when appropriate.

2-6. In modern police agencies, these three styles are rarely exclusively used; combinations of the three

styles, depending on the environment, management style, and community being policed are a more likely

possibility.

2-7. Several policing models and strategies have been developed and implemented over the years with

varying degrees of success. When selecting a policing model or strategy, leadership must determine the

greatest priority for policing within the AO or jurisdiction. When the primary goal is to establish rapport

and legitimacy with the populace, models that stress community involvement and interaction (community-

oriented policing, problem-oriented policing) are the preferred modes. If crime reduction is the greatest

concern, then the computer statistics model or the intelligence-led policing model may be more viable. A

thorough understanding of different policing models and strategies will assist leaders in forming the best

strategy or combination of strategies for their AO or jurisdiction.

2-8. Many of these models and strategies have distinct similarities in their application and are, in reality,

evidence of a normal evolution in policing strategy (as past strategies are improved upon and modified).

Academically, many of these models and strategies are developed and analyzed as stand-alone approaches;

police agencies virtually never implement a single policing strategy across an entire AO or jurisdiction.

Typically, they apply combinations of differing models and strategies. Different strategies conducted

simultaneously can provide complementary effects that are greater than the results achieved by single

methods. A brief description of several strategies is provided in the following paragraphs. The strategies

listed are not all-inclusive but provide a good overview of the more prevalent and widely embraced

policing models.

BROKEN-WINDOW THEORY

2-9. The broken-window theory of policing originated in 1982 and was first proposed in the article,

“Broken Windows: The Police and Neighborhood Safety,” by James Q. Wilson and George L. Kelling.

Broken-window policing stresses eliminating indicators of minor crimes (and subsequently, the crimes

themselves) and disorder and addressing crime-conducive conditions based on the theory that allowing

minor problems (broken windows, trash accumulation, public nuances) encourages vagrants, gangs, drugs,

and other more serious problems to take root and creates public fear. Broken-window policing proposes

that quickly and consistently addressing neighborhood problems (including petty crimes such as vandalism)

discourages future incidents. The theory proposes that petty criminals left unchecked will gradually

increase their activity and eventually begin committing more serious criminal acts.

2-10. Previous policing strategies tended to focus on major crimes and criminal problems, ignoring what

personnel deemed minor peripheral problems. Police personnel saw areas with significant indicators of

petty criminal behavior and crime-conducive conditions as unimportant and not relevant to their function of

fighting crime. The broken-window approach encouraged partnership between the police and the

community to address small problems before they became large problems. Police agencies conducting

broken-window policing focus efforts on identifying and correcting crime-conducive conditions and

identifying and detaining individuals committing minor crimes and causing disruptions. Police also

encourage (and cite when necessary) property owners to clean up and repair their property, resulting in a

feeling of community empowerment as a means to help reduce criminal and disruptive activity.

2-11. Broken-window policing received mixed results; therefore, the cause-and-effect relationship between

this approach and the results is not universally accepted. This policing strategy can be implemented

relatively easily within the military community due to the command structure and influence that can be

leveraged across the AO.

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Planning Considerations for Police Operations

COMMUNITY-ORIENTED POLICING

2-12. Community-oriented policing recognizes that police (including military police) can rarely solve

public safety problems alone. This strategy encourages long-term partnerships between police, members of

the community, and governmental leadership. Community-oriented policing makes the police the face of

the local government and the lead problem-solving agency for a community. The community-oriented

policing strategy also encourages set geographic assignments by patrol officers and decentralized

decisionmaking, allowing the police officer within the community to tailor solutions based on community-

specific problems and solutions. The geographic stability required in community-oriented policing may

inherently force a degree of organizational transformation. Community-oriented policing has two

complementary components—

Community partnership.

Problem solving.

2-13. This strategy encourages interactive partnerships with a wide range of relevant stakeholders to

develop solutions to problems through collaborative problem solving and improved public trust and

confidence. To effectively implement a long-term, community-oriented policing strategy, consistent

relationships between individual police personnel and the communities they serve must be established. This

makes community-oriented policing difficult for most Army LE applications. Cyclical rotations between

bases and base camps and troop rotations supporting expeditionary requirements make consistent and long-

term relationships problematic. Relationships and a situational understanding of the community are

likewise complicated by rotations of military families within Army communities. The steady rotation of

families in and out of Army housing areas constantly changes the dynamics of neighborhoods. This

significant change is more magnified than in the typical civilian neighborhood. Although the long-term

aspect of community-oriented policing is not typically feasible, the two core components of community

partnership and problem solving can still be relevant within Army LE strategies.

COMPUTER STATISTICS

2-14. Computer statistics is a policing strategy initiated by the New York City Police Commissioner,

William Bratton, in 1994. It is focused within a single AO or jurisdiction and requires extensive and time-

sensitive analysis and involvement by police management. Computer statistics are top-driven, as opposed

to many other policing models that are driven from the bottom up. The computer statistics model is framed

around the following criteria:

Accurate and timely police information and police intelligence.

Development of effective tactics to address identified problems or targets.

Rapid and effective focus of personnel and resources directed at the target.

Follow-up and performance assessments.

2-15. The computer statistics model requires criminal information to be collected and analyzed. The data

resulting from this analysis is mapped to determine trends, patterns, and associations that indicate problem

areas. Police managers at every level must develop plans for addressing these identified problem areas and

are held accountable by their superiors (through aggressive follow-up actions) to determine if performance

objectives were met. The key to the computer statistics model is the establishment of specific goals and

objectives from the upper echelon that are pushed down to shape decisions at lower-level management.

PROBLEM-ORIENTED POLICING

2-16. Problem-oriented policing was initially proposed by Herman Goldstein in 1979. Problem-oriented

policing prescribes a highly analytical approach to police-related problems. This method of policing

depends on analysis from clusters of related or similar incidents to determine solutions to the underlying

causes. These incidents can be crimes, conditions, or other disruptive activities within a police agency AO.

Rather than simply responding to individual incidents, problem-oriented policing encourages the analysis

of problem causes and the development of solutions.

2-17. Problem-oriented policing encourages collaboration between police analysts and police officers from

the field. Together, they conduct analysis and develop effective strategies to address the condition or

26 January 2015

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Chapter 2

specific criminal problem. Problem-oriented policing also encourages solutions that are preventive and that

may include elements outside the traditional criminal justice system. Rather than create a solution from a

solely LE-focused view, problem-oriented policing seeks to create a broad-based solution to the problem.

INTELLIGENCE-LED POLICING

2-18. Intelligence-led policing originated in Great Britain as an effort to combat increasing criminal

activity during a period of shrinking resources. Intelligence-led policing focuses scarce police resources

(personnel, time, equipment) on crime and criminals identified through a careful analysis of the criminal

environment and all available police information. Police information collected at the street level is gathered

and analyzed to identify trends, patterns, and associations in an effort to prevent, mitigate, or interdict

criminal activity. Within the organization, LE patrol personnel must be trained to observe and report

information through appropriate channels for input and analysis in the police intelligence cycle.

Supervisory and administrative support personnel must likewise be trained to forward information that is

reported by patrol personnel.

2-19. To be effective, intelligence-led policing requires the significant sharing of police information

between LE agencies from all levels of government, including international LE organizations. Information

sharing and collaboration across jurisdictional and agency boundaries enable police intelligence analysts to

yield products and information that can allow police resources to be employed in the most productive

manner possible by obtaining a thorough understanding of all information sources. The proliferation of

fusion centers within the LE community has greatly enhanced intelligence-led policing capabilities.

Intelligence-led policing is best used when the capability is combined with other policing methods

(community-oriented policing, problem-oriented policing). Like community-oriented and problem-oriented

policing, intelligence-led policing recognizes the need to work with multiple stakeholders to solve issues

through the analysis of crime, criminal elements, and crime-conducive conditions. However, intelligence-

led policing typically employs a wider range of available sources to produce police intelligence, develop

action plans, direct targeting of criminal elements and activities, and manage LE resources.

PREDICTIVE POLICING

2-20. Predictive policing is the collection of police information from different sources, the analysis of the

information, and the use of police intelligence products to predict, prevent, and respond more effectively to

potential criminal activity throughout an AO. The goal of predictive policing is to become less reactive by

planning for future criminal activity and implementing LE control measures that could change potential

crime activity. Predictive policing is a collective combination of the key elements of various policing

models and strategies (broken-window theory, community-oriented policing, computer statistics, problem-

oriented policing, intelligence-led policing, and other proven policing models). There is no single solution

for predictive policing, and the criminal activity throughout the AO will drive the solution.

HOT SPOT POLICING

2-21. Hot spot policing uses crime pattern analysis to identify patterns, trends, and association of criminal

activity throughout an AO. Hot spot policing is based on the theory that crime does not occur evenly across

an AO and that crime is clustered in small areas (hot spots). Crime pattern analysis seeks to identify and

map the occurrence of a specific activity or incident over a particular geographic area, and crime pattern

analysis emphasizes the use of graphics to depict the activity and emerging patterns. This further enables

the analyst to identify hot spots and facilitates geographic profiling to predict potential occurrences. Once

an area has been identified as a hot spot, it should be targeted by an increase of policing activities in an

effort to reduce crime. This can reduce crime in the targeted and surrounding area.

ORGANIZATION

2-22. Military police organize to conduct police operations based on mission variables and other

environmental factors. On bases and base camps, the organizational structure and characteristics of the

policing mission resemble those of many civil police organizations. Within these structures, police

operations are the sole missions of organizations operating in stable environments. These organizations are

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Planning Considerations for Police Operations

resourced by military police LE detachments and other specialized military police elements to provide the

core LE capability required for police station operations and technical LE support.

2-23. Maturing bases that support U.S. forces within expeditionary environments will, in many cases,

evolve to a point where dedicated LE support for the base camp is required. In these instances, military

police LE detachments will typically provide the core LE capability required to establish a functional police

operations center.

2-24. Police operations conducted to establish and maintain civil control within an HN population and to

conduct HN police development and transition operations are typically organized within the structure of

military police brigades, battalions, and companies and military police platoons organic to brigade combat

teams. These military police elements will typically require augmentation and task organization by

elements with technical LE capabilities to conduct sustained police operations. The centralization of HN

police development and training within military police functional command structures ensures the

consistent application of LE and policing capabilities across the AO. This structure is critical to ensure that

HN police organizations receive consistent training, policy, and operational guidance and support.

Chapter 7 further addresses military police support to HN police.

BASES AND BASE CAMPS

2-25. Typically, a police operations section in support of U.S. military commanders within the United

States or at enduring bases overseas are composed of a PMO, manned by a military police LE detachment,

and augmented by military police companies or civilian Department of the Army (DA) police to provide

LE patrol capability. The PMO and associated LE personnel and resources are typically organized within a

directorate of emergency services structure and managed by the installation management command. This

same structure, generally on a much smaller scale, is also used to provide LE support to U.S. military base

camp commanders supporting expeditionary missions on mature bases within an AO. In these instances,

the PMO is typically under the mission command of the senior military police commander (brigade or

battalion).

Directorate of Emergency Services

2-26. At bases camps, military police LE and other emergency services operations are typically conducted

under the supervision and control of the director of emergency services. The director of emergency services

is responsible for advising the garrison commander on emergency services (including police operations),

providing oversight of, and ensuring the execution of police operations that are consistent with the

priorities and protection efforts of the garrison and senior commander. The directorate of emergency

services structure includes the PMO and other emergency response assets.

2-27. The directorate of emergency services capabilities normally include—

Police operations resources organized within a PMO.

LE resources

(police operations center, military police investigations, traffic accident

investigations, military working dogs [MWDs], crisis response assets, police administration

section).

Physical security resources (physical security inspectors, access control, alarm monitoring).

Crime prevention.

Fire department resources.

Response resources (response capability, prevention, protection, training assets).

Alarm maintenance; fire suppression; hazmat tasks; and chemical, biological, radiological,

and nuclear (CBRN) waste.

Contingency operations support.

Emergency medical services.

An emergency dispatch center (911 services).

2-28. Within the directorate of emergency services, the PM is the chief LE officer and is responsible for

police operations. The PM may act as the director of emergency services, having dual-hatted functions. The

director of emergency services ensures that appropriate resources are available to support policing

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Chapter 2

requirements. The consolidation of the various emergency agencies aligned under a single agency provides

a platform for integrated services across Army bases and base camps. The director of emergency services

ensures that variations in the standard and level of services to the Army community are not reduced.

Provost Marshal

2-29. As the chief LE officer, the PM provides the commander with professional and technical advice

concerning policing objectives, policies, and directives. Planning military police support is a continuous

process at every echelon. The PM should have police operations experience and will be the senior military

police officer. The PM plans the use of military police assets; evaluates current operations; and projects

future courses of action, organizational requirements, and resource requirements. The PM makes operation

and resource decisions based on analysis and planning consistent with a high degree of situational

understanding, a thorough understanding of the operational environment, and the effects of specific mission

variables. Other PM responsibilities include—

Identifying high-risk personnel requirements.

Conducting threat analyses for U.S. bases and base camps.

Developing plans to prevent acts of espionage, sabotage, and terrorism.

Coordinating with multinational forces, HN military territorial organizations, local government

forces, and civilian police authorities concerning support to the protection of friendly assets and

forces.

Coordinating with other organizations, to include the directorate of logistics or sustainment

units; public affairs elements; staff judge advocate

(SJA) offices; and federal, state, local,

multinational, and HN agencies in regard to critical incident responses, special events, or

changes in force protection conditions.

Conducting military police investigations according to AR 190-30 and AR 195-2.

Coordinating forensic and biometric support.

Managing and ensuring training and certification of special-reaction teams (SRTs) and MWD

teams in conjunction with military police commanders.

Managing the DOD Customs Inspection Program and coordinating 10 USC responsibilities for

U.S. Customs and Border Protection support for border patrols and port and international

activities. (See appendix D for military police support to customs and border control operations.)

Implementing random antiterrorism measures. The Random Antiterrorism Measure Program is a

DOD security program that involves implementing multiple security measures in a random

fashion to change the appearance of the security posture. (See AR 525-13.)

Controlling base access and egress points.

Serving as the on-scene commander during LE and security-related incidents and emergencies,

as required.

Certifying or verifying certification of military police Soldiers before assuming LE duties.

Training Army civilian police and guards according to the training and qualification policy in

AR 190-56.

Monitoring and managing DA Form

4833

(Commander’s Report of Disciplinary or

Administrative Action) reporting.

Military Police Duty Officer

2-30. The military police duty officer is a military police officer or senior noncommissioned officer

performing LE duties during nonduty hours. The military police duty officer is the PM or senior military

police commander’s representative after normal duty hours and must be thoroughly familiar with Army

regulations, local policies, and the conduct of police operations. The military police duty officer responds

to serious incidents that require the presence of an officer, senior noncommissioned officer, or senior

leadership representative to provide guidance and direction to LE patrols. The military police duty officer

responds to, and makes appropriate notifications regarding, matters of command interest or those that may

bring unplanned or unforeseen attention to the base, base camp, or operation.

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Planning Considerations for Police Operations

2-31. Other responsibilities may include—

Reviewing and supervising the publication of the daily military police blotter.

Ensuring that proper notifications are made for specific incidents.

Supervising LE operations.

Control of LE assets.

Coordination with the SJA on matters of due process and use of government resources.

Crime or incident scene protection.

Securing police and government facilities.

Inspecting detention cells for proper health compliance.

POLICE OPERATIONS SUPPORT TO BASE CAMPS IN CONTINGENCY OPERATIONS

2-32. Police operations support to U.S. military base commanders supporting expeditionary missions on

mature bases within an AO is typically required as the AO matures and base camps become more

established. The decision to establish dedicated police operations supporting U.S. base camps during

contingency operations is based on staff recommendations of numerous factors. The senior military police

commander and echelon PM should weigh heavily on staff analyses and recommendations to establish

dedicated police operations supporting base camps. Factors to consider include the—

Size and the number of elements on the base.

Relative levels of crime or Soldier indiscipline on the base.

Mission load for units on the base.

Ability of the base commander to deal with criminal activity and Soldier indiscipline with

internal resources.

2-33. Police operations supporting U.S. forces within an operational environment are typically conducted

using the military police LE detachment as the base element for LE activities and establishing a base PMO

to execute control over dedicated LE assets. The PMO, in these instances, is typically under the command

of the senior military police commander (brigade or battalion). Additional military police capabilities can

be added as required. The PMO will establish connectivity with the Centralized Operator’s Police Suite

(COPS) and other LE-related information systems. One expeditionary PMO (typically colocated with the

senior military police commander in the AO) will be designated as the station of record. This PMO is

responsible for managing and providing oversight to COPS input and military police records and reports.

Other police operations supporting other base camps will be conducted as satellite operations to the station

of record for LE reporting requirements.

CIVIL CONTROL AND HOST NATION POLICE DEVELOPMENT AND TRANSITION

2-34. Police operations conducted to establish civil control and general order within the HN population, to

include HN police development and transition operations, are typically conducted by military police

brigades, battalions, and companies. Military police brigades and battalions provide planning, staff

integration, and mission command over subordinate military police elements. Military police companies

provide the baseline policing capability required to conduct LE patrols and provide basic assistance to HN

police development and transition efforts. They also contain limited capability to conduct military police

investigations, physical security tasks, traffic accident investigations, and other police tasks. FM 3-39

contains more detailed information on the capabilities of individual military police and USACIDC units

and elements.

2-35. In the initial stages of an expeditionary mission, these military police elements (military police

brigades, battalions, and companies and brigade combat team military police platoons) conduct police

operations with HN assets. As the environment stabilizes and efforts to establish or reestablish governance

under the rule of law gain momentum, military police brigades and battalions will typically be augmented

by specific policing capabilities resident within the military police LE detachments, other specialized

military police elements and capabilities, and USACIDC support. Military police brigades and battalions

can then be task-organized to distribute technical LE capability to support military police elements, as

directed by the military police commander and based on mission requirements. Brigade combat teams with

26 January 2015

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Chapter 2

a mission to provide police operations support within their AO may receive additional military police

assets. Chapter 7 contains additional information on police development and transition operations to build

HN police capability and capacity.

OPERATIONAL CAPABILITIES

2-36. Army military police elements conduct police operations at the strategic, operational, and tactical

levels across the range of military operations. They operate as an integral member of the combined arms

team in support of maneuver forces to provide specialized LE and policing capabilities throughout the

entire AO and at all levels of war. Military police and USACIDC units are organized to sustain police

operations supporting the commander’s efforts to maintain order within their formations, protect personnel

and resources within their AO, and generate and maintain combat power. This support is provided across

all environments (from bases and base camps to contingency operations) within an assigned AO. Military

police forces can be tailored to provide LE and policing capabilities to establish civil control within an HN

and to build HN police capability and capacity. Table 2-1 provides staff planning factors for determining

the allocation of military police and USACIDC elements for police missions.

Table 2-1. Unit allocation planning factors for police operations

Planning Factors

Additional Data

Unit

for Unit Allocation

(when required)

Military Police Units

One headquarters and headquarters

company, military police command, for up

Headquarters and

to five military police brigades supporting

headquarters company,

the senior Army headquarters in the

military police command

theater. Typically, only one military police

command is allocated per theater.

One headquarters and headquarters

Headquarters and

company, military police brigade, for every

headquarters company,

two to five military police battalions (any

military police brigade

combination of two to five military police

battalions and detention battalions).

Headquarters and

One headquarters and headquarters

headquarters detachment,

detachment, military police battalion, for

military police battalion

every two to five military police companies.

A minimum of one military police company

per up to—

• Three forward bases during stability

Military police company

tasks for police operations to U.S.

commanders.

•

*Three police stations (initially) for

multinational HN police support.

A minimum of one military police platoon

per—

• Forward operating base during

** Military police platoon

stability task for police operations

support to U.S. commanders.

•

*Police station for combined HN

police support.

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Planning Considerations for Police Operations

Table 2-1. Unit allocation planning factors for police operations (continued)

Planning Factors

Additional Data

Unit

for Unit Allocation

(when required)

Military Police Units (continued)

A military police LE detachment

consists of—

• A headquarters team.

One military police LE detachment per—

• An operations team.

• Strength of 20,000 personnel in a

• A desk team.

corps or smaller area for police

• Five traffic accident traffic

operations support to U.S.

management and

commanders.

enforcement teams.

Military police LE

• Strength of 12,500 personnel in a

detachment

• Five military police

theater or port area for police

investigation teams.

operations support to U.S.

• Two force protection teams.

commanders.

Note. The teams comprising a

•

*Up to five police stations for

complete

military

police

multinational HN police support.

detachment can be deployed as

individual teams or as military police

LE detachments to provide technical

expertise to units, based on identified

capability gaps.

One MWD kennel master team per—

• Military police command to serve as

the theater MWD program manager.

• Military police brigade to provide

technical support to MWD teams and

serve as the brigade MWD program

The MWD kennel master team is

manager.

comprised of two senior military

MWD kennel master team

• Seaport complex.

police NCOs trained as MWD

handlers.

• Two military police battalions (if task-

organized to battalion level).

Note. A seaport complex is defined as two or

more types of seaports that are colocated, for

example, when dry cargo, ammunition, or

petroleum ports are geographically colocated.

• An MWD patrol explosive team

consists of three dogs, each

paired with one handler and

certified to work as a unit.

• Two MWD patrol explosive teams per

• Requests for additional MWD

military police battalion or detention

support for airport operations

MWD patrol explosive team

battalion.

should be coordinated through

• Three MWD patrol explosive teams per

the echelon PM and MWD

seaport.

program manager supporting

the AO. No more than three

MWD patrol explosive teams

are allocated per major airport.

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Chapter 2

Table 2-1. Unit allocation planning factors for police operations (continued)

Additional Data

Unit

Planning Factors for Unit Allocation

(when required)

Military Police Units (continued)

• An MWD patrol drug team

consists of three dogs, each

paired with one handler and

certified to work as a unit.

• One MWD patrol drug team per military

• Requests for additional MWD

police battalion or

support for airport operations

MWD patrol drug team

internment/resettlement battalion.

should be coordinated through

• Two MWD patrol drug teams per

the echelon PM and MWD

seaport.

program manager supporting

the AO. Normally, no more

than two MWD patrol drug

teams are allocated per major

airport.

One senior military customs inspection

This element consists of one

Senior military customs

supervisor for up to two senior military

senior NCO trained in customs

inspection supervisor

customs inspection teams.

inspection requirements.

One senior military customs inspection

team per—

A senior military customs

Senior military customs

• Port complex for customs support to

inspection team consists of five

inspection team

U.S. commanders.

trained military customs

• Border entry point for combined HN

inspectors.

police border control support.

Headquarters and

One headquarters and headquarters

headquarters detachment,

detachment, criminal investigation division

criminal investigation

group, per senior Army headquarters in the

division group

theater.

One headquarters and headquarters

detachment, criminal investigation division

Headquarters and

battalion, per—

headquarters detachment,

• Every two to five criminal investigation

criminal investigation

division elements.

division battalion

• Deployed expeditionary forensics

capability during stability operations.

USACIDC Units

*Two criminal investigation division teams

Criminal investigation

per police station for combined HN police

division teams

support.

The criminal investigation

One criminal investigation division element

division element is composed

per—

of—

• Strength of 37,000 personnel in a

• A headquarters section.

corps or smaller area.

• Two criminal investigation

Criminal investigation

• Strength of 14,500 personnel in a

division sections.

division element

theater area.

Note. Criminal investigation division

• Port complex.

sections are composed of four

2-person investigative teams, with a

•

*Up to five police stations for

total of eight investigative teams per

combined HN police support.

criminal

investigation

division

element.

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Planning Considerations for Police Operations

Table 2-1. Unit allocation planning factors for police operations (continued)

*For planning purposes, one HN police station can support approximately 30,000 persons or cover an area of 250 square

kilometers, whichever threshold is reached first.

**Military police platoons are not deployed as individual units; however, they may be detached from their parent military

police units and attached to other military police units, brigade combat teams, or multifunctional units, as needed, to fill

military police requirements or to increase military police capacity.

Legend:

area of operations

host nation

law enforcement

MWD

military working dog

not applicable

NCO

noncommissioned officer

provost marshal

U.S.

United States

USACIDC

United States Army Criminal Investigation Command

2-37. Military police and USACIDC units and Soldiers may contribute advanced LE skills to assist with

LE, policing, and judicial support for HN government and stability tasks in the AO. Military police and

USACIDC units are ideally suited to conduct police operations with Army forces and other U.S. and

multinational policing elements. They are also well-suited to work as a combined force with HN police

patrols to restore or maintain civil order. Military police Soldiers and USACIDC SA units can provide

training, mentorship, and partnership with local police elements, establishing and maintaining police station

operations for local police forces through police development and transition activities. These units can

work side by side as a combined police force by acting jointly in shifts, conducting staff assistance through

embedded relationships, or performing frequent or one-time assistance visits.

MILITARY POLICE FUNCTIONAL ORGANIZATIONS AND ELEMENTS

2-38. Military police units providing police operations support include military police organic to non-

military police organizations and military police held in a military police force pool. The military police

units within the force pool include all operating force military police units not organic to a brigade combat

team or a headquarters staff. Organic military police policing capability within nonfunctional units is

extremely limited. These elements require augmentation and additional military police task organization

within the assigned multifunctional headquarters to adequately perform long-term or extensive police

operations. The force pool consists of military police headquarters units (a military police command,

military police brigades, and military police battalions), baseline units, and specialized military police units

and teams. These assets (in the force pool with policing capabilities) can provide the necessary policing

augmentation to brigade combat teams, other multifunctional brigades (such as the maneuver enhancement

brigade), and echelons above brigade combat teams. (See FM 3-39 for specific information regarding the

capabilities of these units.)

2-39. Military police elements can conduct police operations within functional military police

organizations, brigade combat teams, or other multifunctional organizations. In unstable environments,

where the mission focus is on policing-related tasks and initial efforts to establish civil security, police

operations are typically conducted in a decentralized manner under the control of a wide range of

organizational structures. Within these unstable environments, police operations are rarely the primary task

of military police elements (with the exception of USACIDC elements). Military police elements conduct

policing as secondary shaping missions in preparation for the transition to deliberate police operations.

Stability tasks are the dominant element of decisive action, and efforts to establish civil control and the rule

of law across the AO are the focus. The more stable the environment, the greater the requirement for

centralized control of military police elements conducting police operations under a functional military

police chain of command to optimize performance. The centralized execution of police operations within a

functional military police chain of command ensures the synchronization and consistent application of LE

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Chapter 2

and policing capability critical to establishing the legitimacy of police forces and a criminal justice system

operating under the rule of law.

2-40. When police operations are decentralized, it is critical that military police technical channels are used

to ensure consistent applications of police-related activities. Technical channels refer to the transmission

path between two technically similar units or offices within a command that perform a technical function

that requires special expertise or control. Military police technical channels are used to complement

existing command and support relationships; they do not replace existing command and support structures.

The military police technical chain passes guidance and information through the echelon PM sections to

ensure adherence to applicable laws and policies and the proper use of doctrinal techniques and to provide

technical support and guidance relevant to police operations and other areas requiring military police

technical oversight (such as detention operations). Applicable laws and policies can include relevant U.S.

laws, the law of war, international laws, policies, directives, Department of Defense instructions, and

orders.

MILITARY POLICE ORGANIZATIONS WITH SPECIFIC POLICE CAPABILITIES

2-41. Police operations organization requires an assessment of required capabilities specific to LE and

policing tasks associated with the police operations discipline. Most capabilities required to conduct

dedicated police operations are associated with the military police LE detachment. Additional capabilities

may be required based on the specific environment and mission set.

(See FM 3-39 for additional

information on military police organizations and capabilities.)

Police Operations Center

2-42. Military police establish and organize LE activities primarily from the police operations center

(referred to as the military police station on military bases and base camps). The police operations center is

the center of activity for LE. The police operations center can be an elaborate structure equipped with state-

of-the-art mission command systems (such as those found in support of many military police stations

within the United States) or relatively austere, temporary operating structures with basic systems for

executing protection (common in the early stages of many expeditionary police operations).

2-43. A police operations center can be established anywhere LE activities are required. Regardless of the

location, the police operations center operates 24 hours a day, 7 days a week to provide police assistance

and emergency response, suppress criminal behavior, act as a repository for police information and police

intelligence, and disseminate public safety information. A stand-alone police operations center is typically

employed for LE support to bases and base camps. Optimally, a police operations center will be manned by

elements of a military police LE detachment. In some environments, LE activities will be conducted by an

organic military police brigade or battalion staff. In the earliest stages of the transition, from an extremely

unstable security environment to stability tasks where civil security and civil control efforts have not yet

been achieved, military police brigades and battalions conduct mission command of military police

elements. As the environment stabilizes, military police LE detachments will typically be deployed to

augment the military police staff or establish a stand-alone police operations center supporting the base

camp commander.

Military Police Law Enforcement Detachment

2-44. Military police LE detachments are built with specific capabilities. These teams are designed to be

deployed to support specific LE requirements in an AO. These specialized teams provide skills required for

police station operations and specialty skills, including criminal investigations, physical security, and traffic

enforcement. They provide the core capabilities for military police station operations in support of U.S.

forces. Military police LE teams also have the capability to support, train, and mentor HN police leadership

and other HN police personnel regarding police station operations, basic criminal investigations, traffic

enforcement and investigation, and other policing-related skills. LE teams can also provide the expertise

required to plan, train, and monitor military police support to HN police operations (LE raids, high-risk

apprehensions, cordon and search, police intelligence operations).

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Planning Considerations for Police Operations

2-45. The military police LE detachment can be deployed—

Individually to provide specific capabilities in support of a military police brigade or battalion to

augment an existing capability or to meet specific capability requirements.

As an intact military police LE detachment from a single location. The deployment of an entire

detachment from a single home station location is not typical because it strips the home station

of the core capability required to operate the military police station. Army Reserve and Army

National Guard military police LE detachments are typically deployed as intact detachments.

They do not have a full-time support mission that is impacted by the deployment of a full

military police LE detachment.

As individual teams from multiple stations, consolidated at destinations to form a police

operations center that provides comprehensive policing capabilities. Deploying individual teams

from multiple locations limits the impact on any one home station location.

2-46. At bases, the teams that comprise the military police LE detachment are assigned LE duties within

the PMO, making up the core of dedicated technical policing expertise supporting U.S. bases and base

camps. Deployed military police LE detachments are normally assigned to a military police brigade that is

trained and equipped to provide technical supervision, planning, employment, and coordination of support

for police operations. The military police LE detachment will typically be under the operational control of

the base commander for operational LE support to the base. At the home station, military police LE

detachments form the core of policing capabilities on U.S. military bases and base camps within mature

theaters, providing the administrative and technical expertise required to operate a forward police

operations center. Employing a military police LE detachment can greatly extend and optimize limited

military police assets.

2-47. A military police LE detachment consists of the following:

A headquarters team to provide oversight to LE activities and unit level personnel, logistics, and

administrative support.

An operations team to provide planning, employment, and coordination of LE support; technical

supervision of LE teams; and oversight to police administrative and logistical requirements.

A desk team to establish and maintain police desk operations.

Receipt of telephone calls and complaints.

Prioritization of task patrols and investigative personnel (as required).

Completion of initial reports.

A force protection and physical security team to assist in risk and threat identification and

mitigation, crisis planning, and personnel and equipment safeguarding at a fixed site.

Military police investigation teams to investigate criminal incidents, conduct surveillance

operations, and collect and maintain evidence and operational information, to include personal

identification (biometric) and police information. Military police investigators (MPIs) maintain

liaison with USACIDC elements regarding criminal investigations and information.

Traffic accident investigation teams to investigate accidents and provide expertise regarding

trafficability, traffic flow, and enforcement regulations.

2-48. While possessing significant capability, military police LE detachments must be tasked appropriately

to ensure that the capability is effective and not overextended. Planning considerations for selecting the

right number of military police LE detachments include the—

Quantity of supported forces or populations.

Characteristics of the AO.

Maturity of the theater.

Nature of the civilian population (friendly or hostile).

Capability of HN forces to support and control the civilian population.

Specific policing capabilities of the HN police force.

26 January 2015

ATP 3-39.10

2-13

Chapter 2

Headquarters Team

2-49. The headquarters team serves the same function for the military police LE detachment as the

company headquarters serves for the military police company. It provides unit level support to detachment

personnel. This includes training and unit level logistics and administrative support.

Operations Team

2-50. The operations team provides overall mission supervision for police operations. The team supervises

police-related planning; the employment of military police assets supporting the policing mission; and staff

coordination with other military units, LE agencies, and governmental and civilian organizations. The

operations team conducts police administration requirements specific to LE organizations. The team

provides technical supervision for MPIs, traffic management and collision investigators (TMCIs), and

personnel within the force protection team. When assigned, the headquarters team also provides oversight

and technical supervision for MWD and customs teams.

2-51. The operations team comprises the PMO and the police operations section. Within police station

operations, the police operations section is the equivalent of the battalion or brigade operations staff officer

(S-3) section within a brigade or battalion. The operations officer and operations sergeant provide mission

supervision of all personnel assigned to the police operations center. Military police personnel assigned to

the operations section must be thoroughly familiar with all aspects of the Army operations process and be

able to multitask and manage complex operations. The operations section conducts staff planning and

technical supervision required to support the policing mission. Only experienced personnel should be

assigned to the operations section. Whether conducting police operations that support large bases at home

stations, establishing civil control, restoring law and order in support of an HN population, or supporting

HN police development and transition teams (PDTTs) in building HN police capability and capacity, the

tempo and requirement for experience and maturity from police operations personnel is high. The police

operations section—

Ensures that all LE operations, military police intelligence analyst activities, and investigative

activities are implemented, coordinated, and controlled as directed by the PM or military police

commander responsible for police operations.

Ensures that police liaison with other LE agencies is coordinated and conducted.

Establishes and maintains public relations activities with the military, civilian, or HN

communities served as directed by the PM or military police commander responsible for police

operations.

Provides support to mission contingency plans, as required.

Plans for the use of resources; provides operational control of military police assets and

resources; and establishes patrol areas, policies, and responsibilities for military police

personnel.

Coordinates personnel requirements to support police operations with supporting military police

commanders.

Issues orders and develops plans specific to policing missions.

Collects, documents, organizes, and analyzes police and criminal information to determine

trends, patterns, and associations identifying LE problem areas and crime trends.

(See

ATTP 3-39.20.)

Coordinates specialized technical and forensic support.

Generates serious incident reports according to AR 190-45.

Finalizes military police reports and forms.

Ensures security and chain of custody for evidence and confiscated and recovered property.

Desk Team

2-52. The desk team serves as the primary control point for all LE-related incidents, communications, and

operations initiated by assigned patrols or received directly from the field. The desk team is critical to the

overall success of military police LE activities.

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26 January 2015

Planning Considerations for Police Operations

2-53. The duties of the desk team include—

Receiving and recording complaints.

Maintaining the military police desk blotter and daily staff journal.

Dispatching and monitoring patrols and investigative personnel, as required.

Coordinating and requesting other emergency services to respond to incidents.

Providing incoming police information and criminal data to the operations section for analysis

and distribution, as required.

Controlling and protecting offenders in custody at the military police station.

Affording proper protections to juveniles while at the police operations center.

Monitoring the detention cell and ensuring that proper procedures are employed.

Ensuring that required notifications are conducted and required reports are initiated (USACIDC

notifications, serious incident reports, chain of command notifications).

Keeping the operations team, PM, or senior military police commander informed of major

incidents as they develop.

Ensuring that desk operations are in compliance with established standard operating procedures

(SOPs), regulations, and legal requirements.

Force Protection Team

2-54. The force protection team provides expertise and technical capabilities related to antiterrorism and

physical security required to assist units in the protection of personnel and equipment according to Army

regulations, command policies, and field operating procedures. These capabilities are relevant across all

environments. The team—

Conducts vulnerability assessments to identify and prioritize critical facilities and key terrain

within the AO.

Identifies mission-essential activities that are vulnerable to criminal acts or disruptive activities.

Conducts physical security inspections and assessments to determine if safeguards are adequate.

(See ATP 3-39.32.)

Provides recommendations for active and passive defense measures.

Identifies gaps in protection efforts and posture and recommends solutions to mitigate those

gaps.

2-55. The capabilities that the force protection team provides can be especially critical in the building of

base camps. The team should also coordinate with members of a larger threat and vulnerability assessment

team to assist commanders in ensuring that adequate protection measures, to include physical security

applications (barriers, lighting, observation and detection technologies), are integrated into the planning and

construction of the bases.

Military Police Investigation Team

2-56. MPIs provide technical capabilities for investigating criminal incidents, conducting LE-related

surveillance activities, and conducting predictive criminal intelligence analysis. MPIs are specially trained

to analyze police information and collect and properly store evidence. When required, MPIs coordinate

with USACIDC SAs to synchronize and deconflict ongoing investigations and share LE information. (See

ATP 3-39.12 for more information on LE investigations.) Other duties and responsibilities of MPIs

include—

Conducting juvenile crime investigations.

Conducting gang-related investigations.

Evaluating and conducting crime prevention activities.

Providing drug suppression support to USACIDC.

Conducting interviews and LE interrogations.

Providing court testimony.

Conducting crime analysis.

26 January 2015

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Chapter 2

2-57. MPIs can provide the military police and multifunctional commanders with valuable experience and

expertise in support of site exploitation. MPIs are specially trained to analyze police information and

recognize, preserve, collect, and store forensic material to evidentiary standard. The actual standard they

use in conducting forensic exploitation will depend on the permissiveness of the operational environment.

For example, forensic collection performed under combat conditions on an objective in support of a raid

may require more basic site exploitation techniques. MPIs can work with HN and civilian police agencies

to conduct joint and multinational investigations. Operating in direct support of a tactical commander,

MPIs can provide forensic expertise, conduct site exploitation training for U.S. and allied forces, and

coordinate with tactical intelligence and operations counterparts in support of the commander’s common

operational picture. They are trained to conduct interviews and LE interrogations. Although they are trained

and honed for use in criminal investigations, these skills can be extremely valuable when conducting

tactical questioning of personnel detained at an incident site or during the conduct of military operations.

These capabilities are also valuable in interviews of HN citizens, local officials, and other personnel to gain

valuable information and increase situational understanding.

Traffic Management and Enforcement Team

2-58. Army LE personnel assigned to the traffic investigation section should successfully complete the

Traffic Management and Accident Investigation Course at Lackland Air Force Base, Texas. TMCIs provide

technical capabilities required for investigating traffic accidents and augment military police capabilities in

conducting traffic enforcement and education.

2-59. TMCIs reconstruct accidents involving fatalities or extensive property damage and investigate

accidents involving minor injuries or damage to government property. They can assess the causes of

accidents (operator error, environmental conditions, equipment failures). The team provides military police

reports, accident information, and testimony to magistrate courts, commanders, insurance agencies, and

other LE agencies when required. (See chapter 6 for additional information on traffic enforcement.) Other

TMCI duties and responsibilities include—

Conducting traffic control and safety operations.

Conducting traffic enforcement.

Conducting drunk driver suppression operations.

Identifying and processing abandoned vehicles.

Preparing traffic studies.

Preparing and tracking traffic reports (including citations).

Conducting special traffic enforcement (special events, emergency operations).

2-60. TMCIs can also provide substantial support during policing activities associated with security and

mobility support. Their knowledge of traffic control and flow, protection measures associated with vehicle

movement, and traffic study capabilities can be valuable assets to military police and multifunctional

commanders in their efforts to protect U.S. personnel and assets, ensure freedom of movement, and

establish and maintain civil order and control.

ADDITIONAL POLICING CAPABILITIES

2-61. Military police possess additional policing capabilities beyond those associated with the military

police LE detachment. These capabilities are found in teams that are typically assigned to military police

LE detachments, but are not an organic element of the military police LE detachment modified table of

organization and equipment. Some capabilities are held by individual military police Soldiers who have

received specialized training, including SRTs and protective services capabilities.

Customs Inspection Teams

2-62. The military police customs inspection teams are ad hoc teams that possess the training and

capability to support unit deployment and redeployment. Customs activities are conducted with U.S.

Customs and Border Protection approval and oversight. Military police Soldiers may be tasked to inspect

and examine all DOD cargo, equipment, aircraft, vehicles, and people leaving their locations outside the

United States en route to the United States. Inspectors ensure that returning military equipment conforms to

2-16

ATP 3-39.10

26 January 2015

Planning Considerations for Police Operations

U.S. Department of Agriculture standards and that the gear returning with personnel serving abroad

complies with U.S. Customs and Border Protection regulations for reentry into the United States. Army

customs inspectors have jurisdiction over all customs and operational washdown sites in their AO. Customs

inspection teams will typically be assigned to a military police command or military police brigade

operating at an aerial port of embarkation or a seaport of embarkation in support of transportation

operations.

2-63. Military police that conduct customs activities can transfer their experience from supporting U.S.

Customs and Border Protection operations to supporting HN customs requirements at entry points and

other checkpoints, as required. MWDs provide the capability to detect contraband being smuggled. Military

police units can provide LE expertise and work closely with HN border personnel, providing training and

assistance until the HN is capable of assuming full authority. Successful border control operations include

the following:

Border control and customs integration efforts to—

Identify contaminated or infested vehicles, cargo, and personnel that could introduce foreign

invasive plants, insects, or other organisms into the AO.

Identify drugs, explosives, or other contraband at border entry points.

Efficient, regulated movement of personnel, vehicles, material, and goods.

Cooperative efforts with adjacent state border agencies.

Detection capabilities.

Illegal trafficking across borders.

Organized criminal networks.

Movement of irregular forces.

Terrorist activities and movements.

Other threats to the HN.

Evidence Response Teams

2-64. An evidence response team is an ad hoc or expediently formed team of technical experts, mobilized

to respond to a significant event requiring the collection and preservation of evidence. They will typically

be manned by military police Soldiers and led by MPIs or USACIDC SAs. LE professionals assigned to

augment headquarters elements can also provide requisite expertise to lead an evidence response team. The

primary focus of an evidence response team is to—

Identify the crime scene or incident site boundaries to facilitate protection of the scene (the

actual area that may contain valuable evidence may not be obvious to untrained personnel).

Collect and preserve physical evidence.

Document evidence and establish the chain of custody.

Military Working Dog Teams

2-65. There are two types of MWDs in the Military Police Corps Regiment—

Patrol explosive detector dog.

Patrol drug detector dog.

2-66. Patrol explosive detector dogs and patrol drug detector dogs are also trained as patrol dogs. Patrol

dogs are used in routine military police LE patrol operations at home stations and within forward-deployed

AOs.

2-67. MWD teams provide a valuable asset to military police, combined arms, DOD, and other

governmental agencies. The dog’s sight, smell, and hearing ability enhance detection capabilities and

provide commanders with a physical and psychological deterrent to criminal activity. MWD teams are key

resources for use in Army LE, combat, logistics, and sustainment operations for explosive detection.

MWDs are trained for patrolling and performing building, vehicle, and area searches. (See ATTP 3-39.34.)

26 January 2015

ATP 3-39.10

2-17

Chapter 2

2-68. Specific LE mission support includes—

Customs enforcement.

Suspicious packages, bomb threats, and alarm responses.

Search and rescue operations.

Protective services operations.

Crowd control.

Limited detainee operations.

Access control.

SRT operations.

Note. MWD teams are not used for crowd control or direct confrontation with demonstrators

unless the responsible commander determines it to be absolutely necessary. When it is

necessary, dogs are kept on a short leash to minimize the danger to innocent persons. Dogs are

not released into a crowd. Civil disturbance contingency plans include specific criteria for the

use of MWD teams that are consistent with AR 190-12, AR 190-14, and ATTP 3-39.34. MWD

teams are not used for detention operations except as external security assets for security at

detention facilities. They are not used to directly control detainees. (See FM 3-63.)

Protective Services and High-Risk Personnel Protection Teams

2-69. Select military police and USACIDC personnel receive specialized training to provide protection for

high-risk personnel. High-risk personnel are individuals who are more likely to be terrorist or criminal

targets because of their grade, assignment, symbolic value, vulnerabilities, location, or specific threat; these

individuals can be military or civilian personnel. USACIDC provides protective services details to Army

high-risk personnel serving in designated positions based on their rank, position, geographical location, and

the specific threat. USACIDC trains SAs in protective services tasks and assigns teams to individuals, as

required. These teams are supported by trained military police Soldiers, as required. Military police and

USACIDC personnel conducting designated high-risk personnel missions and select additional personnel

attend the Protective Services Training and Antiterrorism Evasive Driving Course at USAMPS.

2-70. The skills acquired by military police during protective services training also provide capabilities to

commanders for the protection of personnel in combat environments. Military police may be assigned to

conduct high-risk personnel security in combat environments or be responsible for protecting commanders

in key leadership positions, as designated by the combatant commander or identified through a personal

security vulnerability assessment.

Special-Reaction Teams

2-71. An SRT is a specially trained and equipped reaction force integral to contingency plans for bases and

base camps responding to a major disruption or special threat situation. Commander’s organize, equip, and

train the SRT according to AR 190-58. Commanders should ensure that trained and certified SRT

capability exists within each military police company. The SRT is one of the most technical and highly

trained LE assets. The SRT has the capability to neutralize, through control and selective fire functions,

persons who, if not removed by fire, pose an imminent threat of death or serious bodily injury against

others. ATP 3-39.11 provides guidance for training, equipping, and employing SRTs. Special threat

situations where SRTs can be employed include—

Precision high-risk entry for barricaded persons.

Dangerous suspect apprehensions.

Counter sniper operations.

Precision offensive sniper operations.

LE searches and raids.

Support to protective services.

Precision fire and overwatch capabilities.

Close quarters battle tactics instruction to HN police.

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ATP 3-39.10

26 January 2015

Planning Considerations for Police Operations

ARMY CIVILIAN POLICE AND SECURITY GUARDS

2-72. The increased demands on military police have facilitated the need for a greater expansion of the

Army civilian police and security guard program. Army civilian police and security guards are governed by

AR 190-56. Army civilian police officers and guards are trained via a standardized program of instruction.

The USAMPS is the proponent for Army civilian police and guards training and doctrine. Army civilian

police and guards are trained professionals who fill the public safety gap by providing police and security

activities to bases and base camps. Army civilian police can be employed across the full range of military

police LE capabilities but not deployed to support decisive action. A DA security guard serves as access

control and other physical security duties not requiring LE-trained personnel. A DA security guard may

detain personnel, but they are not authorized to apprehend. A DA security guard is not qualified for use as

an LE officer. Access control considerations and procedures are described in ATP 3-39.32 and TC 19-210.

UNITED STATES ARMY CRIMINAL INVESTIGATION COMMAND SUPPORT

2-73. USACIDC SAs support Army policing efforts within an independent organizational structure.

USACIDC elements support unit commanders and work with Army military police, but remain under the

control of the USACIDC command structure. USACIDC elements support the senior commander or

geographic combat commander in maintaining order and discipline by deterring crime through proactive

crime prevention efforts and investigating major crimes that impact unit readiness and the commander’s

ability to preserve combat power.

2-74. USACIDC criminal investigations focus on serious crimes (wrongful deaths, controlled-substance

offenses, theft, fraud, sexual misconduct, assaults) as prescribed in AR 195-2. USACIDC also conducts

protective service missions, sensitive and special investigations involving senior Army officials, and

investigations associated with classified programs. These elements are assigned to a geographic area of

responsibility and typically support organizations within that area. When tasked to support a specific

organization, USACIDC elements may be attached to a supported commander (if authorized by the

commanding general, USACIDC); however, USACIDC typically retains organizational and administrative

control. (See FM 3-39 for additional information on USACIDC structure and employment.)

2-75. USACIDC provides technical criminal investigative support, integrating its capabilities with Army

military police activities, other LE investigative agencies, and military criminal investigative organizations

from sister Services. USACIDC SAs provide—

LE investigative support (SAs conduct investigations of crimes against persons and property and

sex crimes).

Casualty investigations when incurred from friendly forces (friendly fire incidents or criminal

fratricide).

Drug suppression operations.

Fraud investigations.

Investigations into (when required)—

War crime allegations.

Abuse of detainees, displaced indigenous personnel, or local national employees who allege

abuse by U.S. forces.

Investigations of violations of international agreements, status-of-forces agreements, and other

sensitive incidents as directed by appropriate authorities.

LE professionals to support police intelligence activities, evidence collection, and targeting

efforts of commanders at all levels.

Reachback support to the USACIDC headquarters, sister Service military criminal investigative

organizations, the Defense Forensic Science Center, and other federal and international LE

agencies.

HN police development in advance LE investigations.

2-76. USACIDC provides forensic analysis through the Defense Forensic Science Center, the Forensics

Exploitation Directorate, and the Global Exploitation Center via modular, deployable laboratories and

forward-deployed forensic support to Army LE and maneuver commanders. These capabilities enable more

26 January 2015

ATP 3-39.10

2-19

Chapter 2

responsive and timely forensic analysis (latent fingerprints, toolmarks, firearms, trace and bulk chemical

analysis, drug chemistry, explosive triage and explosive chemistry, electronic engineering,

deoxyribonucleic acid [DNA]).

PLANNING CONSIDERATIONS

2-77. Military police and USACIDC staffs consider many factors when planning for police operations.

Within environments where police operations are ongoing, planning often involves identifying enforcement

and security gaps; shifts or changes in criminal activity; changes in technology, policy, or command

guidance; and threats or hazards within the environment. Policing assessments and planning are typically

focused on conditions, capabilities, and capacities related to police and prison structures, organized

criminal elements, legal systems, investigations and interviews, crime-conducive conditions, and

enforcement gaps and mechanisms (POLICE). (See ATTP 3-39.20 for a detailed discussion of POLICE

and associated assessments.)

2-78. Planning and subsequent changes to police operations within this context typically require

incremental changes to existing police operations rather than major shifts in police strategy or resources. In

some cases, this includes specific events, major crisis situations, or changes in threat to the Army

community (including personnel and resources). Typically, a change to operations may require relatively

short-term organizational and operational adjustments to address a specific event, crisis, or threat. Some

factors that planners may need to consider include—

Patrol areas and distribution.

Manpower and mission requirements.

Patrol methods.

Specialized capabilities employment (MWD [see ATTP 3-39.34], traffic enforcement units).

Police engagement activities.

Interagency collaboration and fusion.

The development of police engagement themes and talking points for LE patrols, military

police staff, and LE investigators.

Public information campaigns.

Integration and upgrades of supporting technology (lighting, surveillance cameras, biometric and

forensic technologies, automations and communications systems, alarms and alarm monitoring,

special-response equipment).

Critical-incident and special-event planning.

Memorandums of agreement and memorandums of understanding with area agencies and

organizations.

Historical trends of calls for LE services.

PATROL AREAS AND PATROL DISTRIBUTION

2-79. Patrol areas and patrol distribution are methods used by LE agencies to divide a jurisdictional area

into manageable and organized subordinate areas for LE personnel to conduct LE activities.

2-80. Patrol areas delineate boundaries within the AO or jurisdiction. When identifying and establishing

patrol areas, the staff should carefully consider all operational variables (political, military, economic,

social, information, infrastructure, physical environment, and time constraints) and mission variables

(mission, enemy, terrain and weather, troops and support available, time available, and civil

considerations). When establishing patrol areas within HN AOs where U.S. forces may not be familiar with

historical, cultural, tribal, socioeconomic, and environmental boundaries ingrained within the population,

LE personnel may experience serious problems with ethnic clustering, cultural divides, and economic

issues. Military police staff and commanders must make every effort to learn the demographic details

specific to their AO and area of interest to mitigate potential problems that can erupt by placing arbitrary

patrol area boundaries within the AO.

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ATP 3-39.10

26 January 2015

Planning Considerations for Police Operations

2-81. The patrol distribution arranges individual LE patrols across the AO or jurisdiction and equalizes the

workload among patrol units. If the workload is unbalanced, one unit may spend its entire shift responding

to calls and completing reports while another unit is underemployed. Unequal workloads can also adversely

affect morale. Effective patrol distribution spreads the mission load as equally as possible across assigned

patrol or mission areas. Patrol distribution must consider, at a minimum, the following factors:

Crime and complaint histories for the AO.

Geography and characteristics of the AO, including—

Population and critical resource densities across the AO.

Obstacles and number of ingress or egress routes.

Minimum response requirements.

Manpower and mission requirements, including personnel available and mission loads.

2-82. These considerations, when taken holistically, provide information necessary to develop patrol

distribution decisions. In stable areas where LE and policing activities have been well-established,

historical patrol areas and patrol distributions provide a baseline from which changes can be implemented.

This is the case on bases and base camps overseas. In some situations, especially within the context of

expeditionary operations, these baselines may not exist or are not readily known by U.S. forces. In these

cases, complete analysis must occur and patrol distribution recommendations and decisions must be made

without the benefit of a historical baseline. Regardless of the initial amount of available information,

military police and USACIDC personnel and police intelligence analysts conducting police intelligence

activities can provide significant capability useful in identifying patterns in the criminal environment. (See

ATTP 3-39.20 for information regarding police intelligence operations.)

Crime and Complaint History Within the Area of Operations

2-83. Staff planning and decisions regarding patrol distribution require specific crime data about the AO

requiring LE patrol coverage. In established areas (bases within the United States), the PM and supporting

military police commanders and staffs have the crime data required to conduct analysis, produce

recommendations, and make patrol distribution decisions. This data comes from historical records of

criminal and other police- and security-related activity, demographic data for the jurisdiction in question,

seasonal and other cyclical events or activities, and areas of specific command emphasis. Data can be used

to validate current patrol requirements and project future requirements.

2-84. In cases where police operations are implemented in areas without the benefit of historical records,

military police personnel must base recommendations and decisions on information derived from elements

within the AO. Military police should coordinate with U.S. and multinational forces within the area and

local sources to determine areas of criminal activity, cyclical events that may temporarily change normal

activity levels, areas requiring increased security, and other information specific to the local area and

demographics. These local sources may include—

Government agencies and officials.

Informal sources (tribal, business, religious leaders).

The local population.

2-85. Documented numbers of complaints and patrol dispatches can be a key source of crime data to

determine the areas of the greatest activity. The number of complaints received per month can vary

markedly during the year. For example, complaints may be significantly higher in summer months when

the days are longer, weather is more temperate, and more juveniles are typically in the area unsupervised.

In winter months, juveniles are in school, the days are shorter, and the weather is harsher; the rate of

complaints may drop. Caution must be exercised in such conditions to consider any changes that might

affect the rate of offenses (unit deployments, increased troop strengths, local economic factors).

2-86. Analyses can be more precise if offense patterns are known, specifically patterns tied to specific days

of the week and hours of the day. Additional consideration may be given to greater offenses (assaults,

robberies) as compared to lesser offenses

(disorderly conduct, damage to private property). Patrol

distribution decisions should include response prioritizations based on the relative severity of the incident.

26 January 2015

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Chapter 2

2-87. A data table can be used to depict a 24-hour-a-day, 7-day-a-week complaint frequency distribution.

Table 2-2 illustrates how data can be used to track activity for specific hour, day, and time ranges. The

table shows that complaints tend to rise from a low on Sunday to a high on Saturday; it also illustrates that

peak times are during the afternoon and evening through approximately 2300 hours.

Table 2-2. Complaint levels compiled by the day and hour

Time the Crime or

Day of the Week the Crime or Complaint Occurred

Complaint Occurred

% of

Time

Number

Sunday

Monday

Tuesday

Wednesday

Thursday

Friday

Saturday

total

0000-0100

3.0

0100-0200

4.7

0200-0300

2.1

0300-0400

1.6

0400-0500

1.8

0500-0600

1.8

0600-0700

2.2

0700-0800

3.2

0800-0900

4.3

0900-1000

105

5.3

1000-1100

2.8

1100-1200

3.4

1200-1300

3.5

1300-1400

4.8

1400-1500

4.6

1500-1600

102

5.1

1600-1700

113

5.6

1700-1800

125

6.2

1800-1900

103

5.1

1900-2000

108

5.4

2000-2100

132

6.6

2100-2200

113

5.6

2200-2300

125

6.2

2300-2400

101

5.0

Total complaints by day

200

231

259

301

305

345

365

Total complaints: 2,006

Daily % of total complaints by

10.0

11.5

12.9

15.0

15.2

17.2

18.2

day/total complaints

2-88. Table 2-3 illustrates data tracked by month. The table illustrates that complaints are up significantly

during the summer months (June through September). The period documented may be quarterly, yearly, or

different time spans depending on the intent of the analysis. Compiling data over a long period helps to

avoid making patrol distribution recommendations and decisions based on a statistical anomaly (such as a

temporary but significant period of activity that is outside the norm).

2-89. The activity data can be presented as aggregates or averages (table 2-2 depicts aggregate numbers for

the specific hour and day). The activity data can enable the staff, commander, or PM to identify high-

offense days during the week and high-offense hours during the day, enabling informed decisions regarding

the distribution of patrols and other LE resources.

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ATP 3-39.10

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Planning Considerations for Police Operations

Table 2-3. Complaint levels compiled by the month

Monthly

Percentage of Total

Rank

Month

Totals

Monthly Complaints

(Less is Better)

January

124

6.2

February

143

7.1

March

157

7.8

April

147

7.3

May

138

6.9

June

178

8.9

July

210

10.5

August

251

12.5

September

186

9.3

October

177

8.8

November

150

7.5

December

145

7.2

Annual total

2,006

Average number of complaints reported per month: 167.17

Average number of complaints reported per day: 5.5

2-90. With no environmental changes (increased patrolling, weather, variations in troop strength, major

population changes), previous offense types will typically occur in similar patterns. Significant changes in

the patterns can typically be attributed to deliberately applied changes by Army LE personnel (increased

patrolling, police engagement with the public), a change to the demographics (unit deployments, movement

into or out of the AO), or another change in an area of interest that spills over into the AO (significant

population shifts or major economic, political, social events causing impact within an adjacent area). With

this basic data, recommendations and decisions regarding the distribution of the patrol force by shifts and

days of the week can logically be applied, based on actual statistical rates of crimes and requests for

assistance.

Crime Mapping

2-91. Geographic distribution analysis (crime mapping) documents the occurrence of specific activities or

incidents, the time and date of those incidents, and the exact location over a particular geographic area. It

emphasizes the use of graphics to depict activity and emerging patterns. This capability, coupled with data

depicting crime frequencies by the specific time of day and day of week, enables military police and

USACIDC personnel to identify when the greatest criminal activity occurs and where the areas of increased

activity are located.

2-92. During offense, defense, and stability tasks, crime mapping should be compared with military

intelligence all-source analysis to look for patterns indicating hybrid threat activity. High-profile criminal

activity (such as kidnapping) can indicate threat activity, but low-level activity (such as the theft of remote-

controlled devices or nitrogen-based fertilizer) can also indicate a serious threat and enhance the

commander’s situational understanding.

2-93. Crime mapping can be done with rudimentary pin mapping techniques by using a physical map and

colored pins, stickers, or other methods. Geographic information system (GIS) software technology can

also identify patterns and distributions of criminal activity. Police intelligence analysts and Army LE staff

conducting event, incident, crime pattern, and crime distribution analysis can use GIS applications to

conduct geographic distribution analysis using layered graphics, geographic data, and descriptive

information to display results on a map. (See ATP 3-34.80 and ATTP 3-39.20 for additional information on

crime mapping and GIS.)

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Chapter 2

Geography and Characteristics of the Area of Operations

2-94. Geography, urban concentrations, and locations of critical infrastructure and resources must be

considered when establishing patrol distribution guidance along with information specific to the historic

frequency and dispersion of criminal activity discussed previously. These considerations must be analyzed

to determine the appropriate priority for limited patrols and other LE resources.

2-95. When developing patrol areas and patrol distribution requirements, the military police staff should

arrange patrols to make response times relatively equal across all patrol areas. When considering

geographic impacts on patrol areas and patrol distribution requirements, the military police staff should

consider the—

Population and critical resource densities.

Minimum response times.

Communication limitations (distance, structures, and dead zones).

Realistic times for additional LE or other response forces to provide assistance.

Locations of, distances of, and travel times to emergency medical treatment facilities.

Obstacle impacts.

Ingress and egress routes.

Population and Critical Resource Densities

2-96. Areas where population density is greatest will typically require specific attention. Densely

populated areas may have greater than average rates of crime, traffic, and pedestrian congestion and can

complicate and inhibit the ability of LE patrols to respond in a timely manner. A higher frequency of calls

may tie up patrols and generate requirements for additional resources to meet demand. Patrol areas within

densely populated areas will typically be smaller than in less populated areas.

2-97. Rural areas may not experience high crime rates; but the distances between people, homes,

businesses, or other locations requiring LE response will be greater, thus increasing response times. The

distance between points and the dispersion of people and LE patrols in an area can also increase the risk to

LE patrols due to the response time required for backup patrols or other assistance.

2-98. The military police staff should identify critical resources that may require increased coverage or

rapid response operations. These locations can be facilities or entities that are at a greater threat of criminal

or terrorist attacks. Many of these areas may be designated as mission-essential vulnerable areas or high-

risk targets by the commander responsible for the AO. Threat assessments specific to the AO must be

conducted to determine which facilities or entities are at a greater risk (or warrant command designation as

a mission-essential vulnerable area), what the priority should be for protecting these resources, and which

element and method should be used to provide protection. (See ATP 3-39.32 and AR 190-13 for additional

information on the physical security of critical assets.)

Minimum Response Times

2-99. Some assets may have minimum response times that must be factored into planning patrol

distribution. These requirements may be mandated by the local commander or directed by an Army

regulation (such as AR 190-11). AR 190-56 directs minimum response capability for the protection of

designated high-risk personnel that can affect patrol distribution. Minimum response times must be

considered to ensure that LE patrols, when required, can respond to incidents within the designated time

frame.

Obstacles and Limited Access Routes

2-100. Natural or man-made obstacles must be considered when determining patrol areas and patrol

distribution requirements. Natural obstacles (rivers, lakes, mountainous terrain) can create choke points or

force long circuitous routes for LE patrols to negotiate. Likewise, rail lines can block travel when trains are

transiting the area, drawbridges can prevent the ability of LE patrols to cross, and built-up areas can create

congestion that slows a patrol’s ability to respond. Some areas, especially those with significant natural or

man-made obstacles, may have limited ingress or egress routes. A single access route over a bridge into a

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Planning Considerations for Police Operations

patrol area creates a choke point. A high traffic volume or a bridge that is out due to a natural or man-made

disaster can isolate a patrol and prevent additional response forces from providing assistance. If this

condition exists within an area, LE patrols may be prevented from entering an area and responding to an

incident.

2-101. The existence of obstacles and limited access routes must be identified and considered when

establishing patrol areas and patrol distribution. If single access routes cannot be avoided, multiple LE

patrols within the area may be required to ensure officer safety and response capability. In some cases,

access may be limited to wheeled-vehicle traffic; bike, boat, or foot patrols may be considered to overcome

the constraint. All available options should be considered.

MANPOWER AND MISSION REQUIREMENTS

2-102. The efficient use of manpower is crucial to effective LE operations. Manpower requirements for

police operations are affected by the availability of personnel and resources, mission changes, special

events, and critical incidents or conditions resulting if the force protection condition increases. The safety

of LE personnel, the safety of the public, mission effectiveness, and quality of life issues are areas of

significant concern for commanders, PMs, and leaders when Army LE personnel are required to work

extended hours for prolonged periods or long periods with little or no days off. Numerous studies show that

LE personnel who work long hours and shift work for extended periods or who work normal shifts with

little time off are at an increased level of risk for low morale, poor performance, health problems, and

increased safety risks. While these conditions are sometimes unavoidable, military police and USACIDC

leaders must be cognizant of the potential for these problems and take positive actions to address these

conditions and mitigate their effects.

2-103. Careful planning and the efficient and equitable use of manpower can help reduce on-duty

accidents and improve the quality of public safety for the community. LE staff, commanders, and PMs

must establish, maintain, and enforce mission schedule standards that provide adequate time off and time

for training and unforecasted mission requirements. While some environments and missions require

personnel to operate with minimal downtime for extended periods, all leaders must monitor missions to

ensure that some time off is provided.

2-104. Identifying LE patrol allocations and manpower requirements is the key to maintaining sustained

police operations. The methods used to determine LE patrol requirements and, subsequently, the number of

personnel needed to conduct patrols will vary based on the information available to military police

planners. Many of these calculations require extensive historical data relating to criminal activity, police

activities, personnel policies, and other factors. Some environments, especially during expeditionary

missions, do not readily provide data for calculations to determine these requirements. In these cases,

comparative analysis between similar AOs may be the best method for an initial determination of police

patrol and manpower requirements. Appendix E provides examples of methods for identifying LE patrol

and manpower requirements.

INCREASES IN THREAT AND FORCE PROTECTION CONDITION LEVELS

2-105. Military police and USACIDC staffs must plan enforcement measures for increased force

protection condition levels. When the protection level escalates, requirements for LE resources are affected

dramatically. Enforcement and random antiterrorism measures are stepped up, requirements (especially

manpower) for access control operations are raised significantly, and there is an increase in security

checkpoints and security of critical assets (hospitals, air bases, headquarters commands, other mission-

essential sites [water, power, pumping stations, railheads]). Resource requirements are greatly increased to

meet the demands of the increased enforcement measures. Planners must identify resources (including

personnel, equipment, and other sustainment requirements) at each corresponding force protection

condition level. At higher levels, personnel augmentation, equipment, and other sustainment support from

non-military police elements are typical. These requirements must be coordinated through the senior

commander and documented within appropriate support planning documents to ensure that the required

augmentation and other support are available when needed.

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Chapter 2

MEMORANDUMS OF AGREEMENT AND MEMORANDUMS OF UNDERSTANDING

2-106. Memorandums of agreement or memorandums of understanding with local police and other

emergency response agencies are routinely established between Army LE and other military or civilian

agencies to clarify mission command relationships, resourcing, and other administrative relationships. The

PM, military police, or USACIDC commander often relies on outside police agencies for assistance and to

share police information and intelligence in support of police operations. Antiterrorism efforts should

always include local, state, and federal police and intelligence agencies as required by AR 525-13 and

DODI 2000.12. Strong relationships with these agencies are important for mutual support and public safety.

Representatives from these external agencies and representatives from available Army and DOD agencies

should be invited to planning meetings, working groups, and forums to exchange ideas, solicit input, and

participate in appropriate exercises.

2-107. Memorandums of agreement and memorandums of understanding with civilian LE and other

emergency response agencies are developed based on identified capability gaps, mutual support and

resourcing requirements, and command guidance. Memorandums of agreement and memorandums of

understanding are typically staffed between the outside agency and the PM or the military police

commander responsible for the policing mission. The approval authority for the Army typically resides

with the base commander or the senior mission commander, depending on the scope and support

requirements within the memorandum of agreement or memorandums of understanding. The Army

approval authority for USACIDC memorandums of agreement and memorandums of understanding is

typically the USACIDC group commander or the Commanding General, USACIDC, depending on the

significance of the memorandum of agreement or memorandums of understanding and the organization

involved.

CRITICAL INCIDENT RESPONSE AND EMERGENCY MANAGEMENT

2-108. Army LE personnel must plan for and be prepared to respond to critical incidents (natural and

man-made). Army LE personnel typically provide the initial emergency response to critical incidents

occurring within their AO. Critical incident response planning typically requires coordination with multiple

agencies and organizations to—

Ensure the synchronization of effort.

Identify the lead agency for the specific event.

Deconflict communications (methods, frequencies, networks).

Ensure the identification and understanding of responsibilities and capabilities of each

organization.

Identify triggers and decision points specific to the plan.

2-109. Specific response requirements vary depending on the nature and location of the event. Each

critical incident requires specific response activities. This requires preplanning by military police and

USACIDC staff to ensure that response elements are properly trained, equipped, and knowledgeable of

response and reporting requirements. Army LE personnel must understand unique aspects of the incidents

to which they may be required to respond and be capable of rapidly assessing the situation upon arrival,

initiating immediate actions required for public safety and security, and requesting appropriate follow-on

emergency responder capability (hazmat, fire, medical).

2-110. Army LE personnel conducting critical incident response and emergency management planning

must consider potential incidents in the Army AO and incidents occurring in surrounding areas of interest.

Incidents in surrounding areas of interest can cause negative effects, directly and indirectly, on AOs. There

may be memorandums of agreement, memorandums of understanding, or requests for assistance that will

require support by Army LE or provide support from outside agencies. Army LE planners must consider

the support requirements associated with these agreements. Critical incident response and emergency

management plans can include—

Special threat situations.

Hostage situations.

Suicide threats.

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Planning Considerations for Police Operations

Barricaded criminals.

Terrorist attacks.

CBRN consequence management actions associated with—

CBRN threats and hazards.

Major accidents due to vehicle mishaps, including wheeled vehicles, rail cars, downed

aircraft, industrial incidents, fires, and natural disasters (based on likely natural occurrences

for the geographic area).

Terrorist incidents.

Pandemic responses.

2-111. Most incidents on Army bases and base camps are of a scale conducive to response, command, and

control of the incident by Army assets without external assistance. In these cases, the incident will typically

be handled by the directorate of emergency services and other Army support agencies within the AO.

However, some incidents may be of a scale requiring response by multiple agencies within the Army

structure and elements outside the Army. Likewise, during DSCA tasks, Army resources may be used in

support of federal, state, and local civilian emergency response agencies. (See DODD 3025.18.) Military

police and USACIDC staffs must understand and plan for participation within a unified command and the

organizational structure of the National Incident Management System. HSPD-5 requires federal

departments and agencies to adopt the National Incident Management System and use it in their individual

domestic incident management and emergency prevention, preparedness, response, recovery, and

mitigation programs and activities. The National Incident Management System provides a set of

standardized terminology and organizational structures

(the Incident Command System; multiagency

coordination systems; public information systems; requirements for processes, procedures, and systems

designed to improve interoperability among jurisdictions and disciplines in various areas). These areas

include—

Training.

Resource management.

Personnel qualification and certification.

Equipment certification.

Communications and information management.

Technology support.

Continuous system improvement.

UNIFIED ACTION

2-112. Unified action is the synchronization, coordination, and/or integration of the activities of

governmental and nongovernmental entities with military operations to achieve unity of effort (JP 1). The

complexity of police operations (specifically LE) requires effective external liaisons and cooperative

relationships with other U.S. military, civilian, and multinational LE organizations and non-LE

organizations. The PM or senior military police commander must be prepared to coordinate and

synchronize operations with external agencies and organizations to maximize effectiveness. Resource

constraints increasingly require external coordination to fill capability and resource gaps. Unified action is

especially critical when planning, training for, and responding to crisis situations or large-scale, special-

event scenarios. Information sharing and fusion activities also require extensive interagency coordination to

maximize effectiveness. (See ADP 3-0 for additional information on unified action.)

POLICE OPERATIONS SUPPORT

2-113. Assessment is (1) a continuous process that measures the overall effectiveness of employing joint

force capabilities during military operations; (2) determination of the progress toward accomplishing a task,

creating a condition, or achieving an objective; (3) analysis of the security, effectiveness, and potential of

an existing or planned intelligence activity; (4) judgment of the motives, qualifications, and characteristics

of present or prospective employees or “agents” (JP 3-0). Assessment is a continuous activity of the

operations process that helps military police commanders, PMs, and staffs to recognize variations from

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Chapter 2

initial assumptions and visualizations that subsequently could enable the identification of faulty planning.

An assessment can identify changes in the operational environment that may require a revision in planning

or changes to operations. The primary tools for assessing any operation include operations orders,

commander’s observations, running estimates, and assessment planning

(measures of effectiveness,

measures of performance, reframing criteria). The commander’s visualization forms the basis for the

commander’s personal assessment of progress. (See ADRP 5-0.)

2-114. Continuous assessment enables the military police commander, PM, and staff to make adjustments

when minor variances or environmental changes are detected. It also allows the commander to conduct a

major reframing of visualization and significant shifts in planning and operational execution when major

variances are identified. A variance indicates a difference between the actual situation during an operation

and what the plan forecasted the situation would be at that time or event. Continuous assessment enables

military police and USACIDC elements to adapt to a fluid and changing environment and evolving

situational understanding. The running estimate is the staff mechanism to document continuous

assessments of the current and future environment. (See FM 6-0 for additional information on continuous

assessment and running estimates.)

2-115. During planning, commanders and staffs identify likely changes to the operational environment

and options and actions required in the event that these changes reach identified thresholds. During

execution, commanders and staffs monitor the situation to identify changes in conditions through change

indicators. These change indicators can result from—

Direct friendly or threat actions.

Second- or third-order effects of friendly or threat actions.

Natural or man-made conditions beyond the control of friendly or threat forces (natural disasters,

interventions by third-party elements).

2-116. Additionally, commanders must assess the magnitude and impact

(positive or negative) of

identified change indicators on friendly operations. Finally, they must identify opportunities and risks

associated with the change indicators and determine what changes to friendly operations are required to

address the identified conditions. Military police and USACIDC establish and use measures of performance

and measures of effectiveness to evaluate ongoing operations. It is critical for the staff to understand the

use of these assessment tools and employ them effectively.

MEASURES OF PERFORMANCE

2-117. A measure of performance is a criterion used to assess friendly actions that is tied to measuring

task accomplishment (JP 3-0). A measure of performance is friendly force-oriented, and it causes task

accomplishment to determine whether a task was performed properly. Measures of performance gauge task

completion and are typically reflected within execution matrixes. They measure success relative to the what

in the mission statement. (See ADRP 5-0.) Measures of performance are typically straightforward and

relatively easy to identify, as opposed to measures of effectiveness, which tend to be more difficult to

correctly identify. Measures of performance can typically be selected from existing doctrine and training

sources. In some cases, the measure of performance may require modification based on the specific

operational environment and related conditions. The measure of performance criteria must be established,

published, and understood by all elements participating in the operation to ensure mission success.

MEASURES OF EFFECTIVENESS

2-118. A measure of effectiveness is a criterion used to assess changes in system behavior, capability, or

operational environment that is tied to measuring the attainment of an end state, achievement of an

objective, or creation of an effect (JP 3-0). Measures of effectiveness help military police and USACIDC

commanders and staffs determine if current operations are achieving the desired results. Measures of

effectiveness are established as criteria for success. Assessment relevant to the measure of effectiveness

requires related indicators to be identified. Measures of effectiveness are typically identified and tracked

within the assessment plan. They measure success relative to the why in the mission statement and enable

the commander and staff to determine if the mission is being accomplished effectively. (See ADRP 5-0.)

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Planning Considerations for Police Operations

2-119. When selecting measures of effectiveness, military police and USACIDC staff should—

Ensure that measures of effectiveness are relevant and measure the degree to which the desired

outcome is achieved.

Ensure that measures of effectiveness are separate and distinct from one another; choose

measures of effectiveness that measure different causal chains.

Structure measures of effectiveness so that measurable, collectible, and relevant indicators for

them exist.

Write measures of effectiveness clearly as statements, not as questions.

INDICATORS

2-120. Assessment incorporates quantitative (objective) and qualitative (subjective) indicators:

Quantitative indicator. A quantitative indicator is an observation-based (objective) item of

information that provides insight into a measure of effectiveness or measure of performance.

Quantitative indicators are based on observations that can be measured based on a numerical

value and are, therefore, less dependent on human judgment.

Qualitative indicator. A qualitative indicator is an opinion-based

(subjective) item of

information that provides insight into a measure of effectiveness or measure of performance.

Qualitative indicators are subjective by nature and are, therefore, dependent on human opinion

and carry a higher risk of bias in the assessment. Indicators represent raw data input that help

determine whether measures of effectiveness and measures of performance have been

successfully achieved.

2-121. Indicators selected to provide insight into measures of effectiveness should be measurable,

collectible, and relevant to the measure of effectiveness that the indicator is collected against. Table 2-4

provides examples of police operations-related measures of effectiveness and associated indicators for

objectives supporting the establishment of the rule of law.

Table 2-4. Sample police operations-related measures of effectiveness and indicators

Overall Objective

Police-Related MOE

Indicators

• HN police proficiency (increase or decrease).

Increase HN police

• Police skills testing score changes of HN police officers.

capability

• Number of police academy classes.

Develop and train HN

• Number of police radios available.

police

• Number of police academy classes offered.

Increase HN police

• Number of certified HN police officers.

capacity

• Number of operational police stations.

• Number of crimes, by category (murder, assault,

robbery, larceny).

Decrease crime rates

• Number of requests for service (law enforcement

patrols).

• Public feelings of security increase or decrease.

Enforce law and order

• Number of traffic control devices in place.

• Number of traffic violations cited.

Establish traffic

• Citizen complaints concerning traffic flow increase or

control

decrease.

• Traffic throughput rate changes at specific intersections

or roadways.

• Citizen-initiated communications with police.

Promote citizen

Increase civilian trust

• Public fear or distrust of police increase or decrease.

participation

of police forces

• Citizen attendance at police-sponsored community

meetings increase or decrease.

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Chapter 2

Table 2-4. Sample police operations-related measures of effectiveness and indicators

(continued)

Legend:

host nation

MOE

measure of effectiveness

CRIME AND CRIME-REPORTING CATEGORIES

2-122. Police operations, specifically LE, require the enforcement of laws, directives, and punitive

regulations. To assess problem areas specific to LE activities within an AO, personnel use offense and

crime statistics to measure the level of activity and gauge the success of LE measures. Commanders and

PMs make enforcement decisions regarding resource distribution, specific enforcement measures and

strategies, organizational changes, and future resource and organizational requirements based on these

statistics. The COPS is the single database used by the Army to compile crime statistics. COPS data is also

used to populate DOD level crime databases. Accurate and consistent reporting into COPS is essential to

ensure that reliable data is available and accurately reflects criminal activity within the Army. Data is input

into COPS by users (military police and DOD civilian LE patrols, TMCIs, MPIs, police administration

personnel, and military police operations personnel [including desk personnel]). The police administration

section provides oversight and quality control for data input into COPS.

ARMY CATEGORIES OF CRIME

2-123. The U.S. military categorizes crimes and other offenses based on the UCMJ. Reporting criminal

offenses for Army LE purposes is governed by AR 190-45. These offenses are broken down into four basic

categories. The major categories and select offenses are shown in table 2-5. Within each of these categories

is a list of offenses. Each offense has a dedicated offense code, used when annotating specific information

on Army LE documentation and inputting information into the COPS database. All offenses are placed into

the COPS database and can be queried when required by authorized personnel.

Table 2-5. Offense categories and select offenses

Offense Category

Offenses

• Adultery, unlawful fornication, and unlawful cohabitation

• Bigamy

• Assaults (other than sexual)

• Aggravated assault

• Simple assault

• Child neglect

• Spouse abuse

• Extortion

• Forger.

• Homicide

Crimes against persons

Murder

Voluntary manslaughter

Involuntary manslaughter

Negligent homicide

• Kidnapping

• Controlled-substance violations

• Perjury, false swearing, and false official statements

• Robbery

• Traffic violations

Traffic fatality

Drunken driving

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Planning Considerations for Police Operations

Table 2-5. Offense categories and select offenses (continued)

Offense Category

Offenses

Scene of a traffic accident departure

Traffic accident injury or destruction of property

Careless or reckless driving

•

Weapons violations

•

Escape

Crimes against persons

(continued)

•

Apprehension resistance

•

Unauthorized absences

Absent without leave

Desertion

•

Movement missing

•

Rape and sexual assault of a child

•

Rape and sexual assault

Sex crimes

•

Indecent viewing

•

Forcible pandering

•

Indecent exposure

•

Arson

•

Black market operations

•

Illegal entry

Burglary

Housebreaking

Crimes against property

•

Counterfeiting

•

Smuggling

•

Larceny of government property

•

Larceny of private property or funds

•

Wrongful destruction

•

Failure to pay just debts

•

Bribery

•

Graft

•

Procurement fraud

Fraud crimes

•

Mail fraud

•

Identity theft

•

Insufficient funds checks (making, drawing, or uttering)

Note. The information in this table is not a complete list of all offenses. (For a complete list, see AR 190-45.)

Legend:

Army regulation

2-124. Each base and base camp commander will track and monitor criminal incidents within their AO.

The supporting PM or military police commander responsible for the policing mission will compile the data

and prepare local reports, usually on a quarterly basis. More frequent local reporting may be required,

depending on the specific environment and the actual or perceived level of activity within the AO.

Typically, the specific offenses tracked and monitored on a regular basis within local commands are limited

to high-impact offenses—generally offenses that cause major disruption to military readiness, significant

publicity, or major disruptions that have a chilling effect within the military community. Some offenses

may be specific subcategories (for example, assaults may be reported, but an additional, more-focused

category of domestic violence may also be required due to the sensitivity of the offense). The exact offense

list will vary based on command guidance, specific areas of concern for command and Army LE personnel,

and the operational environment.

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Chapter 2

2-125. Offenses generally reported cyclically include—

Murder.

Sex crimes.

Assaults.

Domestic violence.

Under-the-influence driving.

Drug offenses.

Absent without leave.

UNIFORM CRIME REPORT

2-126. Specific categories of crime are captured in the Uniform Crime Report, managed by the Federal

Bureau of Investigation. (See the Uniform Crime Report Web site.) The Federal Bureau of Investigation,

Criminal Justice Information Systems Division, manages and controls the Uniform Crime Report, along

with other Criminal Justice Information System elements, to include the National Crime Information

Center, Integrated Automated Fingerprint Identification System, and National Incident-Based Reporting

System.

(See the National Crime Information Center Web site, Integrated Automated Fingerprint

Identification System Web site, and National Incident-Based Reporting System Web site.) Army

participation in the Criminal Justice Information System is governed by AR 190-45. Army crime data

entered into COPS is the conduit for populating the Defense Incident-Based Reporting System. It is a

consolidated DOD database that holds crime data from all Services within the DOD. The Defense Incident-

Based Reporting System data is, in turn, sent to the National Incident-Based Reporting System and added

to the Uniform Crime Report statistics.

2-127. The Uniform Crime Report compiles yearly crime statistics to capture criminal activity across the

United States. The report divides crimes into Part I and Part II offenses. Part I offenses are serious crimes;

they are further broken down into crimes against persons and crimes against property. Offenses listed in the

Uniform Crime Report are shown in table 2-6.

2-128. The Uniform Crime Reporting Handbook (published by the Federal Bureau of Investigation)

contains detailed explanations of each offense category and how offenses are classified and scored. Within

the Uniform Crime Report, classifying an offense refers to the determination of the proper crime categories

in which to report offenses. Scoring refers to counting the number of offenses after they have been

classified. The titles for specific offenses are not always consistent with those found within the UCMJ. The

title given to similar crimes within different jurisdictions vary across categories. The Uniform Crime

Report establishes a standard offense title used for reporting by the Federal Bureau of Investigation.

LAW ENFORCEMENT DEFENSE DATA EXCHANGE

2-129. The Law Enforcement Defense Data Exchange System is an on-line, real-time criminal justice

information data sharing system to assist in crime prevention and investigative lead sharing.

(See

DODI 5525.16.) Records are constantly updated; therefore, record information can update at any time.

Army participation in the Law Enforcement Defense Data Exchange System will provide complete,

accurate, and timely criminal justice information with other DOD LE and civilian LE agencies to enhance

public safety for all jurisdictions concerned.

CRIME REPORTING IN SUPPORT OF HOST NATION LAW ENFORCEMENT

2-130. When Army LE or other military elements are operating in support of HN police agencies, the

specific categories of crimes will likely be different from those within the United States. The specific laws

and culture of the HN will dictate the crimes enforced within that country. While many crimes will be

similar, some differences will inevitably be apparent. During stability, when the HN has limited or no

capability to police its own population, U.S. forces will initially maintain order and, therefore, criminal

reporting will be based on our understanding of criminal offense categories. As an HN builds capability and

establishes its own criminal justice system, U.S. forces must transition LE support to be consistent with the

HN system.

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Planning Considerations for Police Operations

Note. These transitions to HN criminal categories and crime reporting do not apply to LE efforts

supporting U.S. personnel in which the UCMJ applies.

Table 2-6. Uniform Crime Report offense categories

Part II Offenses (All Other Reportable Crimes Not

Part I Offenses

Categorized Within Part I)

•

Criminal homicide

•

Other assaults

(murder)

Crimes against

•

Forgery and counterfeiting

•

Forcible rape

persons

•

Fraud

•

Robbery

•

Embezzlement

•

Aggravated assault

•

Stolen property (buying, receiving, and possessing)

•

Vandalism

•

Weapons (carrying, possessing)

•

Prostitution and commercialized vice

•

Sex offenses

•

Drug abuse violations

•

Gambling

•

Burglary

•

Offenses against family and children

•

Larceny theft (except

•

Under-the-influence driving

Crimes against

motor vehicle theft)

•

Liquor laws

property

•

Motor vehicle theft

•

Drunkenness

•

Arson

•

Disorderly conduct

•

Vagrancy

•

All other offenses

•

Suspicion of offenses

•

Curfew and loitering violations (persons under 18

years of age)

•

Runaway violations (persons under 18 years of

age)

OTHER CRIME CATEGORIES

2-131. The categories of crime discussed previously are the standard categories applied within the

military justice system and those used within the United States to standardize crime categories for reporting

within the Uniform Crime Report. There are other categories of crime that, due to their complex nature or

relevance within the context of international law, require additional consideration.

Organized Crime and Terrorism

2-132. Organized crime (including criminal gangs) and terrorist activity are asymmetric threats to the

restoration of peace and stability of the AO. The influence of organized crime and terrorist elements is

multidirectional and will exploit an indigenous population within its borders and abroad using a

combination of legitimate and illegal activities to consolidate and expand. Both of these elements will use

extreme violence, thus undermining LE efforts and the ability to establish and sustain the rule of law.

Terrorist organizations may employ local criminals to gain control of (or influence) an area. They can use

organized criminals to influence the local political process and intimidate the population, causing a general

state of instability.

2-133. Traditionally, organized crime has operated in the shadows of society, requiring a stable economy

and state system to consolidate its influence and profits. In recent years, organized crime groups have

rapidly expanded, assisted by the technological advances in communications, open borders, globalization of

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Chapter 2

trade, and drive from communism to democracy. Additionally, the relationship between organized crime

and terrorism has begun to merge. An example of this is the Albanian mafia exploitation of the conflict in

Kosovo. The relationship between organized crime and terrorist elements is also reflected in their methods

of operation. Many terrorist organizations adopt organized criminal activities and methods to finance and

resource their operations. Terrorists may adopt similar organizational characteristics as organized criminal

elements. From an LE perspective, the fight against terrorist organizations may be most successful when

using methods more commonly associated with combating organized criminal organizations.

2-134. Organized crime and terrorist organizations use complex networks. The operational environment

may be exploited by organized crime as a staging area for the transnational movement of commodities or

resources (people, drugs, weapons); as a start point for the transnational movement of commodities (people,

local resources, products); or as an end point for personnel, commodities, and resources. For transnational

organizational crime and terrorist organizations to operate within an operational environment, they must

obtain influence over the indigenous local, regional, and national authorities. This could occur through

economic incentive or coercion. This influence will enable the consolidation of networks without drawing

attention from the international communities.

2-135. The most overt presence of organized crime will be at the tactical level, where criminal elements,

working under a common agenda, will seek to exert control through intimidation and violence, establish

business fronts as outlets for their criminal activities (restaurants, clubs, garages), and conduct extortion

and protection (such as security firms) and vice (prostitution, other sex crimes) operations. An area

controlled by an established organized crime group is unlikely to suffer from much conventional crime

(theft, burglary), thus creating an appearance of normalcy (although sporadic acts of violence may take

place as crime groups consolidate their authority). Terrorist organizations may employ local criminals to

help gain control of an area. They may also take advantage of meager economic conditions and hire local

persons to move materials, conduct menial tasks, or act as observers and informants to protect their

operations.

2-136. Military police conducting LE and other military police activities are alert to criminal activity that

may indicate the presence of organized criminal or terrorist elements. Information and evidence collected

by military police can lead to criminal investigations by USACIDC SAs or other military criminal

investigative agencies, resulting in the disruption of criminal activities and the prosecution of offenders.

Within expeditionary environments, collected information and evidence can also feed the operations

process and enhance the commander’s situational understanding, leading to targeting actions to eliminate or

mitigate threats.

War Crimes, Genocide, and Crimes Against Humanity

2-137. War crimes, genocide, and crimes against humanity will be major triggers for the authorization of

a U.S. Army deployment. However, one of the challenges for conducting police operations will be the

extent of LE involvement in the process of investigating these offenses. Crimes that have taken place

before the deployment of U.S. forces and serious crimes committed in the postconflict environment are

intrinsically linked.

2-138. USACIDC SAs investigate war crimes, genocide, and crimes against humanity for eventual

prosecution. The ability of domestic LE and judicial authorities to investigate and try offenders that fall

below threshold levels set by an international body (such as the International Criminal Court) with any

level of credibility is likely to be absent for a significant period of time. It is inevitable that forces will

encounter crimes by finding potential crime scenes (such as mass graves), receive details of alleged

atrocities and suspected war criminals, or arrest individuals for alleged crimes. The swift investigation of

alleged crimes at every level is of paramount importance to deter and stabilize an ethnically charged society

and establish and maintain a safe and secure environment.

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Chapter 3

Police Station Operations

The police operations discipline encompasses the policing and associated LE

activities required to control and protect populations and resources and facilitate the

existence of a lawful and orderly environment. Police operations are conducted

across the range of military operations.

ARMY LAW ENFORCEMENT ASSETS MISSION COMMAND

3-1. Police operations are relevant across the range of military operations. Police operations are focused

internally to assist commanders in policing their own ranks and externally to support civil security and civil

control lines of effort. At home stations, military police conduct LE and policing tasks to maintain orderly

and secure environments that enable commanders to protect and generate combat power during training,

deployment, and redeployment tasks associated with Army force generation requirements in support of

decisive action. In support of contingencies, military police conduct police operations-focused, internal

efforts to maintain good order and discipline within U.S. military bases. Police operations-focused, external

efforts establish or maintain civil control and the rule of law within an HN population. In extremely

unstable environments, police operations may be limited to shaping operations, missions that enable the

establishment of civil security settings, and conditions for more deliberate LE support to be executed

during stability tasks.

3-2. Deliberate LE activities require organizational structure and technical and tactical capabilities

specifically focused on LE and policing activities, provisions of due processes, and support to the rule of

law. This structure and the required capabilities are managed within the construct of police station

operations.

3-3. The command or support relationship structure for Army LE assets depends on the specific

operational environment and mission set. The exercise of mission command for military police assets is

determined on whether police operations are focused internally to police U.S. military personnel and

resources or externally to support civil control efforts and provide stability and the rule of law for an HN

population. Furthermore, the execution of mission command for Army LE assets also depends on whether

the mission is conducted in support of bases and base camps, within an expeditionary environment, or

within the context of a DSCA mission.

POLICE OPERATIONS IN SUPPORT OF FRIENDLY FORCES

3-4. Police operations conducted to maintain order and enforce laws on bases and base camps are

typically supervised and controlled by a PM through the LE activities center and the PMO, working within

the directorate of emergency services structure. The PM and the director of emergency services work

directly for a garrison commander to support base operations within their AO. The director of emergency

services (through the PM) ensures the execution of LE according to the garrison commander’s priorities

and in support of base protection efforts. The PM, through the director of emergency services, is

responsible for advising the garrison commander on all police operations. As the chief LE officer, the PM

provides the commander with professional and technical advice concerning policing objectives, policies,

and directives. The commander approves the degree of policing required to support order and discipline for

ongoing military operations. The PM advises the commander on the means and methods needed to achieve

the commander’s priorities and requirements. In these instances, the PMO typically requires augmentation

by military police units assigned to the base. These military police Soldiers remain under the command of

their parent organization, but are under the operational control of the PM when conducting LE activities.

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Chapter 3

Note. The military police officer serving as the PM responsible for police operations may

simultaneously serve as the director of emergency services. In these cases, the PM or director of

emergency services will serve as the senior LE officer and maintain responsibility for all

emergency services within the directorate.

3-5. When supporting U.S. bases and base camps within an expeditionary environment, police operations

are typically conducted under the mission command of the senior military police commander. In these

cases, after the joint operations area has matured to a point where dedicated policing support to U.S. forces

is required, a military police LE detachment can be deployed to conduct police operations in support of the

base. The detachment generally operates under the command of a military police brigade or battalion

commander who, in turn, supports the base commander. The military police LE detachment requires

augmentation from other military police units, depending on the mission variables. This augmentation will

normally be provided from military police platoons and companies assigned or attached to the military

police brigade or battalion commander responsible for the policing mission.

3-6. In some cases, a military police LE detachment may be deployed to provide LE support to a

geographic combatant commander with numerous bases of operation within the area of responsibility. In

these cases, the military police LE detachment will typically be located at the largest base. Military police

platoons and companies will be tasked to establish military police substations for providing LE support to

outlying bases within the area of responsibility. The military police LE detachment will provide these

military police substations with police administrative support for processing and maintaining police

records. The military police LE detachment will also provide other technical capabilities

(traffic

management and enforcement, military police investigation, and physical security) to the military police

substations, as required.

POLICE OPERATIONS IN SUPPORT OF HOST NATION POPULATIONS

3-7. The exercise of mission command over military police forces performing police operations in

support of an HN population is provided by three primary echelons of military police headquarters

units―the military police command, the military police brigade, and the military police battalion. Each

echelon has a staff that enables the commander to exercise mission command of military police

organizations conducting police operations, detention operations, and security and mobility support.

Although military police companies are not typically listed as headquarters elements, it is important to

understand that the military police company headquarters may fill the role of the senior military police

headquarters in support of a unit (normally when task-organized within a brigade combat team). While the

military police company lacks the staff of other military police headquarters, it may still be called upon to

provide a limited, but necessary, headquarters role and associated mission command functions of

subordinate military police platoons. (See FM 3-39 for specific information regarding the capabilities of

these headquarters units.)

3-8. Military police organizations

(brigades, battalions, companies, and platoons organic to brigade

combat teams) prepare for and conduct police operations support to establish and maintain civil control by

operating in a decentralized manner. Whether operating within a military police brigade command structure

or a brigade combat team as a multifunctional brigade, division, or corps, these military police elements

will conduct police operations in support of the higher headquarters mission and commander’s intent.

Decentralized execution allows the commander to direct police operations, as required, to establish and

maintain order and civil control within the AO based on specific mission variables. As the AO matures and

stabilizes and operations transition to establishing HN police capability and capacity across the joint

operations area, police operations will typically be centralized under the mission command of a military

police brigade or battalion (depending on the size of the operation).

3-9. Centralized execution is better for managing scarce resources, especially those that can produce

effects throughout the AO. It may also be necessary to mass effects decisively in some cases. Centralized

execution is also suitable for operations in which greater than normal coordination (within the force, with

other Services, or with HN forces) is involved. The centralization of HN police development and training

ensures the consistent application of policing across the entire corps or theater AO. A military police

brigade or battalion exercising mission command over military police elements performing HN police

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26 January 2015

Police Station Operations

support ensures that the HN police organization receives consistent training, policy, and operational

guidance and support. This consistency is critical to establish and maintain public support and legitimacy.

Chapter 7 addresses military police support to HN police.

3-10. When police operations are not centralized within a functional military police structure, military

police technical channels are critical to ensure that LE activities are coordinated and synchronized. The

consistent application of LE, police training, policies, operational guidance, and support must cover the

entire corps or theater AO. The negative impact of the unsynchronized and inconsistent application of

police operations and efforts to build HN policing capability in an AO can have significant strategic

implications and cause major delays in operational benchmarks. When extensive and long-term military

police technical capabilities and uniform effects are required in an AO, military police brigade assets and

associated mission command networks and systems specific to military police operations are required to

ensure the technical oversight, synchronization, coordination, and consistent application of military police

capabilities. This is especially true when stability tasks are dominant within the AO.

UNITED STATES ARMY CRIMINAL INVESTIGATIONS COMMAND ASSETS

3-11. The exercise of mission command of USACIDC SAs conducting LE activities is retained within the

USACIDC command structure. The headquarters and headquarters detachment military police group

(criminal investigation division) provides mission command support, staff planning, policy and technical

guidance, supervision of operations, administrative support, and legal advice and guidance for USACIDC

elements in its assigned AO. The headquarters and headquarters detachment military police group (criminal

investigation division) is assigned to the headquarters USACIDC and provides support to the Army service

component command or combatant commander. Other USACIDC organizations include—

The headquarters and headquarters detachment, military police battalion (criminal investigation

division). The battalion provides supervision of operations of subordinate USACIDC elements.

USACIDC elements that provide USACIDC operations in their assigned AO.

Note. In some instances, USACIDC personnel may be placed under the mission command of a

multifunctional commander to provide specific LE technical staff advisory support (such as

support associated with the LE professionals program). FM 3-39 provides additional information

regarding the LE professionals program.

POLICE INFORMATION MANAGEMENT

3-12. Police information management is ongoing and integrated throughout LE activities. The military

police, PM, or USACIDC operations officer is responsible for the management of police information,

including integrated police intelligence activities and products produced in support of police operations.

While the responsibility to provide oversight and management of police information typically resides with

the operations officer, Army LE personnel (including police intelligence analysts and associated staff) must

understand the legal and regulatory requirements for handling and sharing LE information. Military police

and USACIDC personnel—

Collect information from a wide variety of sources. The collected information must be reported

as soon as possible through the operational chain to the echelon operations section for processing

by police intelligence personnel.

Collaborate to develop effective police networks and databases.

Provide information, police intelligence, and mutual support to other agencies and organizations

to enable the targeting, collection, and interdiction of criminals and criminal activities.

Provide appropriate information to the general public to aid in crime prevention and other LE

efforts.

3-13. During contingency operations overseas, police information can greatly enhance situational

understanding. Police information feeds the Army operations process and associated integrating processes

(intelligence preparation of the battlefield, targeting, and risk management). Police information may be

restricted to LE personnel, typically when concerning LE activities within the United States or in cases

involving U.S. persons outside the United States.

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Chapter 3

3-14. Information or police intelligence that must be retained within LE channels to protect information,

sources, or ongoing investigations is characterized as LE sensitive. The term LE sensitive is used to classify

information or intelligence that is obtained for, processed through, or managed by LE organizations. Data

must be restricted to LE channels, unless otherwise directed by a competent authority that is managing

police information. (See ATTP 3-39.20.) Distribution restrictions must be understood by the producers and

the recipients of disseminated police information or police intelligence. At times, products may contain

data drawn from multiple unclassified sources. These products may—

Remain unclassified.

Receive a distribution caveat of LE sensitive or sensitive but unclassified.

Receive a classified restriction when warranted.

3-15. Classifying or designating a document or data as LE sensitive may be required to protect an

informant or LE source; a monitoring capability; tactics, techniques, and procedures for gathering police

information; or other classification criteria. It may be possible to prevent the creation of a classified product

simply by protecting the manner in which the information was collected or processed. In the event that a

product requires classification, immediate action should be taken to ensure that the classified data or

document is properly stored to prevent unauthorized access or the compromise of information or

intelligence. Personnel should conduct coordination with the local offices responsible for computer network

defense and security issues to ensure that security requirements are maintained.

3-16. An increased emphasis on information sharing and networking among police agencies and advances

in database technology have resulted in the development and expansion of information networks accessible

by LE organizations. Army LE personnel continue to access the National Crime Information Center

database (managed by the Federal Bureau of Investigation). There are also numerous databases containing

criminal threat information from the Department of Homeland Security, Federal Bureau of Investigation,

and other U.S. Department of Justice systems. (See AR 190-45 for information on personally identifiable

information and how to prevent the unauthorized release of information.)

LEGAL CONSIDERATIONS

3-17. There are strict legal and regulatory constraints on storing information about U.S. persons. The

supporting SJA should be consulted to ensure that data storage is in compliance with applicable laws and

regulations. Specific regulations, statutes, and other directives relevant to collecting and managing police

information include—

5 USC 552a (commonly known as the Privacy Act of 1974).

AR 190-24.

AR 190-45.

AR 195-2.

AR 381-10.

AR 525-13.

DOD 5240.1-R.

DODD 3025.18.

DODD 5200.27.

DODD 5240.01.

DODI 2000.12.

DODI 2000.16.

DODI 3025.21.

EO 12333.

3-18. Military police, USACIDC staff, and LE personnel must understand applicable statutes, regulations,

directives, and orders pertinent to managing LE information to ensure law compliance. Military police and

USACIDC personnel collect, analyze, store, and disseminate information and police intelligence during the

conduct of LE activities.

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Police Station Operations

3-19. These activities are conducted within the guidelines and constraints established by national and

international laws, federal statutes, DA directives and regulations, and applicable status-of-forces

agreements.

(See ATTP 3-39.20 for more information on managing police information and police

intelligence.)

ARMY LAW ENFORCEMENT INFORMATION MANAGEMENT SYSTEMS

3-20. The Automated Criminal Investigation/Criminal Intelligence Reporting System (ACI2) and COPS

are DOD proprietary automation systems. USACIDC employs the ACI2 as the standardized information

system for documenting USACIDC case information, assessments, and criminal intelligence. AR 190-45

mandates the use of COPS by Army military police for LE activities. This system provides a standardized

database and reporting system for military police reports. COPS and ACI2 are secure systems for

unclassified LE-sensitive information. Civilian LE agencies cannot access COPS or ACI2.

Automated Criminal Investigation/Criminal Intelligence Reporting System

3-21. The ACI2 supports Army criminal investigation operations; is accredited for unclassified LE-

sensitive operations; and uses private, network-based software applications. USACIDC personnel can

access ACI2 within USACIDC facilities and remotely (when required). Scheduled reports and ad hoc

queries enable USACIDC SAs to conduct data mining relevant to criminal investigations and threat

assessments. ACI2 supports numerous USACIDC operations and reports that include—

Reports of investigation.

Criminal alert notices.

Criminal intelligence reports.

Terrorist information and threat reports.

Forensic laboratory reports.

Crime prevention surveys.

Drug suppression surveys.

Criminal activity threat assessments.

Economic crime threat assessments.

Logistical security threat assessments.

Port vulnerability assessments.

Registered source reports.

Centralized Operations Police Suite

3-22. The COPS is an information management system that supports worldwide military police operations.

It combines LE reporting and database requirements into a single, standardized system. It is accredited for

unclassified LE-sensitive operations and uses a virtual private network and Web-based operations. The

current applications found within COPS are—

The Vehicle Registration System.

The Military Police Reporting System.

The Army Correctional Information System.

The Detainee Reporting System.

Applications (daily activity LE reports [blotter], military police reports).

3-23. A major component of the COPS database is the ability to provide real-time information. The COPS

provides military police access to automated police records from a centralized database, thus allowing

authorized users to conduct queries. Name queries can return limited criminal arrest history data from

Army-wide military police records. The available data can be critical to police operations and the safety of

military police performing LE duties, allowing rapid access to historical data pertaining to specific

individuals from any Army installation.

3-24. The capabilities afforded by COPS allows for a quick compilation of statistics based on the query

input. The COPS is capable of supplying a significant amount of statistical data to military police staffs,

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Chapter 3

commanders, and PMs conducting LE activities. The data can be manipulated to identify trends, patterns,

and associations. This data manipulation enables effective resource allocation that addresses specific crime

problems or areas of concern and forecasts future requirements. (See ATTP 3-39.20 for more information

on police intelligence operations.)

NON-ARMY LAW ENFORCEMENT INFORMATION SYSTEMS

3-25. When conducting police operations in support of HN police agencies or maneuver unit operations

targeting populations other than U.S. personnel, information and police intelligence collected by military

police and USACIDC personnel may be shared within the U.S. military or with HN police, security

personnel, or others that require the information. These information systems may be Army systems or other

information systems. Access to local, theater, DOD, non-DOD, and commercial databases can provide

valuable information sharing capabilities. A validated Defense Intelligence Agency customer number

(acquired by the appropriate level intelligence staff section), in combination with Secret Internet Protocol

Router Network and Joint Worldwide Intelligence Communications System connectivity, is required to

establish access to most online databases.

Distributed Common Ground System-Army

3-26. The Distributed Common Ground System-Army provides a net-centric, enterprised information

collection, weather, and geospatial engineering capability to organizations of all types at all echelons from

battalion to joint task force levels. The Distributed Common Ground System-Army provides the

capabilities necessary for commanders to access information from data sources and to synchronize sensors.

Distributed Common Ground System-Army provides continuous acquisition and synthesis of data and

information from joint and interagency capabilities and multinational partners. These capabilities allow

forces to maintain an updated and accurate awareness of the operational environment.

3-27. Criminal information related to U.S. persons will typically be stored within secure LE-only systems.

LE-related information obtained by military police or USACIDC elements regarding non-U.S. persons is

not typically required to be retained within secure LE-only systems, allowing it to be populated into tactical

databases (such as the Distributed Common Ground System-Army). This information can be a significant

enabler for U.S. military staff and commanders to enhance situational understanding, targeting, and

information collection priorities. Distributed Common Ground System-Army facilitates the rapid conduct

of operations and the synchronization of warfighting functions. This capability enables commanders to

operate within the threat decision cycle and shape the environment for successful follow-on operations.

Automated Database and Analytical Applications

3-28. Numerous database applications are available to Army LE but are not exclusive to the LE

community. These applications include automated databases with powerful analytical capabilities that can

be used to aid Army LE in identifying trends, patterns, and associations relevant to individual crimes,

criminals, and criminal organizations. These software applications can be used to populate large amounts of

data for analysis, prepare reports, and produce LE products

(to include police intelligence).

(See

ATTP 3-39.20 for additional information on automated database and analytical software capabilities.)

Geographic Information System

3-29. The GIS can be extremely helpful to Army LE. The GIS software may be used by Army LE,

typically the police intelligence analyst within the operations section, to conduct a geographic distribution

analysis through layered graphics, blended geographic data, and descriptive information to map places,

events, and criminal incidents to identify patterns and associations.

3-30. There are numerous commercial and DOD GISs to assist Army LE in organizing, analyzing, and

producing geographic data and products. These tools are useful and have the capability of providing

layered, three-dimensional images of specific areas of interest. Data can be imported from an existing

database or manually input into the GIS. Data for ongoing operations must be continuously updated to

ensure that current and accurate data is used. GIS tools enable layering of informational data on top of

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Police Station Operations

terrain to provide a more accurate picture of the AO or a specific target. These capabilities are especially

useful in support of operations in dense urban areas. A GIS can be used to—

Portray the effects of terrain on operations. For example, a GIS can produce a three-dimensional

image of a target building for rapid analysis and decisionmaking where an LE raid or SRT

mission is planned.

Map and analyze criminal activity and associated structures and locations, aiding the

identification of trends, patterns, and associations.

Identifying high-risk areas (areas at high risk for ambush, kidnapping, assassination, and

improvised explosive device threats).

Identifying hot spots for focusing LE patrol and crime prevention efforts.

Depicting criminal activity and emerging patterns facilitating geographic profiling to predict

potential criminal or disruptive activity.

Displaying locations of connected crimes or activities, enabling the determination of

probable areas of bases of operation, offender residences, or other key locations.

Plan for emergency response to mission-essential vulnerable areas or high-risk targets.

Plan for traffic control measures (traffic control points, communications nodes, supply and refuel

points, road conditions).

Plan for traffic control activities during disaster operations or special events.

Host Nation Law Enforcement Databases

3-31. When U.S. forces partner with HN forces, especially as their capability increases and operations are

transitioning to HN control, information sharing is required. Military police and USACIDC personnel

conducting HN police development and transition activities may provide LE information collected on HN

personnel to HN police and security elements for inclusion in their databases. The information provided

must be synchronized with U.S. military and other friendly elements operating in the AO, but the

information must not compromise U.S. and other friendly operations.

POLICE OPERATIONS MEASURES

3-32. Military police conduct police operations to support a commander’s efforts to maintain order and

discipline, thus protecting combat power and enabling freedom of action. Police operations and associated

activities are critical to the commander’s antiterrorism program. (See AR 525-13.) Military police also

conduct police operations to enable the establishment of civil control and a functioning criminal justice

system supporting HN populations. It is the responsibility of the PM or senior military police commander

tasked with the LE mission to develop measures to enforce these requirements. The same measures can be

applied when conducting police operations to establish and maintain civil control within the HN population

during stability tasks.

3-33. The PM or senior military police commander establishes police operations measures to—

Enforce compliance with policies, directives, and applicable laws by the U.S. military

community or HN populace.

Prevent or mitigate illegal or disruptive activity.

Respond to emergencies.

Educate the populace.

3-34. These measures are integral to the police operations discipline and can be generally aligned within

three categories (LE, physical security, and crime prevention). While these categories serve as general

descriptors, it must be understood that activities within the separate categories are mutually supporting and

are rarely conducted as a singular effort. They are most effective when conducted in a synchronized and

integrated manner, producing a layered approach to security and LE supporting U.S. or supported HN

assets. The intent of LE, physical security, and crime prevention measures are to prevent, detect, and

respond to crime and criminal activity. LE measures are focused on the enforcement of laws through

preventive patrolling, response to criminal activity, and LE investigations. Physical security includes

measures designed to safeguard personnel; prevent unauthorized access to equipment, installations,

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Chapter 3

material, and documents; and safeguard against espionage, sabotage, damage, and theft.

(See

ATP 3-39.32.) Crime prevention is a direct crime control method that applies to efforts to reduce

criminal opportunity, protect potential human victims, and prevent property loss by anticipating,

recognizing, and appraising crime risk and initiating actions to remove or reduce it. Crime prevention

measures seek to—

Educate the populace to encourage appropriate attitudes and actions conducive to preventing or

mitigating criminal activity.

Anticipate crime-conducive conditions and eliminate or reduce opportunities and incentives for

criminal acts to occur.

3-35. There are numerous LE, physical security, and crime prevention measures that can be implemented.

Police operations in support of home station locations are typically very thorough and well established

within Army LE organizations and the military community in general. The LE, physical security, and crime

prevention measures in other operational environments may be more limited or restricted, depending on the

maturity of the AO, the specific security considerations for the AO, and whether the location will be

enduring. Army LE personnel must consider mission and operational variables, local and international

laws, status-of-forces agreements, and cultural norms of the operational environment.

LAW ENFORCEMENT MEASURES

3-36. The LE measures include all activities employed in an effort to enforce laws and regulations within

an AO. They support command efforts to maintain good order and discipline within their formations,

protect personnel and resources, and maintain and generate combat power. LE activities are conducted by

military police Soldiers, USACIDC SAs, and supporting LE personnel. These personnel require technical

training and certification to perform LE duties. Although LE activities focus primarily on enforcement

measures, criminal investigations, and supporting tasks, many activities serve multiple purposes. For

example, LE patrolling is a key enforcement activity that also serves as a major crime prevention role. LE-

specific activities include—

Police station operations.

LE patrolling.

Traffic management and enforcement.

Criminal investigations.

Employment of forensic and biometric capabilities.

Detention cell operations.

PHYSICAL SECURITY MEASURES

3-37. Comprehensive and consistent physical security practices are vital to protect Army personnel and

resources by mitigating or eliminating crime-conducive conditions. The protection of physical resources

ensures a commander’s ability to maintain combat power. The Provost Marshal General is the proponent

for the Army Physical Security Program, and the military police play a key role. While military police are

heavily involved in physical security measures on a continuous basis, the physical security of Army

property is the responsibility of every commander, Soldier, and Army civilian entrusted with the care and

stewardship of that property. Physical security standards are established to assist Army personnel in

providing adequate security for Army resources. Minimum physical security standards and guidelines are

found in—

AR 190-11.

AR 190-13.

AR 190-16.

AR 190-51.

AR 190-54.

AR 190-58.

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3-38. Physical security includes a wide variety of measures, employed together to create a full-

dimensional, integrated, layered, redundant, and enduring defense against criminal or other threats.

ATP 3-39.32 includes detailed information on the implementation of physical security measures, to

include—

Site design to enhance security.

Protective barriers.

Physical security lighting.

Electronic security systems.

Security locking systems and key control.

Security force planning.

In-transit security procedures.

Physical security inspections, surveys, and assessments.

3-39. Specially trained and credentialed military police Soldiers and Army civilians conduct physical

security inspections and assessments to determine vulnerabilities, criticalities, and appropriate safeguards to

protect the command, personnel, materiel, and other assets

(such as critical infrastructures). These

inspections and assessments are typically conducted in support of bases and base camps within

expeditionary environments. At bases and base camps, a physical security office within the organization of

the PMO provides general support to units, activities, and facilities within the AO. As the AO matures

within expeditionary environments, physical security teams deploy with military police LE elements to

provide this necessary support. In operational environments where credentialed physical security personnel

are not available, military police elements provide basic physical security support in the AO. While not all

military police Soldiers are trained as physical security inspectors, all military police units typically have

some capability to assist commanders and provide advice on physical security-related issues. They can also

use military police technical channels to obtain assistance when needed.

3-40. Physical security measures are applied to Army property and personal property of Army personnel.

Increased security measures are applied to sensitive items (arms, ammunition, and explosives; controlled

substances within medical treatment facilities; motor pools, logistical warehouse facilities, or other

facilities where there is a high concentration of equipment, supplies, or other pilferable items). Many of

these areas will be provided with alarms; military police are typically responsible for alarm monitoring and

response to these areas. Military police respond to these areas when a crime is committed or when alarms

indicate a crime may be in progress; however, the day-to-day physical security responsibility falls on the

Army personnel responsible for the property being secured.

3-41. Military police are typically responsible for access control to bases, base camps, and other critical

facilities (when directed). They are also heavily involved in random antiterrorism measures conducted as

part of a holistic security plan for these types of locations.

Access Control

3-42. A critical aspect of the security posture of any base or base camp is access control. The purpose of

access control is to prevent unauthorized access by personnel and vehicles, including criminals or other

threats. Access control is not an LE task and; therefore, military police Soldiers or Army civilians are not

required to conduct access control tasks. However, access control is an integral part of the overall security

plan of any base or base camp. On bases and base camps, access control is typically the responsibility of

the PM conducting LE in support of the base. In many instances, access control is performed by specially

trained security guards, whose sole focus is access control. These personnel will typically fall under the

mission command of the PM or senior military police commander to ensure coordination and

synchronization of access control and LE activities. Vigilant access control, combined with aggressive LE

patrolling, deters attempted attacks against an installation.

3-43. Access control activities are conducted while maintaining optimum vehicular flow and pedestrian

traffic. Access control is the first visible line of defense to identify and prevent threats from entering a

controlled AO and mitigating associated vulnerabilities to those threats. These activities enhance the

overall protection posture while minimizing the impact on normal operations. Access control measures are

tightened or relaxed based on threat levels and associated force protection condition levels. Force

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Chapter 3

protection condition levels are established in a graduated scale based on available intelligence and the

relative risk of attack. In mature bases within the United States, access control procedures are addressed in

the installation access control plan. (See ATP 3-39.32 and TC 19-210 for detailed information on access

control activities and other physical security tactic techniques and procedures.)

3-44. In expeditionary environments on bases that have matured to a level requiring dedicated military

police LE support, the senior military police commander can assume responsibility for the access control

function; however, the responsibility for access control may be retained under the control of the base

commander. Regardless of the command, access control must be synchronized with LE elements

supporting the base to ensure a seamless security posture. LE elements and security elements conducting

access control must be in constant communication to enable a synchronized response to threats and to avoid

possible fratricide.

Random Antiterrorism Measures

3-45. Random antiterrorism measure program activities are implemented according to AR 525-13. This

program involves implementing multiple security measures in a random fashion to change the appearance

and activities of security personnel and resources employed to secure a base, facility, or activity. Units are

required by regulation to employ year-round random antiterrorism measures as part of an antiterrorism

program.

3-46. Commanders responsible for a military base or activity implement random antiterrorism measures

based on staff recommendations and current threat assessments. Random antiterrorism measures are

typically recommended by the base antiterrorism officer with input from the PM or military police

commander providing base LE support. Most random antiterrorism measures at this level are implemented

by police and security personnel and are documented and maintained on file for review. A typical random

antiterrorism measures may include—

Placing or moving barriers.

Establishing or changing exclusion areas for standoff.

Changing access requirements.

Implementing multiple picture identification requirements.

Increasing escort or sponsorship requirements.

Implementing bag and vehicle inspections.

Increasing security or LE patrols.

Setting up or moving static checkpoints.

Modifying gate, building, or other access points.

Establishing single points of entry into key facilities.

Closing specified gates or converting to one-way ingress or egress points.

CRIME PREVENTION MEASURES

3-47. Crime prevention measures, like physical security measures, are conducted by all Army personnel.

Even though military police play a large role and participate heavily in many crime prevention programs,

crime prevention should be recognized as a commander’s program rather than a military police program.

Crime prevention efforts can also be established within HN communities to develop community

involvement and a sense of ownership by the HN community and leaders.

3-48. Community crime prevention councils or boards with representation from groups and organizations

across a community (at a military base or in an HN community) can be very effective for disseminating

crime prevention-related information and establishing awareness across the community or AO.

(Appendix F contains specific information regarding crime prevention programs and their implementation.)

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3-49. Using community-based forums to promote crime prevention efforts—

Provides representatives from major segments of the population with a forum where they can

provide feedback regarding crime prevention initiatives and identify criminal problems that are

of the greatest threat and concern to them.

Allows representatives of major organizations or groups to review the available options to

counter a crime and select the level of resource commitment that is compatible with capabilities

and internal priorities.

Increases the probability of participation, thus ensuring that the resources of the entire

community are mobilized to attack the problem.

3-50. Police intelligence products (crime statistics, predictive analysis) can be critical enablers to many

crime prevention efforts. These products can help identify specific areas of concern and focus efforts.

Military police personnel have the expertise to analyze data, identify major problems, and develop lists of

possible countermeasures. Many crime prevention programs (Drug Abuse Resistance Education®, Gang

Resistance Education and Training, McGruff the Crime Dog®) are tightly controlled and require specific

training for military police personnel conducting the programs. Others require less formal training, but can

still produce positive results when appropriate emphasis is applied. Crime prevention measures can

include—

Preventive patrolling.

Community-based activities

(neighborhood watch programs, iWATCH

program,

other

organizations focused on community improvement and responsibility).

Public initiatives that promote—

Engraving or indelibly marking property for ease of identification.

Locking or otherwise securing personal property.

Graffiti removal efforts.

Juvenile programs.

Drug Abuse Resistance Education.

Gang Resistance Education and Training.

McGruff the Crime Dog.

Police explorer programs.

After-school activity programs.

Police engagement with the community.

Public relations programs and awareness campaigns.

Crime prevention education programs.

Workplace crime prevention.

Military unit crime prevention.

School faculty crime prevention.

Crime tip lines.

Environmental design for new construction or renovation projects.

Crime prevention and residential security surveys.

LAW ENFORCEMENT ACTIVITIES AND METHODS

3-51. LE includes numerous distinct activities performed in an effort to maintain order, protect personnel

and equipment, enforce laws and regulations, apprehend offenders, and investigate crimes. Although

focused on LE-specific activities, they include elements that synchronize, integrate, and conduct LE-

specific and complementary physical security and crime prevention tasks. Police station operations

comprise the activities and capabilities required to organize, plan, direct, and control LE and policing

assets.

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Chapter 3

POLICE STATION

3-52. Within military and civilian policing, the police station is the hub of LE activities. The military

police station provides the base for LE communications, planning, patrol operations, investigations,

employment of special capabilities, temporary detention of subjects, and logistic and administration support

specific to LE. Military police must be familiar with the basic requirements of a functional police station to

understand police station operations. These capabilities will be found within military police and civilian

HN structures. Military police and USACIDC should understand that within HN police station structures,

these capabilities may be organizationally aligned differently and may contain variant command and

control structures; however, the capability should be available for the efficient conduct of LE and police

operations.

3-53. Military police stations providing LE support to U.S. military bases and base camps will typically

have elements not required in stations supporting civilian populations. All military police stations require

an operations section to provide planning and direct oversight to the police station and associated personnel

and resources. The various sections and capabilities required for effective LE and policing activities are

under the control of the operations section. The operations section and subordinate LE capabilities are

typically provided by a military police LE detachment and associated teams.

(See chapter

2 for a

description of the military police LE detachments and associated LE capabilities.)

3-54. Military police Soldiers and leaders must be thoroughly familiar with basic police station operations

requirements. These requirements are relevant, whether performing police operations in support of bases

and base camps or building HN police capability and capacity in support of contingency operations. There

are several requirements and capabilities that are typically found in all police station operations. The

relative size of the individual capability elements depends on the size of the organization or AO to be

supported, resource constraints, and other environmental factors. The minimum elements required for any

police station to conduct effective LE and policing operations must include—

An LE operations section.

A police desk section.

LE patrol section.

Criminal investigations section.

A traffic management and enforcement section.

A police administration section.

A logistics section.

A police training section.

Law Enforcement Operations Section

3-55. The operations section provides oversight and control of the LE mission and all elements and

resources of the organization engaged in LE activities, including those shown above. The operations

section conducts near-term and long-range planning for the organization, produces tasks and operations

orders for LE elements, and coordinates with other military and civilian agencies.

3-56. These functions will typically be performed by the military police brigade or battalion S-3 within

expeditionary environments during the early stages of deliberate policing missions associated with stability

tasks. For missions supporting U.S. forces, this function will typically be assumed by a deployed military

police LE detachment attached to a military police battalion or brigade commander. During missions in

support of HN civil control efforts, military police brigades and battalions will retain the mission as the

theater matures but will typically require augmentation by military police LE detachments and other

modular LE elements. In addition, the operations section provides oversight for—

Evidence custodian and evidence storage (such as impound lots).

Emergency response requirements.

Special-event planning and execution.

Coordination of police engagement activities.

Shift change and guard mount briefings.

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Police Station Operations

Patrol debriefings.

Police intelligence activities.

Police Desk Section

3-57. The police desk section is responsible for managing the communications and task assignments for

available LE assets. The police desk section works under the direct control and supervision of the LE

operations officer within the operations section. The desk operations section includes, at a minimum, a desk

sergeant and a radio and telephone operator. For larger operations, multiple desk sergeants and

communications personnel may be required. These larger operations may also require the addition of an

administrative clerk to support production of the police blotter and a watch commander to provide overall

supervision when the span of control exceeds the capability of a single desk sergeant. The police desk

section receives all incoming calls for police assistance and is typically the first point of contact the public

has with a police organization. The police desk section prioritizes the employment of resources and assigns

tasks appropriately, initiates notifications (when required), reviews the initial case work of LE patrols, and

produces the police blotter. The desk section also—

Conducts alarm monitoring.

Controls detained personnel and associated detention cell requirements.

Maintains police journals to document police activities and contacts.

Provides information to LE patrols and other support personnel.

Accesses LE databases and reporting systems (the National Crime Information Center, COPS).

Performs maintenance on breath analysis equipment required for cases involving driving under

the influence or other alcohol-related incidents.

Maintains key control.

Performs station security.

Law Enforcement Patrol Section

3-58. The LE patrol section within a police station provides the baseline patrol and initial response

capability within an assigned AO or jurisdiction. Typically, the patrol section within military police

operations is manned by military police Soldiers from supporting military police companies or brigade

combat team platoons augmenting the military police commander, the PM, or the military police LE

detachment responsible for the LE mission. In these cases, the military police operations section must

coordinate support to ensure that adequate manpower is available. This section can be supported with

civilian DA police assets on bases or base camps within the United States. Within a civilian agency, the LE

patrol capability will typically be an organic asset of the civilian LE organization.

Criminal Investigations Section

3-59. The investigations section conducts criminal investigations of identified criminal activities. These

investigators typically conduct follow-on investigations (when required based on the offense, the severity

of the crime, and the evidence available) following the report of a crime and the initial response by LE

patrols. When warranted, criminal investigations can be initiated by criminal investigators without an initial

response by an LE patrol. LE personnel assigned to the investigations section require specialized and

extensive training to conduct criminal investigations.

3-60. Within many civilian police agencies, investigators are referred to as detectives or SAs. Within

military police organizations, minor criminal investigations are conducted by assigned MPIs. MPIs are

typically assigned to the military police investigations team within a military police LE detachment,

although limited capability exists within military police companies and platoons. Serious crimes are

investigated by USACIDC SAs. USACIDC SAs operate within the USACIDC chain of command. (See

AR 190-30 for additional information responsibilities for criminal investigations.)

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3-61. The investigations section, in support of criminal investigations and the LE mission, conducts—

Interviews and LE interrogations.

Crime prevention activities and surveys.

Case reviews.

LE surveillance.

Legal coordination.

Evidence collection and preservation.

Drug suppression activities.

Traffic Management and Enforcement Section

3-62. The traffic management and enforcement section provides specialized patrols that conduct activities

focused on maintaining the safety of public roadways, enforcing traffic laws, investigating traffic

collisions, and working to mitigate traffic problems due to traffic congestion, accidents, and emergency

situations. LE personnel assigned to the traffic section require specialized training to conduct traffic

management, investigations, and enforcement. The traffic section also conducts—

Traffic studies.

Special-event planning and support.

Traffic control directional and warning signage.

Checkpoints.

Police Administration Section

3-63. The police administration section provides critical support capabilities required by LE agencies. This

section typically manages automation systems and access requirements for the organization, but also—

Manages and allocates case file numbers and monitors cases for administrative completeness and

accuracy.

Conducts processing, storage, and backup of police reports.

Distributes police reports (as appropriate) and ensures that the distribution is controlled and

conducted within legal and regulatory constraints.

Conducts liaison with the court system.

Produces police-related correspondence, as required.

Logistics Section

3-64. A logistics section is critical to any police operation. Within military police and USACIDC

organizations, this capability is provided by the organization logistics staff officer section. This section is

responsible for ensuring that LE and support elements have the required equipment and supplies to perform

their missions. These requirements can range from vehicles and radios to paper and cleaning supplies.

3-65. Ongoing LE requires extensive amounts of expendable administrative and routine policing and

investigations supplies. These supplies include—

Evidence collection materials.

Biometric collection equipment and materials.

Personal-protective equipment and other safety-related equipment, materials, or supplies.

Communications equipment.

Vehicles equipped for LE activities. LE operations inherently require large volumes of fuel and

other petroleum supplies and extensive vehicle maintenance and repair capabilities.

Special-response equipment.

Speed-measuring devices.

Emergency lighting.

Canine-related equipment, food, shelter, and protection items.

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Police Station Operations

3-66. A myriad of other materials may also be required. Planners should identify ongoing logistical

requirements early and develop and coordinate an appropriate military police support plan.

Training Section

3-67. A training capability is critical to any police organization. The training capability within military

police and USACIDC organizations is maintained within the company headquarters and military police

brigade and battalion S-3 sections. The training section must manage training records and certification

documentation for all LE personnel. This includes annual and cyclical in-service training required to

maintain proficiency in critical or perishable skills. Some LE capabilities require certification of any LE

personnel before allowing them to conduct specific activities. These requirements mitigate the chance of

injury or death to LE personnel or civilians and possible legal liability. Examples of capabilities requiring

periodic certification and training include—

Initial certification to perform LE duties.

Emergency vehicle operations.

Weapons qualifications, including less lethal weapons (police batons, oleoresin capsicum [OC]

[pepper spray], electroshock weapons).

National Incident Management System certification.

Radar and laser speed detection device certification.

Drug and explosive dog detection certification.

Breath analyzer certification.

3-68. In cases where military police must support the establishment of HN police organizations, training

capability must be established for planning, resourcing, and conducting initial-entry police academies and

advanced police training. While initial training for military police Soldiers and USACIDC SAs is the

responsibility of USAMPS, civilian police organizations often maintain their own organic training

capability or use a regional facility that meets local certification requirements. Military police and

USACIDC personnel must be prepared to assist HN police agencies in establishing and maintaining this

capability.

ADDITIONAL POLICE STATION CAPABILITIES

3-69. Some capabilities (due to the environment, organizational structure, or resource constraints) may not

be resident within police station organizations. Additionally, the nature of police operations in support of

military communities typically requires many capabilities resident within the military police station that

may not be required within their civilian counterparts. These capabilities will be present in most military

police stations supporting bases within the United States. The requirement for some capabilities outside the

United States or for operations in support of HN civil control efforts may not exist (for example, a game

warden is not typically required outside the United States).

Military Working Dog Patrol

3-70. An MWD patrol capability is a significant asset to any police operation. The MWD asset is typically

available to PMs and military police commanders conducting police operations; however, this capability is

resource-intensive and may not be possible in a resource-constrained environment. The MWD asset

provides explosive detection, drug detection, and patrol capabilities that are valuable assets to LE

personnel. (See ATTP 3-39.34.)

3-71. HN police agencies may not possess canine assets to support their police operations. The use of dogs

in some countries is not acceptable due to religious or other cultural sensitivities. Military police leaders

must consider these environmental impacts when assessing the potential use of MWD teams in support of

HN civil control and policing activities. In austere environments or where HNs have limited resources, a

canine capability may not be a viable option.

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Chapter 3

Civilian Police Liaison

3-72. The civilian police liaison section is a military-specific capability required to support commanders by

maintaining communications and relationships with civilian LE agencies in the area. This section provides

a dedicated capability to identify Soldiers who have been detained by civilian LE and coordinate for their

return to military control. The civilian police liaison section provides support to unit commanders to ensure

that legal requirements emanating from a Soldier’s apprehension are understood by the individual and their

chain of command. The section also conducts coordination with civilian LE to return Soldiers to military

control who are absent without leave and have been apprehended by civilian authorities.

Conservation Law Enforcement Officer

3-73. The Conservation Law Enforcement Program is responsible for actively enforcing local, state, and

federal environmental, natural, and cultural resource laws and regulations. The conservation LE officers are

key components in the preservation of these resources that have been entrusted to the Army. Conservation

LE officers—

Identify and respond to hazmat releases or dump sites.

Control access, movement, and egress of sportsmen or other personnel who are authorized to

hunt, fish, or conduct other activities on military bases and base camps. It is critical to know the

location of all personnel operating in and around training and operational areas to avoid conflicts

with military elements and to mitigate safety hazards.

Identify, cite, or apprehend illegal hunters, trespassers, area access violators, boating/watercraft

violations or illegal fisherman.

Respond to accidents (training, hunting, and vehicular) outside the populated areas of the AO.

Enforce and investigate violations of the Federal laws identified in DODI 5525.17.

Provide for the safety of recreationists and military users of the land.

Conduct inspections of hunters, anglers, and trappers to ensure that recreationists are in

compliance with state and local laws.

Perform emergent nuisance wildlife and predator control functions.

Provide education and training to the installation populace, workforce, and general public to

prevent inadvertent violation of natural and cultural resource laws

Enforce 10 USC, 16 USC, and 18 USC as they pertain to conservation LE and applicable Army

or local regulations and state laws.

Physical Security and Access Control

3-74. Dedicated physical security and access control elements are typically not found in civilian LE

organizations. The unique requirements and the environment of the military community require personnel

in these elements to monitor physical security posture, provide physical security presence and response,

and educate the military community regarding physical security requirements and techniques. They are also

a critical element in community crime prevention efforts. Typically, the physical security section—

Conducts inspections and surveys.

Recommends and monitors mission-essential vulnerable areas.

Maintains physical security alarm systems.

Recommends access control procedures.

Special-Reaction Team

3-75. The SRT elements, sometimes referred to as special weapons and tactics units within the civilian

community, provide specially trained, armed, and equipped response capability to contain and neutralize

special threats. (See ATP 3-39.11.) They are a critical part of many crisis response plans. The SRTs within

the military police are rarely dedicated assets due to resource constraints. The SRT members are typically

Army LE personnel who perform other LE tasks until a situation presents itself that requires an SRT

capability. Army LE operating within the United States may partner with civilian LE agencies for SRT

support capability when sufficient civilian capability exists. PMs, through the commander of the supported

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Police Station Operations

bases and base camps, will document this requirement through support memorandums of agreement with

the supporting civilian LE agency that have federal exclusive, concurrent, or proprietary enforcement

authority on installations.

3-76. Military police SRT capabilities are required for LE and antiterrorism efforts in support of mature

bases of operation in-theater. As U.S. military bases mature within a joint AO, military police SRTs

provide a dedicated response capability to neutralize and contain internal criminal threats and external

terrorist threats. Military police SRT assets may be used initially in support of HN LE efforts when U.S.

forces are tasked with building civilian police capability and capacity within an HN. As soon as practical,

SRT capability should be developed and maintained within the HN police structure. Training for SRT

personnel is provided by USAMPS.

Biometrics

3-77. Biometrics is the process of recognizing an individual based on measurable anatomical,

physiological, and behavioral characteristics

(JP

2-0). These characteristics are useful for tracking

individuals, making positive identifications, establishing security procedures, or using as tools to detect

deception based on measurable biological responses to stimulus. Biometric data can be used for protection

and security efforts, contributions to biometric-enabled intelligence activities, and evidence in

investigations and criminal prosecution. Matching biometric data from persons against forensically

collected biometrics correlates a person to a place or activity. The following are the major types of

biometric data used by police and intelligence collectors:

Personal identification data. Biometric collection and identification devices use biological

information (fingerprints, voiceprints, facial scans, retinal scans) to match an individual to a

source database. The identity of a specific individual can be identified from the target population

during screening.

Data that indicates source truthfulness. Devices such as voice stress analyzers and polygraphs

are useful in determining a subject’s truthfulness. The USACIDC commanding general, in

coordination with the Army Deputy Chief of Staff for Operations and Plans, exercises overall

Army staff responsibility for the DA Polygraph Program and policy guidance with respect to

using the polygraph in criminal investigations. The Army Deputy Chief of Staff for intelligence

promulgates policy on the use of polygraph and credibility assessment for intelligence and

counterintelligence applications in AR 381-20.

Forensics

3-78. Forensics is the application of multidisciplinary scientific processes to establish facts. The forensic

functions of recognize, preserve, collect, analyze, store, and share are used to establish facts and identify

connections between persons, objects, or data. Forensics is most commonly associated with evidence

collected at crime scenes or incident sites, but also includes methodologies for the analysis of computers

and networks, accounting, psychiatry, and other specialized fields. Forensics is typically employed to

support legal proceedings that lead to criminal prosecution. Additionally, forensics analysis is used to

answer commander’s critical information requirements, provide situational understanding, and support

other mission requirements in support of military operations.

3-79. The primary mission of the Defense Forensic Science Center is forensics support to Army criminal

investigations and operations. The primary laboratory facility maintained by the Defense Forensic Science

Center is stationary due to the nature of the equipment required; however, within the Defense Forensic

Science Center, forward-deployed mobile forensics emerged as a solution to recent operational

requirements to support deployed commanders. Operational developments in recent years have documented

a growing demand for forensics support to deployed commanders. The Defense Forensic Science Center

deploys forensics exploitations teams with trained examiners to support commanders in the field as far

forward as possible. These deployable laboratories enable the Defense Forensic Science Center to provide

more timely forensic analysis across the spectrum of capabilities, including latent fingerprints, toolmarks,

firearms, DNA, digital forensics analysis, and explosive and drug chemistry.

3-80. The need for the proper handling of material from a crime scene or incident site is critical to the

success of forensic examination by forensic scientists and technicians. Military police are trained to

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Chapter 3

properly handle and preserve collected material, whether in the context of processing a crime scene or

collecting and protecting material in support of military operations. Recent operational developments have

emerged requiring Soldiers to train on the collection and preservation of forensic evidence on the

battlefield. Soldiers of many specialties beyond military police forces are now being required to understand

basic evidence collection procedures to protect crime scenes and incident sites.

DETENTION CELL OPERATIONS

3-81. Most police operations centers that support bases and base camps are equipped with a detention cell

to temporarily hold military or civilian subjects, subsequent to apprehension for an offense. Detention cell

operations and construction requirements are governed by AR 190-45 and AR 190-47. (See appendix G.)

The temporary detention of personnel within the detention cell is conducted only when necessary to—

Prevent escape.

Ensure that the detained individual is safe.

Ensure that LE and other personnel are safe.

3-82. In situations where a detention cell is not available within the military police station, subjects may be

held in civilian facilities that meet the minimum Army requirements referenced above. Memorandums of

agreement are typically used to formalize the arrangements between military and civilian facilities.

3-83. The detention cell should be constructed where constant supervision and monitoring can be

conducted by police desk personnel to ensure that detained personnel are safe. This may be via direct

observation or through the use of video capability. The detention of military personnel typically will not

exceed 24 hours; however, detention up to 72 hours may be approved in extreme circumstances. Approval

of detention over 24 hours and up to 72 hours is typically delegated by the supported base or base camp

commander to the PM or senior military police commander responsible for LE activities. The detention of

civilian personnel should only be done in extreme cases and only until the subject can be released to

civilian authorities or any threat the subject poses to themselves or others has been resolved or acceptably

mitigated (such as a drunk driver who is sufficiently sober or can be released to a third party). A

commissioned officer typically must approve the detention of a civilian subject.

3-84. The detention of civilian personnel should be conducted only—

In cases of serious felony offenses when the individual is considered a flight risk.

To ensure that the individual or the community (such as in drunk-driving cases) is safe.

Notes.

Male and female personnel should never be detained in the same cell simultaneously.

Juvenile offenders should never be detained in a military police detention cell.

3-85. An apprehended person must be thoroughly searched before being placed in the detention cell to

ensure that the subject has no weapons, contraband, or any other items that could be used for personal harm

or to harm others. All valuables, including money and personal property (other than clothing and wedding

rings), should be removed, inventoried, and safely secured. Some detained subjects may become distraught

and attempt to inflict harm on themselves; therefore, any clothing items that could be used to inflict

personal injury (belts, shoelaces, neckties, garters, suspenders) should be removed to ensure that the subject

is safe. These items should be inventoried and secured with the subject’s other property. All property, other

than that identified as having evidentiary value in a criminal proceeding, will be returned to the subject

upon release or transfer to civilian authorities. All property collected, retained, transferred, or released

should be documented according to AR 190-45 and AR 190-47.

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3-86. Military police detention cells may be used for holding subjects subsequent to apprehension for

criminal activity and housing military prisoners under the following circumstances:

Temporary confinement. This confinement is conducted to house a military prisoner who is—

Awaiting transfer to a DOD corrections facility as a result of a court-martial sentence to

confinement.

Sent to a base or base camp from a DOD confinement facility to appear as a witness in a

court-martial proceeding or other legal proceeding.

Pretrial confinement. In some cases, subjects awaiting court-martial may be held in pretrial

confinement within a military police detention cell

(or a civilian facility meeting Army

requirements). Normally, military personnel awaiting trial remain under the control of their

units. Prisoners will only be placed in pretrial confinement and retained by military police when

the legal requirements of the Rules for Courts-Martial (contained in the Manual for Courts-

Martial) are met. Rule 305(k), Manual for Courts-Martial, requires probable cause belief that a

court-martial offense has been committed, that the prisoner committed it, and that a more severe

form of restraint is necessary to ensure that the prisoner will appear at pretrial and trial

proceedings and not conduct serious criminal misconduct. Military personnel are only subject to

pretrial confinement when the confinement is approved by the appropriate authority, as directed

in AR 27-10. Within expeditionary environments, apprehended U.S. military personnel or

convicted military prisoners may be held in a field detention facility. Military police use these

facilities to detain U.S. military prisoners placed in custody for short-term detention. Field

detention facilities are used to hold prisoners in custody only until they can be tried and

sentenced to confinement or evacuated from the immediate area for detention in a facility on a

U.S. base or base camp. When possible, prisoners awaiting trial remain in their units and not at a

field detention facility. These facilities should comply with regulatory construction standards to

the greatest extent possible and within the constraints of the operational environment. The lack

of facilities and other infrastructure constructed to standard does not reduce the requirements for

providing for the safety and humane treatment of any person held in detention. (See FM 3-39

additional information on field detention facilities.)

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Chapter 4

Military Police Law Enforcement Patrol

An effective LE patrol is a critical element of any effort to maintain an orderly

environment and to respond quickly to disruptive incidents. The LE patrol is

responsible for maintaining a routine presence within the community and providing a

first-response capability for criminal activity and other emergency situations

affecting public safety. It is the most visible means by which LE organizations

conduct operations and interact with the public.

LAW ENFORCEMENT PATROLS

4-1. Military elements conduct patrol operations across all environments to support military operations. A

patrol is a detachment of ground, sea, or air forces sent out for the purpose of gathering information or

carrying out a destructive, harassing, mopping-up, or security mission. An LE patrol is a patrol element of

trained LE personnel tasked to enforce laws, regulations, and other applicable directives (maintain order,

apprehend offenders, protect personnel and resources, obtain relevant police information). Military police

conduct patrol operations in operational environments across the range of military operations. The

characterization of the patrol as an LE patrol depends on the specific mission conducted. In stable

environments, military police conduct LE patrolling in support of U.S. base commanders to maintain order;

protect personnel and property; and enforce laws, regulations, and directives. Military police conduct LE

patrolling to support civil control efforts and the establishment and maintenance of a criminal justice

system operating under the rule of law. When the environment is unstable and characterized predominantly

by offensive and defensive tasks, LE patrolling is extremely limited and tactical or security patrols will be

predominantly employed. As the environment stabilizes and the focus shifts from strict order maintenance

to establishing the rule of law, more military police patrols are characterized as LE patrols.

4-2. Military police LE patrols are required within stable environments to maintain order, protect

personnel and resources, deter criminal activity, and apprehend individuals when deterrence fails. These

missions can be in support of U.S. commanders and their assigned AOs or in support of efforts to establish

and maintain law and order within an HN population. Military police LE patrols can also be crucial to

restoring order and assisting in the transition from instability to normalcy. Military police conducting

patrols in support of a police operations mission can also be a significant source of police information.

When supporting contingency operations overseas, military police patrols can also be a valuable source of

tactical information. One of the primary purposes of the patrol is interaction and observation of the local

population. The military police Soldier is highly suited for this unique interaction with local populations.

Military police Soldiers are technically and tactically proficient and are trained to effectively use

interpersonal communications skills. Their character and competence represent the foundation of a trained

and ready Army and unique military police capabilities. Military police Soldiers and leaders exercise

mature judgment and initiative under stressful circumstances and are capable of learning and adapting to

meet the demands of an adaptive and changing enemy and criminal threat.

4-3. Within operational environments characterized by high violence and instability, military police

patrols are conducted to establish order and provide a visible presence. These patrols are typically focused

more on policing activities intended to support efforts to restore and maintain order and establish civil

security. Military police patrols restore order and focus on acquiring police information; enforcing curfews

and other populace control measures; and identifying and detaining criminals, terrorists, and members of

belligerent parties. As the operational environment stabilizes and initial efforts to establish or reestablish

governance by the rule of law develop, military police patrols begin to support civil control efforts and

transition to LE functions that support U.S. and HN efforts.

26 January 2015

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4-1

Chapter 4

4-4. Depending on the operational environment, specific capabilities of the HN police, and their

disposition toward U.S. interests, military police may conduct initial police operations supporting the civil

security of the local population with or without HN involvement. If initial local involvement is not

possible, efforts to establish a friendly HN capacity should begin as soon as feasible to facilitate

reconciliation and reconstruction efforts. During this period of reconciliation and reconstruction, military

police may conduct combined police patrols to train and mentor HN police forces. Military police use

combined police operations to help legitimize and train an HN police force; increase police visibility; build

confidence with the local populace to gain police information; identify potential threats; and improve U.S.,

multinational, and HN relations. As police capability and capacity continues to increase, military police

patrols become increasingly LE-focused and typically perform policing tasks in support of the overall LE

effort.

4-5. Military police patrols are the most visible LE element. They are the LE element with the most

consistent and regular contact with the public. Typically, they are also the first to respond to a criminal

incident or other emergency. This constant presence among the public places military police Soldiers in a

unique position to present a positive image to the public through regular contact and assistance.

Conversely, LE patrols can significantly damage the legitimacy of the police force in the eyes of the public

if their actions, appearance, and manner of engagement with the public are perceived as unprofessional,

corrupt, or excessive. Military police perform several LE activities as a result of LE patrols, to include—

Crime prevention and deterrence.

Personnel and resource protection.

Service or assistance response calls.

Apprehension of subjects following reported or observed criminal activity.

Crisis and serious incident responses.

Police information, evidence, and material collection.

Traffic management and enforcement.

Crime scene or incident site preservation and security.

Report writing.

Court testimony.

Police engagement and community relations.

4-6. During police operations in support of U.S. military personnel and resources, the military police desk

section operating within the police operations center typically monitors and controls military police patrols.

Typically, the desk sergeant, in coordination with the patrol supervisor, assigns patrol areas based on the

PM or senior military police commander’s guidance. Patrol assignments and specific instructions are

provided to patrols by the operations section or a designated person (such as the military police duty

officer). An LE patrol briefing should include (at a minimum)—

An assigned patrol area and method of patrol.

Use of force.

Method of communication.

The mission of the patrol and any special enforcement instructions.

The current force protection condition, to include any recent changes.

Random antiterrorism measures to be conducted in the AO during the patrol period.

Weather and road conditions.

Any specific police information requirements to be collected and reported.

Information on any recent criminal or mischievous activity.

Any traffic problems or obstructions within the AO.

Mission-essential vulnerable area and high-risk target coverage.

Special events (concerts, festivals, dignitary visits, redeploying units) and associated special

patrol requirements.

Ongoing investigative and LE activities (LE surveillance, planned raids).

4-2

ATP 3-39.10

26 January 2015

Military Police Law Enforcement Patrol

4-7. Typically, patrols are controlled through the military police chain of command, their operations

section, and S-3 section when supporting civil control and police operations that target an HN population

and when establishing HN police capability and capacity. The military police commander and staff develop

the patrol plan consistent with the mission and intent of the higher command. The military police company

operations center manages and monitors the patrols. The company commander provides a mission briefing

to the platoon leader and other subordinate leaders. Policing missions within this environment should

emphasize the—

Current criminal threat environment.

Locations, call signs, and frequencies of the senior terrain owning unit and other friendly units in

the AO.

Locations, call signs, and frequencies of response forces.

Locations, call signs, and frequencies of medical treatment facilities and medical evacuation

assets.

Locations of adjacent police stations.

Distances and times between stations.

Protection status of the stations.

Status of routes in the AO.

Status of HN police forces.

Proficiency of HN police forces.

Equipment status of the indigenous police (weapons, vehicles, uniforms).

Number of police officers available.

Number of U.S. forces available to partner with the indigenous police.

4-8. Regardless of the location or operational environment, military police patrol personnel must know

how to respond to emergencies that require immediate and informed actions. Procedures for performing

self-protection techniques; requesting emergency medical services; performing hazmat operations,

explosive ordnance disposal

(EOD) operations, and fire support missions; and responding to other

emergency assistance (quick-response force, attack aviation, unmanned-aircraft systems) must be planned,

rehearsed, and trained with the same priority as other critical tasks. Military police patrols maintain

constant communications with their S-3 element, the terrain manager, and adjacent patrols while being

continuously aware of other friendly forces operating in the AO.

PATROL METHODS

4-9. Basic methods used for conducting police patrols have not drastically changed over the years.

However, advancements in technology have increased the effectiveness of police patrols. Sophisticated

communications, automation, and high-speed data information systems have greatly improved patrol

response and police information collection and reporting capabilities.

4-10. Military police use mounted and dismounted patrols. These patrols investigate complaints and

establish relationships within the community by getting to know and assisting the people who work in or

visit the local community. During stability tasks, combined HN police and military police patrols are often

crucial to restoring order, controlling populations, gathering police information, and building confidence in

the local police.

4-11. Patrol methods can vary greatly. The method used for LE patrolling depends on the specific mission

variables, commander or PM guidance, and desired effect. In most cases, no one patrol method will be

employed as a single solution; combinations of different patrol methods will typically be used to maximize

the impact and achieve the desired effect. There are advantages and disadvantages to every patrol method.

The military police staff must weigh these advantages and disadvantages to determine the best method or

combination of methods to be employed.

(See table

4-1, page

4-4, for a list of advantages and

disadvantages for common patrol methods.)

26 January 2015

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4-3

Chapter 4

Table 4-1. Advantages and disadvantages of specific patrol methods

Patrol Methods

Advantages

Disadvantages

•

Manpower-intensive

•

Surveillance of a specific area,

Static (fixed)

•

Effectiveness of the patrol reduced

target, or activity focused

(mundane over long periods)

•

Coverage area limited

•

LE personnel safety reduced (access to

•

High degree of community

backup patrols challenging)

interaction

•

Communications equipment limited

•

Greater situational

•

Response time slower than mounted

understanding

patrols

Dismounted (foot)

•

Access to limited visibility or

•

Greater impact of environmental effects

confined areas

(weather, pollution)

•

Intensive enforcement

•

Offenders, victims, or witnesses

availability in densely populated

transport required

or high crime areas

•

Possible personnel transport required to

and from the areas of operation

•

High degree of mobility

•

Access to some areas reduced (without

•

Larger patrol area coverage

dismounting)

•

Greater protection for patrol

•

Situational understanding reduced

personnel

when enclosed within a vehicle

Mounted (vehicle)

•

Greater access to emergency

•

Opportunity and likelihood of community

equipment due to vehicle load

interaction reduced

capacity

•

False sense of security created for

•

Longer patrol durations

patrol personnel within vehicles

available

•

Greater mobility than foot

patrols

•

Increased saturation of LE

•

Specialized training and equipment

assets in densely populated or

required

high crime areas

•

Offenders, victims, or witnesses

•

Greater situational

transport required

Bicycle

understanding for patrol

•

Impact to environmental effects

personnel

increased (weather, pollution)

•

Greater degree of community

•

Safety reduced and risk to LE personnel

interaction than mounted patrols

increased

•

Greater carrying capability for

protection and communications

equipment than a foot patrol

•

Effective visual deterrent to

•

Extensive training and certification

criminal and threat elements

required

•

Extremely versatile; can operate

•

Canine assets limited

mounted, dismounted, or static

•

Environmental conditions adversely

•

Economy of force is maximized

impact MWDs (heat, cold)

MWD

•

Keen sense of smell for—

•

Resource-intensive

Narcotics detection

•

Cultural sensitivity may affect use

Explosives detection

•

Unintended bite risk when employed

Tracking persons

within crowded areas

4-4

ATP 3-39.10

26 January 2015

Military Police Law Enforcement Patrol

Table 4-1. Advantages and disadvantages of specific patrol methods (continued)

Patrol Methods

Advantages

Disadvantages

• Overall use limited; extremely

• Capability to cover significant

specialized

water obstacles

Boat and watercraft

• Resource-intensive

• Emergency response capability

• Specialized training requirements are

for water incidents

not readily available within the Army

Legend:

law enforcement

MWD

military working dog

4-12. The most common LE patrol methods include—

Static (fixed).

Dismounted (foot).

Mounted (vehicle).

Bicycle.

MWD.

Boat or watercraft.

Other specialized patrols (motorcycle, aircraft, snowmobile).

4-13. In most police operations, no single patrol method is employed across the entire AO at all times.

Individual patrols and methods are assigned specific patrol areas and methods to target specific problem

areas or initiatives based on the current environment. Using a combination of patrol means and methods

allows patrols to complement each other and maximize the advantages of each individual method while

reducing the associated risk. Using patrol methods in combination allows Army LE to—

Interact with the populace.

Gather or disseminate information.

Reduce the chance of setting identifiable patrol patterns that could be used by criminals to their

advantage.

Effectively provide a deterrent presence.

Enhance their ability to respond to crimes in progress or emergency situations.

Provide multiple means and reinforcing capabilities between various patrol types.

STATIC (FIXED) PATROLS

4-14. Static or fixed patrols are used when an LE presence is required to protect or observe a specific area,

person, or activity. These patrols are resource-intensive and are typically used only when there is

significant criminal or other intelligence that suggests an imminent threat to high-risk personnel or assets.

4-15. Static patrols may be used to conduct surveillance of a specific target to gather information, interdict

an illicit activity, or apprehend a subject. Static patrols may also be employed as a temporary measure

during adverse weather conditions (during ice storms or other environmental conditions that make travel

extremely hazardous). During these conditions, LE patrols may be directed to go static at designated

locations and maintain communications with the operations section or police desk. These elements are

directed to respond in the most severe incidents until the environmental conditions improve.

DISMOUNTED (FOOT) PATROLS

4-16. Dismounted patrols provide significant opportunities for Army LE to enhance community relations

and conduct police engagement by allowing the LE patrol the opportunity to interact with the community

on a more personal level. This interaction fosters a stronger relationship and sense of mutual trust and

understanding. Additionally, dismounted patrols can provide intensive LE presence in high-density and

high-crime areas.

26 January 2015

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4-5

Chapter 4

4-17. The dismounted patrol can be conducted as the sole method assigned to the patrol element, or it can

be conducted as a directed mission for a mounted patrol. In the latter case, the mounted patrol would

dismount and patrol on foot within designated areas and time frames. Communications with the military

police desk or operations center is critical for officer safety. Patrol personnel who dismount their vehicle to

conduct foot patrols must notify the desk or operations center and report the location and direction of their

travel. Dismounted patrols must maintain communications with the police operations center. Mounted

patrol elements that conduct dismounted patrols should maintain a distance from their patrol vehicle that

allows for immediate return to a mounted posture to enable timely response to emergencies.

4-18. Dismounted LE patrols are especially beneficial within stability tasks. They may be conducted by

military police alone or as a combined patrol with HN police counterparts. The dismounted patrol allows

interaction with the public. This can help establish trust and a public feeling of legitimacy for police

elements. When working with HN police elements, the HN police should be the lead element as soon as

they are capable; military police Soldiers should maintain a support role. This places the HN police in the

authority position with their own populations and speeds the transition to total HN control.

4-19. The threat level within the patrol area must always be considered when establishing dismounted

patrols. The dismounted patrol is extremely vulnerable to threats due to reduced protection equipment and

mobility. Deliberate risk management is vital to establish risk mitigation factors that reduce the threat to

dismounted elements to an acceptable level. (See ATP 5-19 for information on risk management.)

MOUNTED (VEHICLE) PATROLS

4-20. Mounted patrols assist LE efforts in most environments. They provide a highly mobile capability that

can respond and react to a wide variety of situations. Mounted patrols operating in defined areas provide a

planned continuity of operations and complement the effects of dismounted patrols. Mounted patrols are

also the method of choice for traffic control activities and enforcement of traffic regulations.

4-21. Mission variables determine the patrol composition, equipment required, and vehicles used. Within

stable environments, military police and other LE agencies typically perform mounted patrol operations in

specially equipped, commercial, nontactical vehicles

(sedans, trucks, vans). These vehicles may be

configured with light systems, heavy-duty suspension systems, crash protection devices, and restraint

systems. Police vehicles are typically equipped with LE equipment, to include—

Communications equipment.

Automations equipment.

Special protective gear.

Crisis response kits.

Note. Army LE personnel must be trained and certified for military emergency vehicle operation

to operate these vehicles and associated equipment safely.

4-22. In contingency operations, the military police up-armored, high-mobility, multipurpose wheeled

vehicle M1114 is typically used. Typically, the armored security vehicle M1117 should not be used for

routine patrolling during police missions due to the limited visibility and the barrier the vehicle places

between military police and the population. The M114 can be used for very high threat and special-

response situations when interface and communication with the populace is a low priority or not required.

These tactical vehicles provide ballistic protection and are designed for use over all types of roads and in all

weather conditions. They are extremely effective in the most difficult terrain. As the environment

transitions and becomes more stable, Army LE may transition to nontactical vehicles equipped for LE

activities. (See appendix H.)

4-23. The base element for a military police patrol within a tactical vehicle is the military police team. It is

composed of a team leader, a driver, and a gunner. The team is trained and equipped to conduct

independent tasks as part of a military police section or squad mission. The size of a tactical military police

patrol is based on the threat. In relatively benign environments, individual teams can be employed as a

patrol element. At increased threat levels, squad-size elements may be required to conduct a single patrol

mission. This enables the individual teams to benefit from mutual support and security while operating in a

4-6

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26 January 2015

Military Police Law Enforcement Patrol

high-threat environment. In the early stages of a transition to dedicated police operations when the threat

remains elevated, military police LE patrols use tactical vehicles in a manner more consistent with tactical

combat or security patrols more than LE patrols which are conducted within a more stable environment.

4-24. Military police LE patrols using nontactical vehicles are typically operating within a reduced threat

environment versus an unstable environment that is associated with many contingency operations. These

LE patrols will typically consist of one vehicle with one or two military police Soldiers manning the

vehicle platform. Careful consideration must be used when determining whether to employ one- or two-

man LE patrols. One-man patrols can result in doubling the number of patrols operating within an area,

thus increasing the perceived police presence within an AO. They can also stretch limited manpower

resources. Two-man patrols may be preferable in high-crime areas and when an inexperienced force is a

concern. Junior grade military police Solders are typically younger and have less experience and maturity

than their civilian LE counterparts. These younger military police Soldiers may require teaming with a

more experienced military police Soldier. When two-man patrols are not possible due to manpower

constraints, patrol assignments should be made so that more experienced military police Soldiers are

assigned to adjacent patrol areas to assist junior military police Soldiers as backup patrols.

4-25. Combined mobile patrols are often used to develop partnerships with indigenous and multinational

forces or to train and mentor foreign police forces. These patrols can be critical in HN police development

and transition operations focused on building HN police capability and capacity. Initially, military police

Soldiers and other civilian non-HN police personnel supporting the mission may take the lead role to train

HN police personnel. The goal is always to transition to HN lead and, eventually, to total HN control over

police activities targeting HN populations.

BICYCLE PATROLS

4-26. In many locations, bicycle patrols are popular options that allow military police Soldiers or civilian

LE personnel greater access to populated areas. Bicycle patrols are community-oriented assets that

primarily patrol the housing areas, youth centers, school bus stops, schools, and special-event areas.

Bicycle patrols can enforce laws, directives, and regulations and rapidly respond in constricted areas where

accessibility by motorized vehicles is limited.

4-27. A major benefit of bicycle patrols is the accessibility to the patrol element by the community, thus

enabling positive interaction and police engagement. They can emphasize positive interaction, while

identifying problem areas (ongoing criminal activity, community concerns, areas where crime prevention

measures can be employed). Bicycle patrols normally consist of two-person teams equipped with

appropriate safety items. Commanders must ensure that proper training is conducted before assigning

bicycle patrols.

MILITARY WORKING DOG (CANINE) PATROLS

4-28. An MWD team supports a variety of military police operations. They are used in all operational

environments and greatly extend military police capabilities. An MWD patrol can operate mounted or

dismounted; however, the team contribution to LE and policing efforts is most effective when the team is

dismounted. An MWD patrol will typically operate from a mounted platform and dismount to conduct

specific patrol duties and maximize the effectiveness of the team. (See ATTP 3-39.34 for additional

information on MWD teams.) MWD team capabilities are most effective when employed for—

Visual deterrence.

Drug detection.

Explosives detection.

Personnel tracking.

Building or area clearing.

Entry or access control points.

Traffic and border checkpoints.

Customs support operations.

Commander health and welfare inspections.

26 January 2015

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Military reference books and manuals (2009-2023, Volume 7) - page 37