ATP 3-39.10 POLICE OPERATIONS (AUGUST 2021)

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Framing an Operational Environment

Framing an operational environment involves critical and creative thinking by a group to build models

that represent the current conditions of the operational environment (current state) and models that represent

what the operational environment should look like at the conclusion of an operation (desired end state). The

planning team also models the future natural tendency of the operational environment and constructs models

of desired future states of other actors as points of comparison with the desired end state. Members of the

planning team capture their work in an environmental frame (visual models supported by narratives) that

describes and shows the relationship among the operational variables, including the social relationships and

motivations of relevant actors for the current and future states of an operational environment.

Framing Problems

Identifying and understanding problems are essential for solving problems. As the commander and

planning team gain an initial understanding of an operational environment, they shift their efforts to

identifying and understanding those issues impeding progress toward achieving the desired end state.

Through critical thinking and dialogue, the planning team frames problems by examining the differences

between the current state of an operational environment and the desired end state. They also examine the

differences between the natural tendency of an operational environment and desired future states of relevant

actors with the desired end state. These differences are tensions (frictions, conflicts, competitions) between

relevant actors, including geographic, demographic, economic, religious, and resource consumption trends.

Combined, these tensions represent a set of interrelated problems (a system of problems) that requires

resolution. Crime and criminal networks are often woven into the fabric of a given system. Whether criminal

networks facilitate other irregular threat networks through illicit financing or they control populations directly

themselves, they often contribute significantly to the overall problems that the commander and staff seek to

solve.

Framing Solutions

With an understanding of the operational environment and its associated problems, including crime

and the criminal aspects of those problems, the commander and planning team consider an operational

approach—the broad, general actions and means to solve or manage identified problems. The commander

and planning team use elements of operational art to visualize and describe the operational approach. In

developing the operational approach, the commander and planning team consider the resources to support

the operational approach and the associated risk. The team describes the operational approach in a visual

model with supporting text. The operational approach forms the basis for the commander’s planning guidance

used to develop an operations order or operations plan during the MDMP. Given an adequate understanding

of the crime aspects of the operational environment and problems, commanders are supported by the

contributions of military police staff and police intelligence analysts who can help incorporate crime

considerations into the overall adopted operational approach.

Reframing

Assessment precedes and guides the other activities (plan, prepare, and execute) of the operations

process. Assessment involves comparing forecasted outcomes with events to determine the effectiveness of

force employment. Assessment helps the commander determine progress toward attaining the desired end

state, achieving objectives, and performing tasks. It involves monitoring and evaluating the operational

environment to determine what changes affect operations; however, operations may not proceed as visualized

during planning. Commanders reframe after assessing that desired conditions have changed or are

unattainable by executing the current plan (including associated branches and sequels). Reframing includes

revisiting early hypotheses, conclusions, and the operational approach that underpins the current plan. In

reframing, the commander and staff revise their understanding of the operational environment and problem.

If required, they develop a new operational approach to overcome the challenges or opportunities that

precipitated the need to reframe.

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ILITARY

ECISIONMAKING

ROCESS

The MDMP is an iterative planning methodology. It integrates activities of the commander, staff,

subordinate headquarters, and other partners. This integration enables them to understand the situation and

mission; develop, analyze, and compare courses of action; decide on the course of action that best

accomplishes the mission; and produce an order for execution. The MDMP applies to both conceptual and

detailed approaches. It is most closely associated with detailed planning.

For unfamiliar problems, executable solutions typically require integrating the Army design

methodology with the MDMP. The MDMP helps leaders apply thoroughness, clarity, sound judgment, logic,

and professional knowledge, so they understand situations, develop options to solve problems, and reach

decisions. This process helps commanders, staffs, and others to think critically and creatively while planning.

See FM 6-0 for more information on the MDMP and ATP 5-0.1 for more information on the Army design

methodology.

Police operations planning includes considerations unique to reducing and defeating crime, disorder

and the fear of crime that may impact military operations, the particular situation, or a specific mission. Some

considerations are more generic and can be summarized for a broad reference in any application of the

MDMP. Focused primarily at operational-level planning, table 2-1 lists some of the generic police operations

planning considerations as they pertain to the operations process and each step of the MDMP.

Table 2-1. Police operations considerations in the military decisionmaking planning,

preparation, execution, and assessment processes

Key Inputs

MDMP

Police Operations Support

Actions

Key Outputs

Higher headquarters plan

or order or a new mission

anticipated by the

commander

Step 1 – Receipt

of the Mission

Warning Order

Perform an initial crime and

criminal threat assessment.
Determine legal restrictions.
Determine theater

requirements.
Understand the commander’s

intent and time constraints.
Request a map, satellite

photographs, information, and

intelligence about the AO.
Participate in planning boards

and working groups that impact

police operations or when

police operations may impact

Army operations.

Commander’s initial

guidance
Initial allocation of time

Higher headquarters

knowledge and intelligence

products.
Knowledge products from

other organizations.
Crime analysis and criminal

intelligence.
Theater specific police

operations requirements.

Step 2 – Mission

Analysis

Warning Order

Enhance IPB (crime).
Determine key police

operations tasks.
Conduct crime and criminal

assessment.
Determine police operations

resource constraints.
Generate police operation

specific CCIR/EEFI.
Enhance information collection

to look for terrorist and criminal

activity.

Problem statement
Mission statement
Initial commander’s

intent
Initial planning

guidance
Initial CCIR and EEFI
Updated IPB and

running
estimates

Crime

assessment

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Table 2-1. Police operations considerations in the military decisionmaking planning,

preparation, execution, and assessment processes (continued)

Key Inputs

MDMP

Police Operations Support

Actions

Key Outputs

Step 2 – Mission

Analysis

(continued)

Brief the commander on

criminal influences.

Problem statement.
Mission statement.
Initial commander’s intent,

planning guidance, CCIR,

and EEFI
Updated IPB and running

estimate

Step 3 – COA

Development

Determine the risk tolerance

and risk mitigation for each

COA (probability versus

severity).
Brief the commander on key

police operations tasks that

can be applied across all

COAs.
Identify priority police

operations requirements,

including essential tasks

developed during mission

analysis.
Integrate military police support

into COA development.

COA statements and

sketches

Revised planning

guidance

Updated running estimates.
Revised planning guidance.
COA statements and

sketches

Step 4 – COA

Analysis

Assist the S-2 in developing

Criminal COAs.
Assist the S-3 in developing

defenses.
War-game and refine each

COA of the military police plan.

Refined COAs.
Potential decision

points.
War-gaming results.
Initial assessment

measures.

Updated running estimates.
Refined COAs
Evaluation criteria
War-gaming results

Step 5 – COA

Analysis

Identify advantages and

disadvantages.
Develop the recommended

COA.
Refine COAs.

Evaluated COAs
Recommended COA
Updated running

estimates

Updated running estimates
Evaluated COAs
Recommended COA

Step 6 – COA

Approval

Warning Order

Refine the commander’s intent
Assist with CCIR, and EEFI

police crime threat updates.
Gain approval of the essential

military police tasks and

priorities, as required.
Determine required resources

to conduct police operations in

support of the COA.

Commander’s selected

COA and modifications
Refined commander’s

intent, CCIR, and EEFI

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Table 2-1. Police operations considerations in the military decisionmaking planning,

preparation, execution, and assessment processes (continued)

Key Inputs

MDMP

Police Operations Support

Actions

Key Outputs

Commander’s selected

COA with modifications
Refined commander’s

intent, CCIR, and EEFI

Step 7 – Orders

Production,

Dissemination,

and Transition

Review (and provide input for)

the appropriate plans and

orders.
Write the police operations

plan.
Develop the police operations

appendix of Annex E,

Protection.
Ensure that resources are

properly allocated.
Ensure that subordinates

understand the

OPLAN/OPORD.
Conduct training and

exercises.

Approved operation

plan or order
Police operations

plan/appendix
Policing model and

strategies
Special response

considerations (bomb,

active shooter,

hostage)

Legend:

CCIR

COA

EEFI

IPB

MDMP

area of operations

commander’s critical information requirements

course of action

essential elements of friendly information

intelligence preparation of the battlefield

military decisionmaking process

OPORD

OPLAN

S-2

S-3

operation order

operation plan

battalion or brigade intelligence staff

officer

battalion or brigade operations staff

officer

ROOP LEADING PROCEDURES

Troop leading procedures is a dynamic process used by small-unit leaders to analyze a mission, develop

a plan, and prepare for an operation. Heavily weighted in favor of familiar problems and short planning

periods, troop leading procedures are typically employed by organizations without staffs at the company level

and below. Leaders use troop leading procedures to solve tactical problems when working alone or with a

small group. For example, a company commander may use the executive officer, first sergeant, supply

sergeant, and communications sergeant to help during troop leading procedures. See ADP 5-0 for more

information on troop leading procedures.

PREPARING

Preparation

consists of those activities performed by units and Soldiers to improve their ability to

execute an operation (ADP 5-0). Preparation creates conditions that improve friendly forces’ opportunities

for success. It requires commander, staff, unit, and Soldier actions to ensure the force is trained, equipped,

and ready to execute operations. Preparation activities help commanders, staffs, and Soldiers understand a

situation and their roles in upcoming operations and set conditions for successful execution. Preparation

creates conditions that improve military police friendly force opportunities for success. Some primary

functions of preparation include—



Improving situational understanding of criminal threats throughout the AO.



Developing a common understanding of policing models and strategies.



Training on and becoming proficient in law enforcement and policing critical tasks.



Integrating, organizing, and configuring police operations to focus on criminal activity and crime

prevention.



Ensuring that forces and resources are ready and positioned to conduct law enforcement

investigations, identify criminal networks, solve crimes, and close criminal investigations.

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Police operations, police intelligence, and traditional intelligence (abroad) are linked and will continue

to be a critical part in the conduct preparing for police operations at home station and abroad. Commanders,

PMs, and law enforcement investigators generate intelligence requirements needed for situational

understanding and decision making regarding crime, disorder, and the fear of crime throughout an AO.

EXECUTION

Execution

is the act of putting a plan into action by applying combat power to accomplish the mission

and adjusting operations based on changes in the situation (ADP 5-0). Commanders and staffs use situational

understanding to assess progress and make execution and adjustment decisions. In execution, commanders

and staffs focus their efforts on translating decisions into actions. They apply combat power to seize, retain,

and exploit the initiative to gain and maintain a position of relative advantage. This is the essence of unified

land operations.

Military police execute police operations to enable commanders to maintain order and discipline within

the ranks of their formation. This is the most visible application of the police operations discipline to most

Army personnel, and it includes law enforcement in support of bases and base camps. Through the execution

of garrison law enforcement military police gain critical interpersonal skills and technical policing and

investigative capabilities critical to police operations in any operational environment.

Outside of U.S. territories, military police execute police operations to maintain discipline and preserve

the combat power of U.S. forces and establish or preserve civil security, civil control, and the rule of law in

coordination with the HN. In many operations, especially following large-scale combat operations or

disasters in which law enforcement capabilities have been destroyed or rendered ineffective, military police

provide support to civil security and civil control to establish a stable and secure environment. Military police

execute the police operations discipline early in these operations to set conditions for the successful transition

to stability and the eventual transfer of authority to local and national police and security elements. As

stability becomes the dominant operation in an operational environment, the focused demand for military

police capabilities generally transitions from primarily security and mobility support to police operations.

Stability produces the highest magnitude of requirements for police operations within the context of the range

of military operations. As stability becomes the dominant operation in an operational environment, the

focused demand for military police capabilities generally transitions from primarily security and mobility

support to police operations. Stability produces the highest magnitude of requirements for police operations

within the context of the range of military operations.

ASSESSMENT

Assessment

is determination of the progress toward accomplishing a task, creating a condition, or

achieving an objective (JP 3-0). Assessment precedes and then occurs during the other activities of the

operations process. Assessment involves deliberately comparing forecasted outcomes with actual events to

determine the overall effectiveness of force employment. Assessment helps commanders determine progress

toward achieving a desired end state, accomplishing objectives, and performing tasks. Figure 2-3 shows the

activities of assessment, which includes—



Monitoring the current situation to collect relevant information.



Evaluating progress toward attaining end state conditions, achieving objectives, and performing

tasks.



Recommending or directing action for improvement.

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Figure 2-3. Activities of assessment

Assessment is a continuous activity of the operations process that helps military police commanders,

PMs, and staffs to recognize variations from 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 ADP 5-0.

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.

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).

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.

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EASURES OF

ERFORMANCE

measure of performance

is an indicator used to measure a friendly action that is tied to measuring

task accomplishment (JP 5-0). A measure of performance is friendly force-oriented, and it evaluates tasks

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 ADP 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.

EASURES OF

FFECTIVENESS

measure of effectiveness

is an indicator used to measure a current system state, with change indicated

by comparing multiple observations over time (JP 5-0). Measures of effectiveness can be seen as an outcome

or an effect. 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 ADP 5-0.)

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.

NDICATORS

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.

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 2-2 provides

examples of police operations-related measures of effectiveness and associated indicators for objectives

supporting the establishment of the rule of law.

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Table 2-2. Sample police operations-related measures of effectiveness and indicators

Overall Objective

Police-Related MOE

Indicators

Develop and train HN

police

Develop and train HN

police (continued)

Increase HN police

capability

•

HN police proficiency (increase or decrease).

•

Police skills testing score changes of HN police officers.

•

Number of police academy classes.

•

Number of police radios available.

Increase HN police

capacity

•

Number of police academy classes offered.

•

Number of certified HN police officers.

•

Number of operational police stations.

HN police reliability

and effectiveness

•

Number of incidents reported.

•

Number of incidents responded to.

•

Number of patrols conducted.

•

Are the police capable of self-sustainment

(administrative/logistics).

Enforce law and

order

Decrease crime rates

•

Number of crimes, by category (murder, assault,

robbery, larceny).

•

Number of requests for service (law enforcement

patrols).

•

Public feelings of security increase or decrease.

Reduce traffic

accidents and

congestion

•

Reduction in the number of accident.

•

Decrease in commute time.

•

Citizen complaints concerning traffic flow increase or

decrease.

•

Traffic throughput rate changes at specific intersections

or roadways.

Promote citizen

participation

Increase civilian trust

of police forces

•

Citizen-initiated communications with police.

•

Public fear or distrust of police increase or decrease.

•

Citizen attendance at police-sponsored community

meetings increase or decrease.

Legend:

host nation

MOE

measure of effectiveness

SECTION II – ORGANIZING FOR POLICE OPERATIONS

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. These organizations are resourced by

military police law enforcement detachments and other specialized military police elements to provide the

core law enforcement capability required for police station operations and technical law enforcement support.

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

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

police law enforcement detachments will typically provide the core law enforcement capability required to

establish a functional police operations center.

Police operations conducted to establish and maintain civil control within a HN population and to

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

military police brigades, battalions, and companies. These military police elements will typically require

augmentation and task organization by elements with technical law enforcement 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 law enforcement and policing

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capabilities across the AO. This structure is critical to ensure that HN police organizations receive consistent

training, policy, and operational guidance and support.

BASES AND BASE CAMPS

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 law enforcement

detachment, and augmented by military police companies or civilian Department of the Army (DA) police

to provide law enforcement capability. The PMO and associated law enforcement 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 law

enforcement 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 command and control of the senior

military police commander (brigade or battalion).

IRECTORATE OF

MERGENCY

ERVICES

At bases camps, military police law enforcement 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 capabilities normally include—



Police operations resources organized within a PMO.



Law enforcement resources (police operations center, military police investigations, traffic

accident investigations, MWDs, crisis response assets, police administration section).



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



Crime prevention.



Police intelligence analyst.



Vehicle and privately owned weapons registration.



Fire department resources.



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



Alarm maintenance; fire suppression; hazardous material (HAZMAT) tasks; and chemical,

biological, radiological, and nuclear (CBRN) waste.



Contingency operations support.



Emergency medical services.



An emergency dispatch center (911 services).

Within the directorate of emergency services, the PM is the chief law enforcement 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 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.

ROVOST

ARSHAL

As the chief law enforcement 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

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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

United States Customs and Border Protection support for border patrols and port and international

activities.



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 law enforcement and security-related incidents and

emergencies, as required.



Certifying or verifying certification of military police Soldiers before assuming law enforcement

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.

ILITARY

OLICE

UTY

FFICER

The military police duty officer is a military police officer or senior noncommissioned officer

performing law enforcement 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 law enforcement 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.

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 law enforcement operations.



Control of law enforcement assets.



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



Crime or incident scene protection.

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

Securing police and government facilities.



Inspecting detention cells for proper health compliance.

POLICE OPERATIONS SUPPORT TO BASE CAMPS IN

CONTINGENCY OPERATIONS

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.

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

using the military police law enforcement detachment as the base element for law enforcement activities and

establishing a base PMO to execute control over dedicated law enforcement 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

Army Law Enforcement Reporting and Tracking System (ALERTS) and other law enforcement-related

information systems. One expeditionary PMO (typically collocated 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 ALERTS 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 law

enforcement reporting requirements.

PATROL AREAS AND PATROL DISTRIBUTION

Patrol areas and patrol distribution are methods used by law enforcement agencies to divide a

jurisdictional area into manageable and organized subordinate areas for law enforcement personnel to

conduct law enforcement activities. 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). See FM 3-39 for additional information on operational and mission variables.

When establishing patrol areas within HN AO where U.S. forces may not be familiar with historical,

cultural, tribal, socioeconomic, and environmental boundaries ingrained within the population, law

enforcement 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.

The patrol distribution arranges individual law enforcement patrols across the AO or jurisdiction.

Patrol distribution workload among patrol units should be based on areas with the highest crime, traffic

issues, or the most service calls. 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

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ATP 3-39.10

2-15

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.

These considerations, when taken holistically, provide information necessary to develop patrol

distribution decisions. In stable areas where law enforcement 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

ATP 3-39.20 for information regarding police intelligence operations.

RIME AND

OMPLAINT

ISTORY

ITHIN THE

REA OF

PERATIONS

Staff planning and decisions regarding patrol distribution require specific crime data (such as

complaint history, crime hot spots, traffic accident hot spots, calls for service) about the AO requiring law

enforcement 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.

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 and USACIDC collect police information by assessing local conditions and

conducting police engagement at to assist in decisions regarding patrol distribution.

Military police should also 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.

Documented calls for service 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,

education cycles, school vacations, and ethnic and religious observances are predictable events and activities

in the social domain that lead to fluctuations in social activity and stress enforcement mechanisms in an area.

Military police must examine the relationship between the population and the police and identify hybrid

threats, criminal threats, terrorist threats, and patterns within a society. Caution must be exercised to consider

any changes that might affect the rate of offenses in an AO (unit deployments, increased troop strengths,

local economic factors).

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

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ATP 3-39.10

24 August 2021

decisions should include response prioritizations based on the relative severity of the incident. See

ATP 3-39.20 for additional information on trend analysis.

A data table can be used to depict a 24-hour-a-day, 7-day-a-week complaint frequency distribution.

Table 2-3 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 2-3. Complaint levels compiled by the day and hour

Time the Crime or

Complaint Occurred

Day of the Week the Crime or Complaint Occurred

Time

Number

% of
total

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

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

day/total complaints

10.0

11.5

12.9

15.0

15.2

17.2

18.2

Table 2-4 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).

The activity data can be presented as aggregates or averages (table 2-4 depicts aggregate numbers for

the specific hour and day). The activity data can enable the staff, commander, or PM to identify high-offense

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ATP 3-39.10

2-17

days during the week and high-offense hours during the day, enabling informed decisions regarding the

distribution of patrols and other law enforcement resources to establish proactive measures to reduce and

optimally prevent crime from occurring again.

Table 2-4. Complaint levels compiled by the month

Month

Monthly

Totals

Percentage of Total

Monthly Complaints

Rank

(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

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 law enforcement 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.

RIME

APPING

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.

During offense, defense, and stability operations, 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.

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 found in

existing Army Mission Command Systems and applications can also identify patterns and distributions of

criminal activity. Police intelligence analysts and Army law enforcement staff conducting event, incident,

crime pattern, and crime distribution analysis can use GIS applications to conduct geographic distribution

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ATP 3-39.10

24 August 2021

analysis using layered graphics, geographic data, and descriptive information to display results on a map. See

ATP 3-34.80 and ATP 3-39.20 for additional information on crime mapping and GIS.

EOGRAPHY AND

HARACTERISTICS OF THE

REA OF

PERATIONS

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 law enforcement resources. 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, military

police commanders and staffs analyze the operational variables and civil considerations that influence crime

environments by using existing analysis areas, structures, capabilities, organizations, people, and events

[ASCOPE]) framework (see ADP 5-0) and intelligence preparation of the battlefield (see ATP 2-01.3). While

using these standard analysis tools to ensure common language and understanding, military police analyze

the operational environment from a policing perspective while maintaining a deliberate focus on crime,

criminals, police and corrections institutions, and the drivers of instability and disorder (see ATP 3-39.20).

When conducting analysis of variables influencing crime environments military police should consider the—



Population and critical resource densities.



Minimum response times.



Communication limitations (distance, structures, and dead zones).



Realistic times for additional law enforcement 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

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 law enforcement 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.

Rural areas may not experience high crime rates; but the distances between people, homes, businesses,

or other locations requiring law enforcement response will be greater, thus increasing response times. The

distance between points and the dispersion of people and law enforcement patrols in an area can also increase

the risk to law enforcement patrols due to the response time required for backup patrols or other assistance.

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 AR 190-13 and ATP 3-39.32 for additional information on

the physical security of critical assets.

Minimum Response Times

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). Minimum response times must be considered to ensure that law enforcement patrols, when

required, can respond to incidents within the designated time frame.

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ATP 3-39.10

2-19

Obstacles and Limited Access Routes

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 law enforcement patrols to negotiate. Likewise, rail lines can block travel

when trains are transiting the area, drawbridges can prevent the ability of law enforcement 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 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, law enforcement patrols may be prevented from entering

an area and responding to an incident.

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 law

enforcement 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

The efficient use of manpower is crucial to effective law enforcement 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 from force protection condition

increases. The safety of law enforcement 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 law

enforcement personnel are required to work extended hours for prolonged periods or long periods with little

or no days off. Numerous studies show that law enforcement 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.

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. Law enforcement 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. Commanders and PMs should establish contingency plans that include a projection

of manpower requirements to be immediately implemented during force protection control measures

increase. Continued rehearsal and shared understanding of these contingencies mitigate gaps in manpower

coverage and protection against threats. Law enforcement staff and PMs should establish minimal patrol

distribution thresholds to allow predictability in contingency activation to provide a seamless transition to an

elevated threat.

Identifying law enforcement patrol allocations and manpower requirements is the key to maintaining

sustained police operations. The methods used to determine law enforcement 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 AO may be the best method for an initial determination of police

patrol and manpower requirements. Appendix E provides examples of methods for identifying law

enforcement patrol and manpower requirements.

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ATP 3-39.10

24 August 2021

NCREASES IN

HREAT AND

ORCE

ROTECTION

ONDITION

EVELS

Military police and USACIDC staffs must plan enforcement measures for increased force protection

condition levels. When the protection level escalates, requirements for law enforcement 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

nonmilitary 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.

EMORANDUMS OF

GREEMENT AND

EMORANDUMS OF

NDERSTANDING

Memorandums of agreement or memorandums of understanding with local police and other emergency

response agencies are routinely established between Army law enforcement and other military or civilian

agencies to clarify command and control 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.

Memorandums of agreement and memorandums of understanding with civilian law enforcement 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.

RITICAL

NCIDENT

ESPONSE AND

MERGENCY

ANAGEMENT

Army law enforcement personnel must plan for and be prepared to respond to critical incidents (natural

and man-made). Army law enforcement 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.

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 law enforcement 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,

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ATP 3-39.10

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initiating immediate actions required for public safety and security, and requesting appropriate follow-on

emergency responder capability (HAZMAT, fire, medical).

Army law enforcement 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 the

AO. There may be memorandums of agreement, memorandums of understanding, or requests for assistance

that will require support by Army law enforcement or provide support from outside agencies. Army law

enforcement 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.



Barricaded criminals.



Terrorist attacks.



CBRN response 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.

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. Homeland Security Presidential Directive-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 the following

management characteristics as the foundation of incident command:



Common terminology.



Modular organization.



Management by objectives.



Incident action planning.



Manageable span of control.



Incident facilities and locations.



Comprehensive resource management.



Integrated communications.



Establishment and transfer of command.



Unified command.



Chain of command and unity of command.



Accountability.



Dispatch/deployment.



Information and intelligence management.



Safety and security.

Chapter 2

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ATP 3-39.10

24 August 2021

IVIL

ONTROL AND

OST

-N

ATION

OLICE

EVELOPMENT AND

RANSITION

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

command and control over subordinate military police elements. Military police companies provide the

baseline policing capability required to conduct law enforcement 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.

In the initial stages of an expeditionary mission, these military police elements (military police

brigades, battalions, and companies) 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 law enforcement detachments, other specialized military police elements and capabilities, and

USACIDC support. Military police brigades and battalions can then be task-organized to distribute technical

law enforcement capability to support military police elements, as directed by the military police commander

and based on mission requirements. Brigade combat teams with a mission to provide police operations

support within their AO may receive additional military police assets.

SECTION III - POLICE OPERATIONS CAPABILITIES

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 law enforcement 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 law enforcement and policing capabilities to establish civil control within

an HN and to build HN police capability and capacity. Table 2-5 provides staff planning factors for

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

Table 2-5. Unit allocation planning factors for police operations

Unit

Planning Factors

for Unit Allocation

Additional Data

(when required)

Military Police Units

Headquarters and

headquarters company,

military police command

One headquarters and headquarters

company, military police command, for up

to five military police brigades supporting

the senior Army headquarters in the

theater. Typically, only one military police

command is allocated per theater.

Headquarters and

headquarters company,

military police brigade

One headquarters and headquarters

company, military police brigade, for every

two to five military police battalions (any

combination of two to five military police

battalions and detention battalions).

Headquarters and

headquarters detachment,

military police battalion

One headquarters and headquarters

detachment, military police battalion, for

every two to five military police companies.

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ATP 3-39.10

2-23

Table 2-5. Unit allocation planning factors for police operations (continued)

Unit

Planning Factors

for Unit Allocation

Additional Data

(when required)

Military Police Units (continued)

Military police company

A minimum of one military police company

per up to—

•

Three forward bases during stability

tasks for police operations to U.S.

commanders.

*Three police stations (initially) for

multinational HN police support.

** Military police platoon

A minimum of one military police platoon

per—

•

Forward operating base during

stability task for police operations

support to U.S. commanders.

*Police station for combined HN police

support.

Military police LE

detachment

One military police LE detachment per—

•

Strength of 20,000 personnel in a

corps or smaller area for police

operations support to U.S.

commanders.

•

Strength of 12,500 personnel in a

theater or port area for police

operations support to U.S.

commanders.

•

*Up to five police stations for

multinational HN police support.

A military police LE detachment

consists of—

•

A headquarters team.

•

An operations team.

•

A desk team.

•

Five traffic accident traffic

management and

enforcement teams.

•

Five military police

investigation teams.

•

Two force protection teams.

Note.

The teams comprising a

complete military police LE

detachment can be deployed as

individual teams or as military

police LE detachments to provide

technical expertise to units, based

on identified capability gaps.

MWD kennel master team

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

manager.

•

Sea port of debarkation.

•

Military police battalion.

•

Military police detention battalion.

•

Four MWD squads.

The MWD kennel master team is

comprised of one Sergeant First

Class kennel master and one

Staff Sergeant plans NCO.
The team is modular and

provides technical supervision

and training of assigned MWD

teams.

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ATP 3-39.10

24 August 2021

Table 2-5. Unit allocation planning factors for police operations (continued)

Unit

Planning Factors for Unit Allocation

Additional Data

(when required)

Military Police Units (continued)

Patrol explosive detector

dog team

•

One patrol explosive detector dog

squad per military police battalion or

detention battalion.

Note.

The patrol explosive detector dog

squad has one patrol explosive detector

dog – enhanced team

•

An MWD patrol explosive

detector dog team consists of

a patrol explosive detector dog

and a handler that is certified

to work as a unit.

•

Requests for additional MWD

support for aerial port of

debarkation operations and

sea port of debarkation should

be coordinated through the

echelon PM and MWD

program manager supporting

the AO.

Patrol drug detector dog

team

•

One MWD patrol drug team per military

police battalion or military police

detention battalion.

•

An MWD patrol drug detector

dog team consists of a patrol

explosive detector dog and a

handler that is certified to work

as a unit.

•

Requests for additional MWD

support for aerial port of

debarkation operations and

sea port of debarkation should

be coordinated through the

echelon PM and MWD

program manager supporting

the AO. Normally, no more

than two MWD patrol drug

teams are allocated per major

airport.

Note.

MWD structure task-organized under

Standard Requirements Code 19 Military Police

, as sized

detachments: large, medium, and small. Each detachment is task-organized against an approved military

police detachment table of organization and equipment recapitulation.

Senior military customs

inspection supervisor

One senior military customs inspection

supervisor for up to two senior military

customs inspection teams.

This element consists of one

senior NCO trained in customs

inspection requirements.

Senior military customs

inspection team

One senior military customs inspection

team per—

•

Port complex for customs support to

U.S. commanders.

•

Border entry point for combined HN

police border control support.

A senior military customs

inspection team consists of five

trained military customs

inspectors.

Headquarters and

headquarters detachment,

criminal investigation

division group

One headquarters and headquarters

detachment, criminal investigation division

group, per senior Army headquarters in the

theater.

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Table 2-5. Unit allocation planning factors for police operations (continued)

Unit

Planning Factors for Unit

Allocation

Additional Data

(when required)

Military Police Units (continued)

Headquarters and headquarters

detachment, criminal investigation

division battalion

One headquarters and

headquarters detachment, criminal

investigation division battalion,

per—

•

Every two to five criminal

investigation division

elements.

•

Deployed expeditionary

forensics capability during

stability operations.

USACIDC Units

Criminal investigation division

teams

*Two criminal investigation division

teams per police station for

combined HN police support.

Criminal investigation division

element

One criminal investigation division

element per—

•

Strength of 37,000 personnel

in a corps or smaller area.

•

Strength of 14,500 personnel

in a theater area.

•

Port complex.

*Up to five police stations for

combined HN police support.

The criminal investigation division

element is composed of—

•

A headquarters section.

•

Two criminal investigation

division sections.

Note.

Criminal investigation division

sections are composed of three

3-person investigative teams, with a

total of eight investigative teams per

criminal investigation division

element.

*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

Military police and USACIDC units and Soldiers may contribute advanced law enforcement skills to

assist with law enforcement, 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 SAs 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

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24 August 2021

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 FORMATIONS

Military police units providing police operations support include military police organic to nonmilitary

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 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.

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). 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 law enforcement and policing capability critical to

establishing the legitimacy of police forces and a criminal justice system operating under the rule of law.

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 HN police development). 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

Police operations organization requires an assessment of required capabilities specific to law

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

conduct dedicated police operations are associated with the military police law enforcement 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.

OLICE

PERATIONS

ENTER

Military police establish and organize law enforcement 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 law enforcement. The police operations center can be an elaborate structure

equipped with state-of-the-art command and control systems (such as those found in support of many military

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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).

A police operations center can be established anywhere law enforcement 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 law enforcement support to bases and base camps. Optimally, a

police operations center will be manned by elements of a military police law enforcement detachment. In

some environments, law enforcement 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 command and control of military police elements. As the environment

stabilizes, military police law enforcement detachments will typically be deployed to augment the military

police staff or establish a stand-alone police operations center supporting the base camp commander.

ILITARY

OLICE

NFORCEMENT

ETACHMENT

Military police law enforcement detachments are built with specific capabilities. These teams are

designed to be deployed to support specific law enforcement 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 law enforcement 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. Law enforcement teams can also provide the expertise required to plan, train, and monitor military

police support to HN police operations (law enforcement raids, high-risk apprehensions, cordon and search,

police intelligence operations).

The military police law enforcement 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 law enforcement 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 law enforcement 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 law enforcement 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.

At bases, the teams that comprise the military police law enforcement detachment are assigned law

enforcement duties within the PMO, making up the core of dedicated technical policing expertise supporting

U.S. bases and base camps. Deployed military police law enforcement 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 law enforcement detachment will

typically be under the operational control of the base commander for operational law enforcement support to

the base. Military police law enforcement 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 law enforcement detachment can

greatly extend and optimize limited military police assets.

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ATP 3-39.10

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A military police law enforcement detachment consists of the following:



A headquarters team to provide oversight to law enforcement activities and unit level personnel,

logistics, and administrative support.



An operations team to provide planning, employment, and coordination of law enforcement

support; technical supervision of law enforcement 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, access control requirements, 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 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.

While possessing significant capability, military police law enforcement 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 law enforcement 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.

Headquarters Team

The headquarters team serves the same function for the military police law enforcement 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

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, law enforcement agencies, and governmental and civilian

organizations. The operations team conducts police administration requirements specific to law enforcement

organizations. The team provides technical supervision for military police investigators, traffic management

and collision investigators (TMCIs), and personnel within the force protection team. When assigned, the

operations team also provides oversight and technical supervision of any assigned MWD and customs teams.

The operations team consist of the PMO and the police operations section. Within police station

operations, the police operations section is the equivalent operations staff (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 a HN population, or

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2-29

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 law enforcement 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 law enforcement 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 law enforcement problem areas and crime trends. See

ATP 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

The desk team serves as the primary control point for all law enforcement-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 law enforcement activities.

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.

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Force Protection Team

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.

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

Military police investigators provide technical capabilities for investigating criminal incidents,

conducting law enforcement -related surveillance activities, and conducting predictive criminal intelligence

analysis. Military police investigators are specially trained to analyze police information and collect and

properly store evidence. When required, military police investigators coordinate with USACIDC SAs to

synchronize and deconflict ongoing investigations and share law enforcement information. (See ATP 3-39.12

for more information on law enforcement investigations.) Other duties and responsibilities of military police

investigators include—



Conducting juvenile crime investigations.



Conducting gang-related investigations.



Evaluating and conducting crime prevention activities.



Providing drug suppression support to USACIDC.



Conducting interviews and law enforcement interrogations.



Providing court testimony.



Conducting crime analysis and criminal intelligence.

Military police investigators can provide the military police and multifunctional commanders with

valuable experience and expertise in support of site exploitation. Military police investigators 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 using only basic site exploitation techniques.

Military police investigators can work with HN and civilian police agencies to conduct joint and multinational

investigations and also train HN police in conducting investigations. Operating in direct support of a tactical

commander, military police investigators 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 law enforcement

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.

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Traffic Management and Enforcement Team

Army law enforcement 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.

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 law

enforcement agencies when required. (See chapter 8 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).



Preparing traffic control plans.

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.

DDITIONAL

OLICING

APABILITIES

Military police possess additional policing capabilities beyond those associated with the military

police law enforcement detachment. These capabilities are found in teams that are typically assigned to

military police law enforcement detachments, but are not an organic element of the military police law

enforcement 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

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 United States

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 United

States Department of Agriculture standards and that the gear returning with personnel serving abroad

complies with United States 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.

Military police that conduct customs activities can transfer their experience from supporting United

States 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 law enforcement expertise and work closely with HN border personnel, providing

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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 and conventional forces.



Terrorist activities and movements.



Other threats to the HN.

Evidence Response Teams

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 military police investigators or USACIDC SAs. Law

enforcement professionals assigned to augment headquarters elements can also provide requisite expertise to

lead an evidence response team. (See chapter 9.) 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

The Military Police Corps Regiment is the Army proponent for MWD training. Training for dogs

and dog handlers is conducted at Lackland Air Force Base, Texas and Fort Leonard Wood, Missouri. There

are three types of MWDs in the Military Police Corps Regiment:



Patrol-explosive detector dogs.

Patrol explosive detector dogs are trained to passively respond

to explosive material and components.



Patrol-explosive detector dogs-enhanced.

Patrol explosive-detection dogs are trained to

passively respond to explosive material and components and certified to work off the leash (ahead

of the MWD handler) under the direct control of the MWD handler



Patrol-drug detector dogs.

Patrol drug detector dogs are trained to passively respond to drug

paraphernalia and narcotics.

All dual purpose MWDs in the Army inventory are trained in patrol and either explosive or drug

detection. Patrol dogs are used in routine military police law enforcement patrol operations at bases and base

camps. The patrol explosive detector dog, patrol-explosive detector dog-enhanced, and the patrol-drug

detector dog can provide support to maneuver commanders in tactical search missions against hostile forces

by detecting firearms, ammunition, and explosives. All dogs train and certify with a handler, and they must

be employed as a team. See ATP 3-39.34 for additional information on MWD capabilities.

Note

MWDs are placed under the operational control of the PMO/Director of Emergency Services

in support of law enforcement operations.

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

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for use in Army law enforcement, combat, logistics, and sustainment operations for explosive, drug and

human detection. MWDs are trained for patrolling and performing building, vehicle, and area searches.

Specific law enforcement mission support includes—



Customs enforcement.



Secondary device search during reported suspicious packages, bomb threats, and alarm responses.



Search and rescue operations.



Protective services operations.



Crowd control.



Limited detainee operations.



Access control.



SRT operations.



High risk personnel security missions.



Health and welfare sweeps.



Postal activities support.



Perimeter security measures



Predeployment and redeployment sweeps.

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 ATP 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

Select military police and USACIDC personnel receive specialized training to provide protection

for high-risk personnel in accordance with AR 190-58. 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 Course at the USAMPS.

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

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. Commanders organize, equip,

and train the SRT according to ATP 3-39.11. Installation senior commanders may establish an SRT that

includes personnel from local civilian law enforcement agencies via an intergovernmental support agreement,

memorandum of agreement, or mutual aid agreement. Installation senior commanders may also establish

resident SRTs on their respective Army installations using organic Army assets.

The SRT is one of the most technical and highly trained law enforcement assets. The SRT has the

capability to neutralize, through control and selective fire functions, persons who, if not removed by fire,

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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 or hostage rescue.



Dangerous suspect apprehensions.



Offensive or counter sniper operations.



Support buildings or vehicle searches, raids or seizures.



Support to protective services.



Support force protection or other venue over watch operations.



Close quarters battle tactics instruction to HN police.



Support to drug suppression teams.



Support to other special threat response requirements

RMY

IVILIAN

OLICE AND

ECURITY

UARDS

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 law enforcement capabilities but not deployed to support decisive action. A DA security guard serves

as access control and other physical security duties not requiring law enforcement-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 a law enforcement officer. Access control considerations and procedures are described in

ATP 3-39.32 and TC 19-210.

NITED

TATES

RMY

RIMINAL

NVESTIGATION

OMMAND

UPPORT

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.

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). See FM 3-39 for additional information on USACIDC structure and

employment.

USACIDC provides technical criminal investigative support, integrating its capabilities with Army

military police activities, other law enforcement investigative agencies, and military criminal investigative

organizations from sister Services. USACIDC SAs provide—



Law enforcement investigative support (SAs conduct investigations of crimes against persons and

property).



Casualty investigations when incurred from friendly forces (friendly fire incidents or criminal

fratricide).



Drug suppression operations.



Fraud investigations.

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

Investigations into—



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.



Law enforcement 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 law

enforcement agencies.



HN police development in advance law enforcement investigations.



Digital forensics analysis.



Polygraph support.



Forensics exploitation and lab support.



Protective services.



Terrorism and criminal investigations.

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 and maneuver commanders. These capabilities enable more

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]).

ATP 3-39.10 POLICE OPERATIONS (AUGUST 2021) - page 2