*FM 3-39
Field Manual
No. 3-39
Headquarters
Department of the Army

Washington, DC, 21 April 2025

Military Police Operations

This version of FM 3-39 aligns with FM 3-0 and describes how military police units are manned, equipped, and trained to enable the Army’s ability to conduct prompt and sustained land combat to defeat enemy ground forces and seize, occupy, and defend land areas. Military police support the combined arms employment of Army capabilities to create and exploit relative advantages that achieve objectives, defeat enemy forces, and consolidate gains for the joint force commander. While the overwhelming majority of operations conducted by Army forces occur either below the threshold of armed conflict or during limited contingencies, Army readiness focuses on large-scale combat operations. Large-scale combat operations are more intense and destructive than limited contingencies, often amassing heavy casualties. This requires military police to be prepared for the most demanding and dangerous operations. FM 3-39 provides a doctrinal approach for how military police organize for purpose and provide technical capabilities that enhance the Army ability to accomplish missions, defeat enemy forces, and continually consolidate gains that meet joint and national objectives. Military police provide tailorable and flexible support to Army forces conducting multidomain operations throughout the strategic contexts and in large-scale combat. Military police enable the continuous consolidation of gains to set conditions for sustainable and enduring outcomes. Military police enable commanders to achieve their objectives by providing unique authorities and capabilities to defeat unique regular and irregular threats in support of joint functions and the Army warfighting functions by applying military police disciplines (police operations, detention operations, and security and mobility support). FM 3-39 describes the military police role within multinational operations under potential multinational or interagency leadership and within diverse command relationships. This manual addresses how military police integrate police intelligence operations across the military police disciplines to provide relevant information and police intelligence to commanders and staffs to improve situational understanding of complex operational environments. Regardless of the operational environment, building and maintaining community trust are the cornerstones of successful policing and law enforcement. Community trust is an established and highly honored relationship between military police and the communities they serve. The building and maintenance of trust requires a great deal of continuous effort. Military police and military police operations are guided by six military police principles (prevention, public support, restraint, legitimacy, transparency, and assessment) that enable a trusting, working relationship between military police and the populations they assist, protect, and defend. FM 3-39 is built on the collective knowledge and wisdom gained from almost 250 years of Army and military police experiences, lessons learned, emerging joint and Army doctrine, and current operational experiences that posture the Military Police Corps Regiment for success. While the nature of war remains constant throughout history, the character and conduct of war are continually changing in response to new concepts, technologies, and requirements. This manual continues the evolution of military police operations to support multidomain operations. It emphasizes military police support during competition below armed conflict, crisis, and armed conflict. FM 3-39 is rooted in time-tested principles and fundamentals and accommodates new technologies and organizational changes. FM 3-39 includes significant changes. It— • Updates military police visualization and understanding of the operational environment. • Updates military police support to the levels of warfare. • Introduces military police support during the strategic contexts. • Describes military police support throughout the operational framework. • Provides additional considerations for planning military police operations. • Introduces military police-specific challenges to be overcome in support of Army operations. • Discusses the use of data and analytics in military police planning. • Incorporates military police structure and organizational changes. This FM is divided into five chapters and three appendices: • Chapter 1 describes how the Military Police Corps enables Army operations by executing military police operations using its core competencies and describes a conceptual view of the operational environment and associated challenges Army forces face through a policing perspective. • Chapter 2 discusses how military police operations enable Army operations from strategic support areas in the United States to the close area in the operational framework and discusses military police support throughout the Army strategic contexts. • Chapter 3 provides an overview of how military police integrate and synchronize capabilities to enable the warfighting functions to generate combat power and apply it against enemy forces. • Chapter 4 describes the architecture of military police forces and the capabilities available to the combatant commander. • Chapter 5 identifies planning and sustainment responsibilities, integration, and processes for military police units and planners. It further describes command and support relationships and additional sustainment considerations that uniquely affect military police operations. • Appendix A provides an expanded discussion of the military police disciplines and their corresponding technical and tactical tasks. • Appendix B provides organizational descriptions and capabilities of the current military police force structure. • Appendix C provides an overview of battlefield confinement of U.S. military prisoners. The foundation of military police operations provided in this manual (with related military police doctrine) supports the actions and decisions of commanders at all levels. This manual does not substitute for thought and initiative among military police leaders and Soldiers. Regardless of how robust the doctrine is or how advanced the military police capabilities and systems are, military police Soldiers must understand the operational environment, recognize shortfalls, and use professional judgment to adapt to the situation on the ground. Please see introductory figure on page IX. This page intentionally left blank.

“Assist, Protect, Defend” Military Police Corps This chapter describes how the Military Police Corps enables Army operations by executing military police operations through its core competencies. It further discusses how these operations are executed through the three military police disciplines, providing commanders a range of tailorable and focused capabilities that preserve readiness during competition, assist Army forces in maintaining freedom of action and associated positions of relative advantage during crisis, and enable the Army’s ability to close with and destroy the enemy, defeat enemy formations, seize critical terrain, and control populations and resources to deliver sustainable political outcomes during armed conflict. Uncertainty and chaos characterize operations on land. This uncertainty is increased by the impact of hybrid, criminal, and terrorist threats that operate in, and transit the area of, operations. This chapter describes a conceptual view of the operational environment and associated challenges Army forces face from a policing perspective, providing the basis for relevant military police operations in support of multidomain operations. A complete understanding of the operational environment supports the commander’s ability to make these decisions. THE ROLE OF MILITARY POLICE 1-1. The Military Police Corps provides the Army with Soldiers who are technical experts in their core competencies of soldiering, policing, and corrections and are tactically proficient in detention, security, and mobility support. Military police Soldiers enable the Army to achieve its primary mission of organizing, training, and equipping its force to conduct prompt and sustained land combat to defeat enemy ground forces and seize, occupy, and defend land areas through military police operations. 1-2. The Army, the foundational ground force to joint force success, must have the ability to maneuver to seize or retain key terrain and exert control over resources and people for as long as is necessary to achieve tactical, operational, and strategic objectives. To support the Army’s ability to retain control over terrain, resources, and people, the military police execute an operational approach through a policing and corrections lens. This lens focuses military police on achieving maximum control within the human, information, and physical dimensions while expending the minimum effort in applying defeat and stability mechanisms to dislocate threats and protect critical capabilities, assets, and activities. The execution of military police operations—and how they are conducted—is driven by intelligence (military intelligence and police intelligence) and is policing in nature. Police intelligence is the product resulting from the collection, processing, analysis, and integration of criminal intelligence and crime analysis about crime, disorder, criminal activity, and criminal threats. Policing is the application of control measures within an area of operations to maintain law and order, safety, and other matters affecting the general welfare of the population. The scope of Army policing activities, when supported by police intelligence, is conditions-neutral in the application of police tactics, techniques, and procedures to prevent, reduce, or control crime threats to strategic readiness or countering irregular threats to operational mission effectiveness in conflict. Military police support commanders throughout the strategic framework (strategic support area, joint security area, extended deep area, and assigned operational area) to establish and maintain an orderly environment in which commanders and their forces can operate with minimal threat interference. See ATPATPArmy Techniques Publications 3-39.20 for additional information on police intelligence operations. 1-3. Based on emerging threats and challenges, military police organizations are postured to provide policing and security capabilities to protect the force and critical capabilities, areas, and information. Military police must also establish and maintain civil security and civil control while upholding the rule of law and neutralizing enemy organizations that overlap with criminal networks and activities, regardless of the operational environment or phase of an operation. This is true whether conducting operations at home stations during competition, while deployed in support of a crisis, or in support of tactical operations during armed conflict. 1-4. At home stations, military police conduct law enforcement, criminal investigations, police engagement, corrections, physical security procedures, antiterrorism, and protective services tasks to maintain safe and secure environments that enable commanders to generate, project, and sustain combat power during training, deployment, tactical operations, and redeployment in support of multidomain operations. Multidomain operations is the combined arms employment of joint and Army capabilities to create and exploit relative advantages to achieve objectives, defeat enemy forces, and consolidate gains on behalf of joint force commanders (ADP 3-0). 1-5. During large-scale combat operations, military police enable Army forces to defeat enemy organizations, control terrain, protect populations, and preserve the force by providing complementary and reinforcing capabilities through the three military police disciplines (police operations, detention operations, and security and mobility support). Large-scale combat operations are extensive joint combat operations in terms of scope and size of forces committed, conducted as a campaign aimed at achieving operational and strategic objectives (ADP 3-0). 1-6. Leaders combine arms in complementary and reinforcing ways to protect capabilities and amplify their effects. Combined arms is the synchronized and simultaneous application of arms to achieve an effect greater than if each element was used separately or sequentially (ADP 3-0). Confronted with a constantly changing situation, leaders create new combinations of capabilities, methods, and effects to pose new dilemmas for adversaries. Military police execute missions as part of an integrated combined arms effort during competition, crisis, and armed conflict. 1-7. Military police share a common general understanding of the operational environment and add a degree of focus on the aspects that are necessary to maintain order and discipline while enforcing laws. Guided by this shared understanding and complemented by a policing mindset, military police seek to identify potential challenges and opportunities associated with the operational and mission variables of the operational environment. C ORE C OMPETENCIES 1-8. Military police provide their technical expertise and tactical proficiency through the conduct of military police operations and the means of the military police core competencies (soldiering, policing, and corrections). Military police are Soldiers first—disciplined, physically and mentally tough, trained, and proficient in combat tasks and battle drills. 1-9. The military police core competency of policing summarizes the technical capabilities that military police provide to enable commanders to preserve readiness to generate, project, and sustain combat power throughout the operational framework. Operational framework is a cognitive tool used to assist commanders and staffs in clearly visualizing and describing the application of combat power in time, space, purpose, and resources in the concept of operations (ADP 1-01). 1-10. The policing competency also plays a vital role in countering hybrid threats, reducing crime, establishing order, and enforcing the rule of law. Policing also includes investigations—traffic and criminal. In support of Army tactical operations, military police investigations focus on war crimes, the prevention of profiteering and loss through theft in supply lines, the maintenance of good order and discipline, the identification and targeting of criminal networks that support and finance enemy forces, addressing corruption by partner governments, and ensuring the integrity of the lines of supply when local or host-nation contracting of services and transport are desired or required. No other force is as uniquely resourced, trained, and organized to provide policing capabilities in support of the Army and its joint partners. 1-11. Regardless of the operational environment, the corrections competency establishes military police as the experts for conducting corrections for the U.S. Army. The corrections mission generates detention experts for the Army. It ensures that the detainment of a population or group posing some level of threat to military operations is conducted humanely according to U.S. law, the rule of law, the law of armed conflict, applicable policy, and the Geneva Conventions. In support of Army tactical operations, these detention professionals conduct the military police discipline of detention operations to reduce the impact of detainees on maneuver forces, build partner capacity efforts, and ensure that commanders retain the freedom of action needed to accomplish the mission. D ISCIPLINES 1-12. Military police operations are executed through the military police disciplines (police operations, detention operations, and security and mobility support). These disciplines are interdependent areas of expertise formed by military police technical capabilities and tactical tasks. Each discipline is focused on capabilities that support or are supported by the other disciplines: • Police operations. Police operations is identified as the lead discipline for military police operations and is a primary protection warfighting function task. Police operations is driven by police intelligence. It provides the foundation for military police technical and tactical operations and provides the policing lens through which all military police operations are viewed. • Detention operations. Detention operations is also a primary protection warfighting function task conducted by military police to shelter, sustain, guard, protect, and account for populations (detainees or U.S. military prisoners) due to military or civil conflict or to facilitate criminal prosecution. The Secretary of the Army is the Department of Defense (DOD) executive agent for detainee operations and for the long-term confinement of U.S. military prisoners. • Security and mobility support. Security and mobility support enables the movement and maneuver warfighting function, the sustainment warfighting function and the protection warfighting function. The security and mobility support discipline focuses on the technical capability and tactical tasks that support and extend the Army’s operational reach and enable freedom of action through—  Mobility operations (with a focus on movement over maneuver).  Security operations (with a focus on area and local security that includes the significant task of antiterrorism and physical security).  Military working dogs (with a patrol and unexploded ordnance focus)  Populace and resources control operations (with a focus on the control and security of dislocated civilians and infrastructure). 1-13. Through these disciplines, military police units provide commanders a range of tailorable and focused capabilities. Military police headquarters cannot generally conduct all three disciplines at the same priority level; therefore, commanders must anticipate, prioritize, and synchronize the employment of military police assets. The echelon provost marshal and staff make priority recommendations in the planning process based on the commander’s guidance and the mission variables. Each provost marshal works closely with supported commanders to ensure that military police support is responsive and appropriate to the commander’s concept of operations and to establish command and support relationships. 1-14. The three military police disciplines (police operations, detention operations, and security and mobility support) are listed in table 1-1, page 4, along with major technical capabilities and tactical tasks aligned beneath the corresponding discipline. The list of capabilities and tasks displayed is not an all-inclusive list of military police tasks. See appendix A for additional information on military police disciplines. 1-18. The operational environment model aids in accounting for factors, specific circumstances, and conditions that impact operations. This understanding enables leaders to better identify problems, anticipate potential outcomes, and understand the results of various friendly or threat actions and the effects these actions have on achieving the military end state. 1-19. The term threat includes any combination of actors, entities, or forces with the capability and intent to harm U.S. forces, U.S. national interests, or the homeland. Threats include nation-states, organizations, people, groups, or conditions that can damage or destroy life, vital resources, or institutions. The various actors in an area of operations can qualify as a threat, an enemy, an adversary, a neutral, or friendly actors. A peer threat is an adversary or enemy with the capabilities and capacity to oppose U.S. forces across multiple domains worldwide or in a specific region where it enjoys a position of relative advantage. Peer threats possess roughly equal combat power to U.S. forces in geographical proximity to a conflict area. See ADP 3-37 for additional information on threats. 1-20. An operational environment for any specific operation involves not only isolated conditions of interacting variables within a particular area of operations but also interconnected influences from the global or regional perspective (political, social [crime, terrorist], and economic) that impact conditions and operations. These interconnected influences impact operations throughout the strategic framework (strategic support area, joint security area, extended deep area, and assigned operational area). To succeed in military operations, commanders must thoroughly understand and appreciate the changing nature of an operational environment. Land operations often prove complex because actors intermix, with no easy means to distinguish one from another. Civilians who are sympathetic to the enemy may become significant threats to operations. They may be the most difficult to counter because they are generally outside an established enemy agent network, and their actions may be random and unpredictable. 1-21. The three dimensions are significant in the changing nature of the operational environment. Military police must understand the physical, information, and human dimensions; their impact on military police operations; and the impact military police operations have on them. Actions in one dimension influence factors in other dimensions. Understanding the interrelationship of the dimensions enables decision making on how to create and exploit advantages in one dimension and achieve objectives in the others without causing undesirable consequences. 1-22. Crime, disorder, the fear of crime, and terrorism are human endeavors that occur in the physical dimension throughout the strategic framework and impact the operational environment. Criminal threats and terrorist attacks manipulate, exploit, and intimidate vulnerable and frustrated populations as ways to discredit governments, gain power and influence, drive disorder and instability, and generate illicit profits that impact all three dimensions. Crime, disorder, and the fear of crime continue to be persistent, debilitating factors that contribute to instability across the operational environment, especially in densely populated urban areas and in weak, failing, and failed states. 1-23. Many operational environments include densely populated urban areas. In urban environments, threats can be difficult to identify due to the complex nature of the forces and environment. These threats may operate independently or together. Individuals may be active members of one or more groups. Potential urban adversaries share many characteristics. In urban terrain, friendly forces may encounter a variety of potential threats, such as conventional military forces, paramilitary forces, insurgents or guerilla forces, terrorists, common criminals, drug traffickers, warlords, or street gangs. 1-24. The nexus between criminal and irregular threats has grown closer and stronger. Criminal elements have been categorized as a subcategory of irregular threats. Their organizational structure, tactics, and activities are not exclusive to one type of irregular threat. Most criminal activities in the operational environment occur in densely populated urban areas where disorder, crime, and the fear of crime threaten military operations, destabilize governments, harm civilian populations, and weaken developing security forces. 1-25. Military police commanders and staffs charged with conducting military police operations must begin with a thorough understanding of the operational environment, the present risks and opportunities, and the capabilities military police possess that prevent or mitigate the effects of threats and hazards. Knowledge of the operational environment is the precursor to effective action. Military police obtain knowledge about the operational environment through aggressive and continuous information collection (military and police), surveillance, and reconnaissance. 1-26. Army doctrine also recognizes the eight operational variables of political, military, economic, social, information, infrastructure, physical environment, and time (PMESII-PT) for analyzing and understanding any operational environment. To support military plans, missions, and orders, relevant information from these operational variables can be filtered into the categories of the Army mission variables of mission, enemy, terrain and weather, troops and support available, time available, civil considerations, and informational considerations (METT-TC [I]). (See FM 5-0 for more information on operational and mission variables.) Understanding the operational environment helps to identify current, developing, and potential hazards and threats that enable commanders to direct, coordinate, and synchronize protection capabilities and proactive measures to mitigate or prevent the effects of threats and hazards (see ATPATPArmy Techniques Publications 2-01.3 for additional information). 1-27. The military police approach seeks to identify potential challenges and opportunities associated with the operational and mission variables of the operational environment. This includes identifying and meeting the challenges associated with policing and other security-related missions, detention tasks, and other mission sets unrelated to close combat. O PERATIONAL V ARIABLES 1-28. The operational environment is described in the operational variables PMESII-PT. Operational variables describe not only the military aspects of an operational environment but also the influence of the population. The following are examples of a military police approach to the operational environment: • Political. Understanding the cultural, social, and political power relationships within an area of operations can help commanders recognize key actors, visualize explicit and implicit aims, and identify capabilities to achieve the desired end state. Military police assess challenges associated with governance as they pertain to the transition of political power, legitimacy, the rule of law, social justice, corruption, and punishment. Irregular and criminal threats attempt to drive, seize, and capitalize on the instability, insecurity, and population grievances caused by political and social conflicts, rampant corruption, the scarcity of resources, humanitarian crises, economic challenges, and technological disruptions to promote their cause and achieve their strategic ends while undermining their opponents. Military police assess the host-nation police capability and capacity and the host-nation relationship with local and regional political power brokers. Military police also identify and track election cycles to help protect applicable democratic processes and determine events that may expose friendly forces and host-nation personnel to unlawful or threatening activities that may affect the transition of power. Military police examine the effects of laws, agreements, and mandates that might influence military police capabilities. These laws, agreements, and mandates may involve locals, belligerents, or allies. Military police leaders must understand laws, policies, and military or political directives that guide their relationship with contract companies, personnel, and commercial operations in the area of operations. They must also understand how they can affect laws, regulations, and agreement enforcement. • Military. The military variable explores the military capabilities of relevant actors in a given operational environment. Military police focus on conventional and unconventional threat capabilities that can attack critical capabilities or areas, high-risk personnel, critical nodes, and other facilities essential to friendly operations. The military variable addresses risk mitigation and how to protect critical capabilities, areas, and information. Military police plan to engage unified-action partners early in the operation to determine the best use of commensurate assets and capabilities in a joint, interagency, and multinational context. Military police capabilities are a significant and relevant component within the military variable. Commanders can leverage military police policing expertise among diverse populations to engage, influence, and build enduring relationships (human and information advantage) with host-nation populations and government authorities to build willingness and capabilities for sharing responsibilities in establishing and maintaining public order. Military police training and experience in the employment of ethical and measured use of force, and the ability to treat people with dignity and respect, enhance the ability of Army forces to build trust, confidence, and legitimacy among populations, which is essential in long-term order maintenance and more effective than compulsion, intimidation, and coercion; the indiscriminate enforcement of laws; or the questionable use of lethal force. • Economic. The economic variable encompasses individual behaviors and aggregate phenomena related to resource production, distribution, and consumption. Military police identify predictable events and activities in the local and regional business cycles (such as harvests and holidays) that can lead to identifiable commodity and currency movement. These activities can be influenced or manipulated to control populations or create wealth for illicit, unlawful, or threat purposes. Military police conduct police engagement operations to collect police information that protects essential economic activities or areas. Police information obtained through police engagement may enable the protection of assessment teams as they assess economic indicators in a specific area of operations. Military police examine economic influences, crime, criminal threats, and corruption that affect the hiring, training, equipping, and sustaining of civilian police and corrections agencies required to support the rule of law. • Social. The social variable describes the cultural, religious, ethnic, and social elements within an operational environment. Military police identify and analyze enforcement gaps that can create crime-conducive conditions, disorder, and the fear of crime, potentially affecting military operations or political success. Education cycles, civilian displacement, 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 examine the relationship between the population and the police and identify hybrid threats, criminal threats, terrorist threats, and patterns within a society. • Information. The information variable describes the nature, scope, characteristics, and effects of individuals, organizations, and systems that collect, process, disseminate, or act on information. Military police identify and track predictable news and media cycles for their relationship to threat or criminal activity in an area of operations and remain cognizant of internet media that may incite unrest or cause potential flashpoints. In synchronization with information advantage and public affairs operations, military police conduct police engagement to deliver messages and support informational themes consistent with friendly military goals and actions. Deliberate and frequent interaction with the population allows military police to quickly gather information supporting situational understanding, protection efforts, and police activities. • Infrastructure. Infrastructure comprises the basic facilities, services, and installations that are needed for the functioning of a community or society. The military police assessment identifies the existence or shortfalls of basic infrastructure to support detention or dislocated civilian operations during large-scale combat operations. It might also address the facility requirements needed for civilian or military policing and correction institutions, such as police stations and jails, through the area of operation. Military police assess the quality and traffic ability of roadway infrastructure necessary to support tactical movements along main and alternate supply routes or dislocated civilian flow along designated tertiary routes without interfering with operations. They track and monitor civilian traffic patterns to identify predictable criminal or threat movement patterns. • Physical environment. The defining physical environment factors are urban settings (super surface, surface, and subsurface features), other complex terrain, weather, topography, hydrology, and environmental conditions. The military police assessment provides additional information on how the physical environment (especially weather) might impact the execution of military police operations. It also addresses environmental factors as they relate to the protection of high-risk personnel. • Time. The variable of time influences military operations within an operational environment by its impact on decision cycles, operational tempo, and planning horizons. The military police assessment includes the examination of periodic and predictable cycles of activity that can reveal trends, patterns, and associations necessary for predictive analysis, focused policing models, and strategies. As a resource, time is one common variable in synchronizing operations. Military police examine each particular phase of an operation to anticipate when and where a specific military police capability is most needed. Traffic circulation enforcement, control plans, and movement tables often require strict adherence to deliberate timelines. 1-29. Military police review the operational environment using operational variables to add to the shared common understanding by identifying potential challenges and opportunities within the operation before and during mission execution. The military police view of the operational environment is analyzed across military police disciplines and is linked to the common overall understanding through the warfighting functions. 1-30. An operational environment analysis (concerning operational variables) provides relevant information that commanders and staffs use to improve situational understanding. The previous examples illustrate the added focus sought within each operational variable by the military police view of the operational environment. The added technical view contributes relevant information to the shared common understanding of the operational environment for a particular operation. Additional mission analysis of the operational variables supports information and planning requirements for METT-TC (I) considerations. M ISSION V ARIABLES 1-31. Similar to the operational environment analysis using the operational variables, military police at the tactical level use the mission variables to seek a shared common understanding from a military police perspective. Additionally, military police use these variables to identify hazards during deliberate planning and real-time application. The identified hazards are mitigated (see ATPATPArmy Techniques Publications 5-19 for additional information). Military police are expected to exercise prudence and ensure that residual risk is accepted at the appropriate level. The following are examples of the military police perspective for each mission variable: • Mission. Commanders analyze a mission through specified tasks, implied tasks, and the commander’s intent (two echelons up) to determine essential tasks. Military police commanders and staffs conduct the same analysis, focusing on the military police requirements, to determine the essential tasks of military police. Early identification of the essential tasks for military police support enables maneuver commanders to request military police augmentation early in the planning process. • Enemy. The military police view of the enemy (or criminal element) concentrates on enemy tactics, equipment, and capabilities that could threaten friendly operations. This may include an analysis of other factors within the area of operations or the area of interest that could impact mission success. • Terrain and weather. Military police analyze terrain (man-made and natural) to determine the effects on friendly and enemy operations. Like other Soldiers, military police analyze terrain using the five military aspects of terrain (observation and fields of fire, avenues of approach, key terrain, obstacles, and cover and concealment). Military police use geospatial products to help commanders and staffs visualize how certain aspects of the terrain promote crime and criminality and impact movement and safety. Military police may utilize Air Force staff weather officers to analyze the effects of terrain and weather on operations. Staff weather officers are subject matter experts who coordinate activities under the unit G2/S2 section and provide analysis of terrestrial, atmospheric, and space weather in support of mission execution. • Troops and support available. Military police consider the number, type, capabilities, and level of training of available military police troops and support (joint, multinational, and interagency forces). A complete listing of military police technical capabilities and tactical tasks is found in appendix A. • Time available. Military police must understand the time needed to plan military police operations and the importance of collaborative and parallel planning. They must also realize the time required for positioning critical assets and the time associated with setting conditions for performing military police tasks or activities. • Civil considerations. Military police must understand the impacts that man-made infrastructure, civilian institutions, and attitudes and activities of civilian leaders, populations, and organizations within the area of operations might have on military operations. At the tactical level, key civilian areas, structures, critical capabilities and areas, organizations, people, and events should be considered. The military police view is focused on systems and infrastructure that pertain to police and prison structures, organized criminal networks, legal systems, investigations and interviews, crime-conducive conditions, and enforcement gaps and mechanisms (known as the POLICE assessment tool). See ATPATPArmy Techniques Publications 3-39.20 for more information on POLICE. • Informational considerations. Informational considerations is expressed as a parenthetical variable (I) in that it is not an independent variable but an important consideration combined with each mission variable that leaders should pay particular attention to in understanding a situation. Commanders and staffs integrate information into all operations and activities to create favorable support and circumstances for friendly action; limit enemy, adversary, or criminal action; and minimize unintended operational and mission variables consequences. Information considerations are the relevant friendly, threat, and neutral (military and civilian) individuals, organizations, and systems capable of generating cognitive effects and influencing behavior. C RIMINAL T HREATS 1-32. Criminal threats exist at every level of society and throughout the strategic framework (strategic support area, joint security area, extended deep area, and assigned operational area). Regardless of their capabilities, their presence adds to the complexity of any operational environment. Criminal threats may be connected with irregular forces or regular military and/or paramilitary forces of a nation-state. However, criminal threats may pursue criminal activities independent of other actors. 1-33. Nation-states use criminals and other irregular threat actors to achieve strategic, operational, and tactical objectives while retaining plausible deniability. Nonstate actors, such as terrorist networks and insurgencies, continue to rely on criminal activities to accrue the necessary financial means to sustain forces and operations. Terrorists and insurgents continue to use criminal populations as recruiting pools for new members. State and nonstate actors collaborate with criminal networks to gain access to the critical knowledge, skills, and abilities they may lack among their forces to generate the necessary synergy to create multiple dilemmas for their opponents. Peer threats may support proxy forces or influence unwitting groups, including irregular forces, saboteurs, sympathetic civil organizations, and criminals. These groups may be used to prevent timely deployment operations by denying access to roads or facilities with crowds, protests, or looting. 1-34. Criminal activity is an act committed in violation of the law. These criminal acts are a part of daily life for most people in urban and rural areas. However, criminal activity thrives in areas with instability and a lack of government control or law enforcement. The actions of insurgents and guerrilla forces further erode stability and effective governance, creating more opportunities for criminal pursuits. By turning to an established criminal enterprise within an area of operations, enemy forces can use preexisting infrastructure to provide sustainment, equipment resupply, and intelligence. It may be challenging to distinguish crime from ethnic feuds, ideological and theological extremism, or other elements of a culture that incite insurgency or guerrilla warfare. 1-35. Very few crimes can be carried out by an individual criminal. Therefore, some form of organization is usually required. It may be a group of two or three individuals or a larger, more sophisticated organization. The higher the level of organization, the greater the potential for profit and power. Criminal organizations may not change their structure in wartime unless wartime conditions favor or dictate different types of criminal actions or support activities. Criminal organizations of a larger scale can take on the characteristics of a paramilitary organization for self-protection or as a private army for hire. Criminals may have the best technology, equipment, and weapons available because they have the money to buy them. 1-36. Criminal organizations generally fall into three groups: gangs, large-scale criminal networks, and transnational criminal organizations. Some gangs and criminal networks develop into more extensive criminal networks and possibly into transnational criminal organizations. Thus, the lines of separation are only sometimes clear-cut. However, some basic differences exist in how these three organizations are structured and operate. 1-37. Large-scale and transnational criminal organizations extend beyond national boundaries to operate regionally or across the strategic framework. Large-scale organizations may have the capability to affect legitimate political, military, and judicial organizations adversely. However, individual criminals or small-scale criminal organizations (such as gangs) do not. Any criminal organization can affect government organizations and/or military operations by becoming affiliated with the irregular forces or military forces of another nation-state. Unless a criminal organization is associated with government officials, it must operate in ungoverned or poorly governed areas. Otherwise, the governing authority would interfere with the criminal activity. The ungoverned area may be virtual—on the internet or in cyberspace. Criminal organizations can draw on virtual sanctuaries such as websites, chat rooms, and blogs. 1-38. Criminal organizations seek unconstrained spaces to conduct illegal activities. Criminal organizations also seek to create or maintain a region that has no governmental control or has governmental control that is easier to corrupt and intimidate. Such areas would give criminal organizations sufficient latitude to operate and discourage rival criminal enterprises. From this base area, criminal organizations can generate more violence and instability over wider sections of the operational environment. 1-39. Some criminal organizations can generate instability and insecurity within a state or across borders. They can become partners with insurgents to further their criminal ends. A criminal organization can take on the characteristics of an insurgency when using subversion and violence to negate law enforcement efforts. Some criminal organizations may seek to corrupt political power through financial means or intimidation. The more they seek freedom of action, the more they inhibit state sovereignty. A criminal organization may create its form of government by providing protection and enforcing its will on the populace. Suppose it can challenge the governing authority control beyond the local level of government. In that case, it becomes an insurgency unto itself, although its ends are materially rather than ideologically focused. SUPPORT TO THE LEVELS OF WARFARE 1-40. The levels of warfare are a framework for defining and clarifying the relationship among national objectives, the operational approach, and tactical tasks (see ADP 1-01). While the various methods of warfare are ultimately expressed in concrete military action, the four levels of warfare—national strategic, theater strategic, operational, and tactical—link tactical actions to the achievement of national objectives, as shown in figure 1-2, page 12. 1-41. The levels of warfare distinguish four broad overlapping activities—providing national direction and creating national strategy (national strategic); conducting continuous theater campaigning (theater strategic); planning and conducting campaigns and major operations (operational); or planning and executing operations, battles, engagements, and actions (tactical). No fixed limits or boundaries exist between these levels; they help commanders visualize a logical arrangement of operations, allocate resources, and assign tasks to the appropriate commands. The challenges of planning, preparing, executing, and continuously assessing operations within diverse theaters vary. Military police commanders and staffs must remain involved in the operations process at each level of warfare. Military police leaders identify challenges and opportunities that equip the staff with relevant information to form a more comprehensive understanding, leading to the most effective use of military police assets and capabilities in mission execution. Military police staff must ensure that they are integral to the planning process at all levels. 1-42. The national strategic level of warfare is the level of warfare at which the U.S. government formulates policy goals and ways to achieve them by synchronizing action across government and unified action partners and employing the instruments of national power (FM 3-0). The instruments of national power are all of the means available to the government to pursue national objectives (diplomatic, informational, military, and economic). The national strategic level of warfare focuses on developing global strategy and providing global strategic direction. Strategic direction provides context, tasks, and purpose for the employment of the instruments of national power. 1-43. Military police activities at the strategic level include force planning, military police-related policy and doctrine development, and the execution of operations that focus on the means and capabilities to generate, employ, sustain, and recover military police forces. The theater strategic level of warfare is the level of warfare at which combatant commanders synchronize with unified action partners and employ all elements of national power to fulfill policy aims within the assigned theater in support of the national strategy (FM 3-0). Military police staff and commanders at the strategic level advise on the following: • Detainee and dislocated civilian missions. • The protection of strategic-level infrastructure, including seaports of debarkation and aerial ports of debarkation. • Line of communication security. • Military police sustainable readiness priorities. • Joint targeting against criminal actors. • Foreign humanitarian assistance. • Service policing interoperability. • Rules of engagement and rules for the use of force. • The rule of law. • The engagement of interorganizational law enforcement agencies to defeat, identify, and monitor criminal networks. • Host-nation police training and support. • The synchronization and integration of operational efforts with host-nation policing and weapons stockpiles. Note. Police operations at home stations enable commanders to preserve readiness and generate, project, and sustain combat power during training, mobilization, and deployment activities. 1-44. Military police activities at the operational level focus on the impact of geography and force projection infrastructure on the commander’s operational design. The operational level of warfare is the level of warfare in which campaigns and operations are planned, conducted, and sustained to achieve operational objectives to support achievement of strategic objectives (JP 3-0). Military police planners must determine the basic, broad mobilization, deployment, employment, and sustaining requirements of the geographic combatant commander’s concept of operations. Joint force commander military police planners need to understand the capabilities and limitations of the military police of joint and multinational forces. Many military police activities for strategic operations are performed at the operational level. At the operational level, military police— • Prioritize limited assets and mitigate risks. • Conduct operational assessments and police intelligence operations, working with intelligence officers to analyze criminal and hybrid threats. • Plan for the protection of high-risk personnel and facilities. • Prepare to employ lethal and nonlethal military police capabilities, anticipate other requirements, and request capabilities to meet those requirements. • Develop products and services and make recommendations on force protection and the rule of law. 1-45. As the link to tactical military police integration, operational planning guarantees that adequate military police capabilities are provided to ensure mission success at each phase of the tactical operation—military police activities at the tactical level focus on supporting the ordered arrangement and maneuver of combat elements. Military police considerations at the tactical level of warfare must include relationships between each other and the enemy, critical priority tasks required to achieve combat objectives, unit mobility, and the ability to execute mutual support with maneuver elements. The tactical level of warfare is the level of warfare at which forces plan and execute battles and engagements to achieve military objectives (JP 3-0). While tactical planning may be conducted within each of the Services, in the context of military police operations, this primarily focuses on military police disciplines and planning done within tactical organizations. Operational planners set the conditions for success at the tactical level by anticipating requirements and ensuring that capabilities are available. 1-46. Military police tactical planning is focused on support to designated critical priority tasks, including police operations tasks in support of civil security and civil control efforts, detention tasks that ensure detainees do not interfere with combat operations, and security and mobility support tasks that enable critical security and mobility priorities. Military police tactical planners use the military police assets that operational planners provide to support the tactical mission tasks assigned to the maneuver units they support. With military police support, the subordinate joint force commander ensures that military police capabilities are effectively integrated into the tactical operation order and that military police are leveraged to perform identified priority tasks. 1-47. Tactical tasks are complex, and planning must consider symmetric and asymmetric threat capabilities. Support to policing and a corrections institution (which may include training, development, or mentorship) is critical to enable the maneuver commander at the tactical level during stability operations. Military police facilitate the ability to discern and identify patterns, plan specific strategies based on the criminal threat, and provide particular threat information in police intelligence. 1-48. The military police approach to the operational environment facilitates the synchronization of military police operations in support of combined arms through the framework of the warfighting functions. Understanding the operational environment is nested within a holistic Army understanding of the operational environment. While there are significant linkages to each warfighting function, strategic and operational planning support is focused primarily within the protection, movement and maneuver, and intelligence functions. At the operational to tactical level, planning support focuses mainly on the protection, movement and maneuver, intelligence, and command and control warfighting functions. While the primary focus and staff organization for military police considerations vary among levels of war, military police remain central to the integration of policing, detention, security, and mobility support tasks and to shaping the operational environment. POLICING PRINCIPLES 1-49. The policing principles shape the military police approach to the operational environment and provide a foundation for which military police operations are conducted. A principle is a comprehensive and fundamental rule or an assumption of central importance that guides how an organization approaches and thinks about the conduct of operations (ADP 1-01). Six principles guide military police operations: • Prevention. • Public support. • Restraint. • Legitimacy. • Transparency. • Assessment. 1-50. Military police Soldiers and leaders have used these principles to develop operational concepts and guide the employment of police formations as they shape the operational environment. These principles do not comprise a rigid checklist; however, they represent dominant characteristics of police activities that are usually found in societies influenced by Western culture. Each principal complements and enables the others. P REVENTION 1-51. Military police conduct intelligence-driven policing to take proactive actions to prevent and deter crime and stop disruptions to civil order and military operations. Fundamental to this approach is the early detection, identification, and targeting of criminal threats and crime-conducive conditions. Military police conduct predictive analysis to inform the development of prevention strategies and programs and to engage in dynamic targeting of criminal and other irregular threats. Military police use proven police strategies, models, and surveys to focus the collection of police information through police activities. Proactive policing activities are enabled through the deliberate application of integrated police intelligence activities by military police and CIDCIDCriminal investigation division. If prevention efforts fail, military police are trained for rapid response to resolve problems resulting from incidents occurring within the area of operations or sphere of influence. P UBLIC S UPPORT 1-52. Police forces should not be detached from the public they are policing because successful police forces are nested with the public they are charged to protect. Police activities and strategies are generally enhanced through the efforts of an involved citizenry that supports the police. In many societies, the public supports police efforts that provide security, safety, or service benefits to the community if the police force is trustworthy, fair, and objective. Military police are organized and employed in a manner that facilitates building public support and voluntary compliance through frequent and continuous interaction with a population. Military police can successfully garner public support by collecting and disseminating information to a community or population through Soldier and leader engagement. (See FM 3-13 for additional information on information-related capabilities.) Police engagement provides a connection to the public and other police entities. This is apparent in traditional law enforcement and police and protection activities within an operational environment. R ESTRAINT 1-53. The range of lethal and nonlethal capabilities differentiates police forces from security, paramilitary, or conventional military forces. The perceived threat of significant violence associated with conventional military forces can prevent conflict but may result in tensions in a civilian community. These tensions may lead to disorder and confrontation. Introducing police forces with the appropriate level of lethality signals a return to normalcy and may reduce community tensions. These forces present a less‑threatening force signature that may be more acceptable to local inhabitants. 1-54. Police activities complement other graduated response mechanisms intended to reduce violence and disorder within an area by mitigating the unnecessary escalation of force. Military police and other forces engaged in police activities among local populations must be capable of exercising restraint in applying force to compel compliance from civilians and others. Military police are specifically trained to engage the public and the community within established rules for using force and rules of engagement, applying only the required level of force to accomplish the mission. The prudent and measured application of force is critical to gaining and maintaining public support. Excessive force can alienate the population, undermine police efforts, pose a threat to friendly forces, and challenge the consolidation of gains following conflict. L EGITIMACY 1-55. Police authority is generally accepted as legitimate if the competent authority sanctions it and the laws or mandates are applied fairly and impartially. This includes consistently applying police activities within a community or across the area of operations. Police actions that appear to be based on ethnic, religious, personal, or political bias or affiliation generally lack legitimacy, lose public support, and lead to confrontation or reprisal. Military police and other police personnel maintain a professional bearing and deal with the public firmly and impartially. Law enforcement activities or programs that lead to justice and the effective resolution of problems, conditions, or incidents within the area build and maintain trust within the population. T RANSPARENCY 1-56. Policies, established principles, leaders’ intent, and corrective actions that affect police and detention operations should be open and accessible. This does not mean allowing public access to police files and information regarding ongoing investigations; rather, transparency ensures that personnel, policies, and procedural aspects of police organizations are known and reasonably accessible to the public. This allows for public awareness, scrutiny, and accountability. Military police conducting police and detention operations must operate in a manner that can withstand public scrutiny. Leaders continuously balance transparency with the operational security requirements necessary for protection. A SSESSMENT 1-57. Police activities and operations are continually assessed through cause and effect and cost versus benefit analyses. Using trend, pattern, and association data, police personnel focus on developing or adjusting police strategies, identifying where criminals or crime-conducive conditions exist, and predicting where problems may emerge. Military police and CIDCIDCriminal investigation division continuously assess their activities in support of establishing order and determining the progress measured against established measures of effectiveness. This allows leaders to adjust the application of police resources. These assessments develop awareness and intuitive judgment in police personnel and organizations and identify the subtle changes or variations in societal behavior toward disorder or changes that may signal a deteriorating security environment. CHALLENGES 1-58. Operational environments present unique challenges that military police must be prepared to overcome during competition below armed conflict, crisis, and armed conflict (see FM 3-0 for more information about competition, crisis, and armed conflict). Adversaries will use a combination of military and nonmilitary capabilities in all domains, requiring commanders and staffs to continually assess and reassess military police priorities and employ military police capabilities within their assigned areas of operations, from U.S. military installations to the close area of the operational framework. 1-59. Enemy capabilities enable them to conduct operations within the homeland, against power-projection capabilities, in the support areas, and into the area of operations deep maneuver and fires areas. The enemy will contest all deployments, challenge the tempo of movement, and restrict the build-up of combat power. Their disruptive effects may occur at unit home stations and ports of embarkation, while in transit to the theater, and upon arrival at ports of debarkation. Army forces may not have the capability or authority to preempt these attacks. 1-60. Peer adversaries possess the capability and capacity to observe, disrupt, delay, and attack U.S. forces and operations at home stations in the U.S. and at locations overseas. Throughout the strategic contexts, logistics are a priority target for enemy forces and will be contested in all domains to defeat our ability to sustain Army operations. Now more than ever, military police forces must plan to protect logistics—from points of origin where force projection begins to the logistics release point where sustainment is distributed to maneuver forces. 1-61. Military police must anticipate that logistic operations throughout the supply chain system will be under continuous visual, electromagnetic, and influence observation. Within the U.S., peer adversaries can employ effects across multiple domains, which can disrupt critical infrastructure, including civilian transportation, power, communications, fuel, water, and other life support. Disruption of these types of infrastructure can disrupt, delay, and deny Army operations. The Military Police mission of protecting logistics starts at forts, camps, aerial ports of debarkation, seaports of debarkation, and other vital locations where U.S. forces can generate and project forces. Between fort to port, port to port, and port to theater, military police must coordinate with local, state, federal, and host-nation authorities to mitigate deployment disruptions and security needs. 1-62. During crisis and armed conflict, planners can anticipate that sustainment forces will be the priority of enemy effects in all domains so they can be detected, targeted, and destroyed. To survive on the battlefield, sustainment forces must be mobile and operate dispersed to increase their survivability, creating additional protection and security burdens. With limited protection assets, logistics and military police planners must anticipate and prioritize key sustainment items and missions for protection. Additionally, to mitigate enemy long-range fire, special purpose forces, and other capabilities with limited protection assets, planners must prepare and plan for windows of opportunity to move logistics. See FM 4-0 for more information on contested logistics. 1-63. Commanders must also be aware of personnel within their force who have authorized access to DOD facilities, systems, equipment, information, or infrastructure and may want to maliciously cause damage, disrupt operations, commit espionage, or support a criminal, extremist group, insider threat, or terrorist organization. Adversaries rely on surveillance and reconnaissance capabilities from national and local levels to collect targeting information on U.S. military headquarters, communications systems, critical infrastructure, and power projection facilities in the homeland. They will employ nonlethal capabilities to reduce friendly force tempo, deny essential services, and understand and influence populations and officials, altering friendly decision-making. Adversaries will also create or leverage conditions intended to fracture partnerships, stress the will of friendly actors, and flip friendly force advantages in multiple areas to the side of the adversary. 1-64. Military police are instrumental in protecting bases, military sustainment nodes, and operating areas from infiltration, collection on installation activities, and targeting by foreign intelligence, security services, criminals, surrogates, insurgents, and international terrorist organizations in the homeland. At home stations, military police conduct police operations, implement physical procedures, apply antiterrorism measures, and integrate police intelligence operations to protect critical capabilities, areas, and information to enable commanders to generate, project, and sustain combat power from the homeland and other locations to the operational support area. 1-65. Police intelligence operations address challenges associated with the crime-terror nexus by providing commanders with technical police capabilities, knowledge, and experience to analyze and understand criminal behavior and activities and factors within their operating environments that promote crime opportunities. As members of armed groups, insurgents and other belligerents use or mimic organizational structures, activities, and practices associated with criminal networks that move contraband, raise funds, or further their goals and objectives indirectly. Police intelligence operations focus on identifying the linkages between criminals and other irregular threats to enable commanders and staffs to better understand and act in complex environments. 1-66. Army forces deploy by air and sea from strategic support areas. Protection of sea and air of embarkation and debarkation require greater emphasis due to the adversary’s increased capabilities to attack them. Military police units are trained in access control, physical security procedures, antiterrorism measures, and area security to prevent the uninterrupted movement of U.S forces and sustainment assets at aerial ports of debarkation, aerial ports of embarkation, seaports of debarkation, and seaports of embarkation. 1-67. Reception, staging, onward movement, and integration operations can provide enemies with numerous opportunities to inflict severe casualties. These operations can delay the buildup of combat power by exploiting the vulnerability of units in transit from the theater staging base to the theater assembly area. Securing and protecting staging bases, infrastructure, and theater assembly areas are essential to the force ability to compete and win. 1-68. Using bases for intermediate staging, sustainment, and related activities is required to conduct large-scale combat operations. Commanders establish bases to enable access for onward movement and sustainment of forces. Due to their size and immobility, bases are difficult to conceal. They are generally considered high-value targets for enemy attacks due to the concentration of friendly forces and materiel. Bases are highly contested and difficult to sustain forward on the battlefield. 1-69. During large-scale combat operations, securing and protecting bases, command and control nodes, and other infrastructure are essential to compete and win. Commanders must be able to establish staging areas and enable access for onward movement and sustainment of forces. 1-70. All activities forward on the battlefield, including lines of communication, critical infrastructure, and temporary holding areas, must be resilient and mobile. Commanders operating in these areas must coordinate, synchronize, and integrate protection capabilities into all operations to protect friendly combat power more effectively than the adversary can destroy it. Military police support area security, implement physical procedures, apply antiterrorism measures, conduct police operations, and integrate police intelligence operations, enabling commanders to preserve bases, tactical assembly areas, lines of communication, and prepositioned stocks. 1-71. Urban environments present unique challenges to Army forces in maintaining civilian order and population control. Commanders must consider the impact of military operations on the civilian population and the effects the civilian population has on military operations. Military police support populace and resource control to protect civilian populations by maintaining curfews, restricting movement, and resettling dislocated civilians. The implementation of resource control measures during armed conflict regulates resource consumption, controls resource movement, denies the enemy the use of resources, detects and mitigates the effectiveness of criminal activity, and minimizes negative impacts on maneuver forces. 1-72. Military police face the proliferation of small unmanned aircraft systems as adversaries seek to take advantage of relatively inexpensive, flexible, and expendable systems while exploiting inherent difficulties with attribution and its implications for deterrence. Commanders at all levels face the challenge of being able to counter air threats and adversarial reconnaissance within their operational environment. Small unmanned aircraft systems come in a variety of sizes and capabilities. Most likely to be encountered by military police throughout the strategic contexts, small unmanned aircraft systems can be launched virtually undetected and, with their low radar and sound profiles, are difficult to detect as they maneuver across the battlefield, making them an increasingly preferred method to carry out tactical-level strikes. See ATPATPArmy Techniques Publications 3-01.81 for more information on threat and counter-unmanned aircraft systems operations. 1-73. During large-scale combat operations, maneuver forces may be challenged by the capture of large numbers of detainees. The number of detainees captured by the U.S. Armed Forces at any given point can range from one to thousands, depending on the scope of the armed conflict and the elements involved. While one or two detainees may not create a significant logistic or accountability challenge, a large number of detainees will require a more substantial number of guards and significantly more resources. The higher the number of detainees, the higher the security risks to Soldiers and detainees. Detainee operations begin at the point of capture—the point at which a Soldier has the custody of and is responsible for safeguarding detainees and can directly impact the maneuver force’s ability to conduct operations. Maritime environments and extended lines of communication present additional challenges for detainee operations. Military police minimize detainee impact on maneuver forces, relieving maneuver forces of detainees as far forward as possible. This page intentionally left blank.

“Proven in Battle” 89th Military Police Brigade This chapter discusses how military police operations enable Army operations, from strategic support areas to the close area in the operational framework. Adversaries’ disruptive effects may occur at unit home stations, embarkation ports, while in transit to the theater, and upon arrival at debarkation ports. Military police play a vital role in countering irregular and criminal threats by providing expert knowledge in policing and investigative techniques, police intelligence capabilities, and human aspects of military operations throughout the operational framework. Police intelligence operations, an integrated task, have become increasingly important in operations based on the reality that, in some operational environments, the threat is more criminal than conventional. As operations transition to large-scale combat operations, military police enable Army forces to conduct its primary mission and achieve mission success by conducting tasks from all three military police disciplines (police operations, detention operations, and security and mobility support).

Combat Power “Combat Support” 16th Military Police Brigade This chapter provides an overview of how integrating and synchronizing military police capabilities enables the warfighting functions to generate and apply combat power. The successful application of combat power requires leaders to understand the enemy and friendly capabilities. Military police leaders must know the operational environment and threat methods to understand the enemy situation. They must also know how military police capabilities support Army operations through the warfighting functions to enable the Army to generate more effective land power. WARFIGHTING FUNCTIONS 3-1. All warfighting functions contribute to generating and applying combat power. A warfighting function is a group of tasks and systems united by a common purpose that commanders use to accomplish missions and training objectives (ADP 3-0). The warfighting functions are— • Command and control. • Movement and maneuver. • Intelligence. • Fires. • Sustainment. • Protection. 3-2. Warfighting functions are not branch-specific. Although some branches, staff sections, and types of units have a role or purpose that mainly aligns with a warfighting function, each warfighting function is relevant to all types of units. The warfighting functions provide military police leaders a common framework to integrate and synchronize military police disciplines and capabilities that enable commanders to generate and apply combat power against enemy forces. Figure 3-1, page 52, highlights the integration of military police disciplines across the warfighting functions to enable combat power. T HE C OMMAND AND C ONTROL W ARFIGHTING F UNCTION 3-3. The command and control warfighting function is the related tasks and a system that enable commanders to synchronize and converge all elements of combat power (ADP 3-0). The primary purpose of the command and control warfighting function is to assist commanders in integrating the other warfighting functions (movement and maneuver, intelligence, fires, sustainment, and protection) effectively at each echelon and to apply combat power to achieve objectives and accomplish missions. The command and control system includes people, processes, networks, and command posts. Command and control synchronizes the systems and capabilities that comprise the other warfighting functions. See ADP 6-0 for additional information on command and control. 3-4. Military police plan, integrate, synchronize, and execute missions and activities across all six warfighting functions, including those tasks aligned with the command and control warfighting function. Military police support command and control through many command-and staff-related tasks. Most of these tasks are not specific to military police, although military police execute these tasks to ensure adequate support at strategic, operational, and tactical levels throughout the operational environment. Asset management and prioritization are two of the most critical challenges for commanders and staffs in the operational environment. A lack of military police resources may be typical in the operational environment and impede the commander from executing all identified tasks. Careful prioritization must occur. Even more challenging is the issue that once in the area of operations, force-tailored military police units must be able to transition among elements of operations rapidly. Because the available force-tailored military police units are designed for more specific tasks, military police capabilities must be shifted within the area of operations to match the operational component requirements and the capabilities of military police units. For military police units, consideration must be given to administration and support, including the control of resources and equipment, personnel management, unit logistics, individual and unit training, readiness, mobilization, demobilization, discipline, and other matters not included in the operational missions but inherent in administrative-control responsibilities. 3-5. Military police assets are extremely limited, especially when those assets are leveraged against high-demand requirements, such as detention operations, support to mobility, or area security during large-scale combat operations. Commanders favor decentralized control; when possible, it is the doctrinal solution to uncertainty and increased tempo. However, decentralized control is only appropriate in some cases. Centralized control is better for managing scarce resources, especially those that can produce effects throughout the area of operations. It may be necessary to decisively mass effects in some cases. Centralized control is suitable for operations in which greater-than-normal coordination is involved—within the force or with other Service or nation forces. See ADP 6-0 for additional information. 3-6. The negative impacts of unsynchronized and inconsistent application of detainee operations or efforts to build host-nation policing capability across the area of operations or joint operations area can have significant strategic implications and cause major delays in operational benchmarks for success. When extensive and long-term military police technical capabilities and uniform effect are required across the area of operations or joint operations area, military police brigade command and control of military police assets are needed to ensure the technical oversight, synchronization, coordination, and consistent application of military police capabilities. This is especially true when stability tasks are dominant within the area of operations. 3-7. Military police units must execute command and control and the operations process activities for the unit and interact with the command and control activities of supported units. This interaction may be primarily through military police staff assigned to the supported unit or staff counterparts. A supported unit may not have an assigned military police staff, but the supporting unit usually provides this support. This relationship and degree of interaction is determined by many factors, including the type of unit and echelon being supported and the command or support relationship established. See ADP 5-0 for an in-depth discussion of Army command and support relationships. 3-8. Military police capabilities are integrated throughout the levels of war by combining military police commands and integrated staff positions. Military police serve at varying levels of command and staff throughout their careers and provide the expertise to integrate functions. Provost marshal sections are organic within the BCTBCTBasic combat training, MEB, division, and corps staff designs. See chapter 5 for additional discussion on military police staff integration into Army staffs and the responsibilities of military police staff. Provost Marshal 3-9. Commanders exercise control over assigned forces in the area of operations. The staff has the primary function of assisting the commander, and subordinate commanders exercise control. Control allows commanders to direct the execution of operations. Unlike command functions, which remain relatively similar among echelons of command, control functions increase in complexity at each higher echelon. As the control function becomes increasingly complex, units are assigned larger staff to ensure integration through the warfighting functions and synchronization of combat power. The staff assigned to BCTBCTBasic combat training, division, corps, theater Army, and other joint organizations includes several military police personnel in various sections and cells. 3-10. The senior military police officer on the staff is designated as the provost marshal and is responsible for assisting the commander in exercising control over military police forces in the area of operations. The provost marshal coordinates military police assets and operations for the command. The commander designates the provost marshal as a personal staff officer for law enforcement issues concerning U.S. military forces and U.S. personnel. This ensures appropriate sensitivity and security for criminal investigations and personal information. Each echelon down to the brigade level has an organic provost marshal and staff element to integrate military police forces. The provost marshal office is aligned within the operations section (S-3/G-3). The provost marshal cell usually is assigned to the protection cell in division and higher staffs. Regardless, the provost marshal cell has significant coordination requirements with other staff elements to ensure that military police assets are adequately employed and that military police capabilities support the commander’s intent and stated requirements efficiently and effectively. 3-11. Military police planners are assigned within the BCTBCTBasic combat training, MEB, division, and corps staff designs. A maneuver commander may designate the military police commander as the provost marshal based on experience, mission, or other variables. Military police planners are assigned within all BCTBCTBasic combat training, MEB, division, and corps staff designs. Ultimately, the decision on whether the senior military unit commander serves in both roles is made by each supported force commander based on the specific situation. The following are specific considerations for determining the relationships between the senior military police staff advisor and the senior military police unit commander and designating an individual as the echelon provost marshal: • What staff assets are available to support the military police staff advisor versus the military police unit commander? Are these elements from the same unit, or are separate units resourced for each role? • What experience level is needed for the military police staff advisor? Should this role be resourced with a current or former commander? • How long will the augmenting military police unit, commanded by the senior military police unit commander, be working for or with the force? Is there enough time for this military police commander to acclimate and advise the force commander effectively? • What working relationship is established between an existing military police staff advisor and the force commander? Similarly, is there a working relationship between the military police unit commander and the force commander? Brigade Combat Team Provost Marshal 3-12. Each BCTBCTBasic combat training is organized with an organic military police staff section. The military police staff section supports the brigade combat team and its subordinate organizations while focusing on military police operations within the brigade combat team. It provides the framework for planning military police augmentation to the brigade combat team. 3-13. The BCTBCTBasic combat training provost marshal is responsible for coordinating military police operations and is the senior military police officer in the brigade combat team unless augmented by a more senior military police unit commander. If a military police battalion is task-organized to support the BCTBCTBasic combat training, the brigade combat team commander determines if a change occurs in provost marshal designation. This decision is based on the duration of the task organization and the focus of the mission being performed by the supporting military police battalion. The military police battalion commander and the brigade combat team provost marshal need to coordinate the planning and execution of military police operations that support the BCTBCTBasic combat training. For the maneuver battalion level inside the brigade combat team, the provost marshal plans and recommends military police support. The provost marshal performs the following tasks in support of the planning of military police operations: • Provides organizational focus for tasked-organized military police assets. • Synchronizes military police support across the entire brigade. • Coordinates and prioritizes tasks across the military police disciplines. • Integrates specified and implied military police tasks into brigade planning. • Coordinates and prioritizes MWD, customs, and assists the battalion or brigade intelligence staff officer (S-2) with coordinating and prioritizing forensic support. 3-14. The BCTBCTBasic combat training provost marshal is usually located in the brigade combat team main. However, if the brigade combat team is located in some sanctuary and the tactical command post is deployed forward, the provost marshal may be in the tactical command post. The primary duty of the provost marshal is to plan, coordinate, and facilitate the execution of military police missions in support of the commander’s scheme of maneuver. In this role, the provost marshal must— • Conduct mission analysis to determine military police requirements. • Integrate the military police disciplines into future brigade plans. • Develop the necessary input to BCTBCTBasic combat training orders, annexes, and military police unit orders. • Make time-sensitive military police decisions on requests for immediate tactical support from brigade combat team tactical commanders. • Train the provost marshal cell located at the BCTBCTBasic combat training main command post. • Formulate and recommend schemes of military police support to meet the brigade combat team commander’s intent. • Visualize the future state of military police operations in the BCTBCTBasic combat training. • Recommend the military police priorities of effort and support, essential tasks, and acceptable mission risks to the brigade combat team commander. • Determine and evaluate critical aspects of the military police situation. • Determine what military police missions must be accomplished to support current and future fights. • Develop a scheme of military police operations concurrent with the BCTBCTBasic combat training maneuver courses of action. • Integrate the necessary orders and instructions into higher headquarters plans and orders. • Issue timely instructions and orders to military police assets through the brigade combat team base order to simplify preparation and integration. • Monitor the execution of military police orders and instructions by tracking the current fight. • Alter the military police plan using the feedback received from maneuver battalions and military police assets, as required. • Identify BCTBCTBasic combat training requirements for echelons-above-brigade military police and other related assets to support the brigade. • Make the brigade combat team commander aware of the capabilities, limitations, and employment considerations of military police-related assets. • Recommend the military police organization for combat. • Plan, coordinate, and resource military police operations within the BCTBCTBasic combat training staff. • Advise the commander on—  Using military police assets.  Employing police operations capabilities.  Employing detention operations capabilities.  Employing security and mobility support capabilities.  Integrating police intelligence operations. • Produce detention operations planning and overlays that show temporary holding areas and the flow of detainees or dislocated civilians. • Produce dislocated civilian planning and overlays that show dislocated civilian facilities and the flow of dislocated civilians. • Assist the S-2 with intelligence preparation for the operational environment, including information from police intelligence operations regarding crime, disorder, and irregular and criminal threats. • Participate in appropriate working groups. • Provide information on the status of military police assets on hand. • Track and report changes to main supply route information. • Recommend main supply route regulation enforcement measures. • Recommend protection measures for logistics areas. • Advise the commander on policing and corrections related to the rule of law and stability tasks. • Recommend using specialized military police support (such as customs, investigative, or MWD support) when required. • Participate in the target working group to provide critical police intelligence generated by crime and criminal target analysis that provides valuable information to commanders to enable effective targeting. Echelons-Above-Brigade Provost Marshal 3-15. Depending on the echelon and type of unit, military police staff members may be assigned under the provost marshal section or within other staff sections, such as protection. The provost marshal is assigned within the operations section. Even though the division or corps headquarters may serve as a joint task force headquarters, the division provost marshal and corps provost marshal staff duties and responsibilities are similar to those previously listed for the brigade provost marshal. Regardless of mission, every Army staff has common areas of expertise that determine how commanders divide duties and responsibilities. Grouping related activities by the area of expertise gives commanders an effective span of control. It facilitates unified effort by the staff. Areas of expertise may vary slightly depending on the command echelon, the mission, and the operational environment. For example, there is normally no resource manager at the battalion level, and certain logistics units combine the intelligence and operations areas of expertise. As previously mentioned, the section of assignment and grouping of the military police staff varies among echelons and unit types. 3-16. The division and corps provost marshal may also be assigned as the chief of protection. The chief of protection is the principal advisor to the commander on all matters relating to the protection warfighting function. (See ADP 3-37 for additional information on protection.) The chief of protection— • Plans and coordinates protection functions and missions. • Advises the commander on where to allocate and employ protection capabilities. • Chairs protection working group meetings, coordinates input and makes recommendations to the commander regarding protection priorities. • Manages the writing of the protection annex and provides input to plans, orders, branches, and sequels. • Synchronizes with other staff cells, nodes, and functional groups. • Guides the execution of protection tasks and systems. • Continually monitors and assesses the overall protection effort. T HE M OVEMENT AND M ANEUVER W ARFIGHTING F UNCTION 3-17. The movement and maneuver warfighting function is the related tasks and systems that move and employ forces to achieve a relative advantage over the enemy and other threats (ADP 3-0). Direct fire and close combat are inherent in maneuver. This warfighting function includes tasks associated with force projection related to gaining an advantage over the enemy. Movement is necessary to position and disperse the force as a whole or in part when maneuvering. Maneuver directly gains or exploits relative advantage. Commanders use maneuver for massing effects to achieve surprise, shock, and momentum. 3-18. Military police support applied through the movement and maneuver warfighting function is primarily executed through security and mobility support. Military police units are an integral part of the ability of the combined arms unit to maneuver. The maneuver warfighting function is focused on support to close operating forces. Military police units enhance force momentum by controlling the movement of forces across the area of operations to make the most efficient use of the space and time necessary to generate mass and speed while denying the enemy the ability to maneuver. By enhancing the ability to maneuver, military police units accelerate the concentration of combat power, increasing the velocity and tempo of the force necessary to exploit critical enemy vulnerabilities. By executing security and mobility support, military police units limit the enemy ability to generate harassing attacks and help preserve the combat force for the main effort by preventing the enemy ability to disrupt movement, which would cause a tactical commander to divert combat forces. Police intelligence operations integrated within military police operations support movement and maneuver through the collection, analysis, and dissemination of police information, and police intelligence gathered and developed by military police teams and military police staff. The results of police intelligence operations can provide critical and timely information on criminal activity or conditions within the operational environment that can threaten friendly operations or impede freedom of movement. 3-19. Military police units supporting movement and maneuver have task-organized capabilities to brigade combat teams and MEBs. Functional military police brigade support is required when the mission requires more than two military police battalions to support the freedom of maneuver and protection of the combined arms team. 3-20. Security and mobility support tasks that are performed in support of the movement and maneuver warfighting function may include— • Supporting gap-crossing (wet or dry) operations, breaching, and passage of lines. • Providing straggler control. • Controlling the movement of dislocated civilians. • Conducting route reconnaissance and security. • Conducting main supply route regulation enforcement. • Conducting population and resource control. • Conducting reconnaissance operations. • Conducting response force operations and critical site, asset, and high-risk personnel security. • Conducting base defense operations. • Providing protection and physical security. • Conducting antiterrorism operations. T HE I NTELLIGENCE W ARFIGHTING F UNCTION 3-21. The intelligence warfighting function is the related tasks and systems that facilitate understanding the enemy, terrain, weather, civil considerations, and other significant aspects of the operational environment (ADP 3-0). Intelligence involves analyzing information from all sources, including other warfighting functions, and conducting operations to collect information. Integrating intelligence into operations facilitates understanding of an operational environment and assists in determining when and where to employ capabilities against adversaries and enemies. 3-22. Intelligence likewise facilitates responses by Army forces to other situations, such as public health crises and events precipitating noncombatant evacuation. The intelligence warfighting function supports force generation, situational understanding, targeting, and operations in the information environment and information collection. The intelligence warfighting function fuses the information collected through reconnaissance, surveillance, security operations, and intelligence operations. Police intelligence operations directly support the intelligence warfighting function and tasks associated with surveillance, reconnaissance, intelligence operations, and security operations. See ADP 2-0 and FM 2-0 for more information on the intelligence warfighting function. 3-23. Commanders make decisions and direct actions based on their situational understanding and common operational picture. They also keep their common operational picture current by continuously assessing the situation and reiterating the information needed in the CCIRs. The required information is obtained through various detection methods and systematic observation, reconnaissance, and surveillance. Military police capabilities can be employed during key operations processes to add to the commander’s common operational picture. 3-24. Tactical and technical police information collected as part of deliberate collection efforts, such as military police reconnaissance missions conducted during security and mobility support or assessments during police operations, provides relevant police information regarding the operational environment. Subsequent analysis and dissemination of police information and intelligence improve the commander’s understanding of enemy actions, the nature of dislocated civilians in the area of operations and their movement, and trends within the police and criminal environment that may affect the operational plan. 3-25. Military police information generated can also provide data that contributes to answering specific CCIRs. As an integrated task, police intelligence operations pull and push information and police intelligence from three military police disciplines—police operations, detention operations, and security and mobility support—to provide input to the common operational picture. Police intelligence operations are important to the security, surveillance, and reconnaissance mission. 3-26. Military police responsibilities that are in support of the intelligence effort and the common operational picture include— • Providing military police staff planning and coordination to support information collection in conjunction with executing military police operations. • Performing route reconnaissance and surveillance to fulfill information requirements and to advise the commander on primary and alternate route status and potential movement disruptions. • Performing military police reconnaissance in conjunction with security and mobility support to collect threat information and identify conditions affecting the operational plan. • Conducting police assessments during police operations and detention operations. • Establishing police intelligence policies, procedures, and collections plans to be executed during military police operations. • Executing program management for police information collected during military police operations. • Serving as a member of intelligence working groups. • Coordinating system requirements, such as communications, technology, hardware, and software. • Disseminating police intelligence. 3-27. Military police provide a vast array of information due to deliberate and passive collection efforts. Information that results from the execution of military police operations falls into the following areas: • Avenues and routes for joint forces and likely enemy avenues of approach. • Unit movement along the main supply route and alternate supply routes. • Information on threats to airfields and ports. • Viability of lines of communication and main supply routes and potential protection of base camps. • Route reconnaissance that is focused on route choke points, ambush sites, temporary holding sites, and traffic flow. • Area reconnaissance that is focused on criminal intelligence, alternate route identification, and dislocated civilian movement. • Gap-crossing and passage-of-lines reconnaissance that is focused on determining requirements for a main supply route, temporary holding sites, traffic control, strong points, and maintenance rest halts. • Area reconnaissance that is focused on establishing protective measures for high-risk facilities. • Area reconnaissance that is performed in support of urban combat operations. • Reconnaissance that establishes an initial assessment of infrastructure factors for detention or resettlement missions. • Identification of potential detention or resettlement sites, enemy landing zones, and dislocated civilian evacuation routes. • Enemies, irregular threats, and criminal networks and their areas of influence. • Crime-conducive conditions. • Law enforcement gaps and mechanisms. • Information on urban operations and operations in other complex terrain. • Conflicts within populations. • Crime rates, trends, and patterns. • Disorder. • Level of trust between host-nation security forces and the population. • Collusion between irregular threats and criminal networks. • Information on high-payoff targets. • Police assessments that determine the capabilities and capacity in specified areas of police and prison operations. • Infrastructure surveys that support policing and corrections operations. 3-28. Military police contributions to the intelligence preparation of the operational environment and intelligence analysis include the standards, processes, Soldiers, and equipment required to generate, manage, analyze, and disseminate the police information and intelligence necessary to enable optimum situational understanding for the command. These efforts are included in the integrated task of police intelligence operations. Combined with other intelligence, police intelligence provides more knowledge of crime and criminal aspects within the area of operations. It improves and broadens the intelligence available to support the commander in the decision-making process. 3-29. Police intelligence operations includes— • Identifying gaps in criminal and police data and developing collection plans. • Managing police intelligence activities. • Establishing intelligence requirements to drive the collection of police information. • Inputting field-collected and partner-added information. • Validating, extracting, analyzing, fusing, and producing relevant data and products for intelligence and police intelligence products or operations. • Providing police information and police intelligence for the common operational picture and battle command systems. • Integrating and synchronizing police information and police intelligence with other staff sections. • Managing databases and disseminating police information and police intelligence. • Coordinating with the S-2 to incorporate information requirements/priority intelligence requirement production into the collection plan. 3-30. Technology provides the capability to use and combine police intelligence data in various ways to create customized products. Geospatial and analysis software applications allow the police intelligence analyst (using tools such as automated link diagrams or association matrices and mapping tools) to quickly make more complex connections between different types of data and information than previously possible. Police intelligence can now be combined with a wider variety of data from other intelligence sources (such as signals intelligence and human intelligence) through collaborative processes to provide more accurate, comprehensive, and relevant products. 3-31. The security and mobility support discipline provides military police units that execute patrol operations across the area of operations. These patrols bring military police Soldiers into contact with a host of friendly units, civilians on the battlefield, and other nongovernmental organizations. These contacts produce significant information collected and added to tactical and police intelligence through passive and deliberate collection. Military police perform reconnaissance to fulfill general and specific information requirements supporting the intelligence collection effort. Military police units play a major role in the process by anticipating and providing route reconnaissance information for main and alternate supply routes, airfields, seaports, and landing zones within the area of operations. 3-32. Route reconnaissance conducted by military police within the security and mobility support discipline provides critical information about the condition of main supply routes and alternate supply routes, friendly troop movement along the routes, possible interference from dislocated civilians, and tactical information about enemy actions along the supply routes. In the security and mobility support role, military police units are spread across the area of operations and have the communications capability to report police information with potential intelligence value immediately. 3-33. Military police reconnaissance capabilities range from these tactical reconnaissance tasks to highly technical assessments of investigative and forensic capabilities (see figure 3-2). During stability tasks, reconnaissance conducted by military police is usually performed with a specialized, technical focus on policing and investigative aspects of the environment. As requirements for technical capabilities provided by military police increase (generally as stability tasks become dominant), the consolidation of military police assets and capabilities under the command and control of military police battalions and brigades within the division, corps, and theater echelons may be required to ensure the integration and synchronization of military police technical capabilities across the area of operations. Legend : MP military police 3-34. Military police reconnaissance is a deliberate information collection mission. Military police units may conduct route, zone, area reconnaissance, surveillance, or countersurveillance to gain information to help guard against unexpected enemy attacks in the area of operations or to gain information critical to understanding, planning, and executing missions supporting civil security and civil control. 3-35. Military police reconnaissance efforts may be focused on technical assessments of the police and criminal environment. These assessments may support any number of police operations or detention operations that further support civil security and civil control efforts. They may be focused on infrastructure, systems, or persons. These technical assessments are attempts to provide information regarding police and prison structures, organized criminal elements, legal system, investigations and interviews, crime-conducive conditions, and enforcement gaps and mechanisms or POLICE. 3-36. The resulting information collected during military police reconnaissance missions is assessed, analyzed, and disseminated as police intelligence, as appropriate. The police intelligence and unanalyzed police information identified as exceptional and time-sensitive information are continually fed into the operations process for military police planning and execution and fusion within Army operations. 3-37. The detention operations discipline supports the intelligence warfighting function by providing tactical and police information obtained through passive collection by military police Soldiers as they interact with detainees in the transport or guard phases of detainee operations. While military police do not perform interrogations or active collection measures within the context of the detention operations discipline, observations and information obtained from personnel during detention tasks frequently add critical information to the intelligence collection effort. When conducting criminal investigations, CIDCIDCriminal investigation division and military police investigator personnel may conduct law enforcement interrogations of detainees within any detention facility. 3-38. Police intelligence resulting from police operations contributes significantly to the overall understanding of the operational environment. Police information obtained during the execution of police operations is especially relevant during counterinsurgency and stability tasks. The day-to-day interaction of military police with the local population, host-nation police, and unified action partner policing organizations results in significant critical information. This information may be police related, relevant to policing and criminal investigative requirements, and/or valuable to the tactical commander for protection and targeting purposes. T HE F IRES W ARFIGHTING F UNCTION 3-39. The fires warfighting function is the related tasks and systems that create and converge effects in all domains against the adversary or enemy to enable operations across the range of military operations (ADP 3-0). These tasks and systems create lethal and nonlethal effects from Army and joint forces and other unified action partners. See ADP 3-19 for additional information on the fires warfighting function. 3-40. Military police enable the fires warfighting function through the police intelligence tasks that contribute to the targeting process. Police intelligence operations support commanders at all levels by integrating police intelligence activities within military police operations. In many operational areas, the threat is more criminal than conventional. Also, belligerents use or mimic established criminal enterprises and methods to move contraband, raise funds, or expand their goals and objectives in these environments. In all operational areas, criminal activity impacts the mission of Army forces and threatens Army personnel and assets. Assessing the impact of criminal activity on military operations and properly distinguishing that activity from other threats or environmental factors can be essential to effective targeting and mission success. T HE S USTAINMENT W ARFIGHTING F UNCTION 3-41. The sustainment warfighting function is the related tasks and systems that provide support and services to ensure freedom of action, extend operational reach, and prolong endurance (ADP 3-0). Sustainment determines the limits of depth and endurance during operations. Because sustainment operations are vulnerable to enemy attacks, survival depends on integrating protection capabilities. (See ADP 4-0 and FM 4-0 for more information on sustainment.) Military police support to sustainment may include— • Assessing and reporting battle damage along main supply routes. • Patrolling and maintaining security near main supply routes and adjacent terrain. This operation includes―  Conducting reconnaissance on roads and highways.  Enforcing traffic flow along main supply routes.  Protecting critical airfield facilities.  Protecting fixed bridges.  Protecting pipelines and tank farms.  Providing security near and adjacent to main supply routes. • Providing military police convoy escort for designated critical supplies. • Conducting area, base, and base camp security. • Conducting reconnaissance in support of operational area security of sustainment areas and other assigned areas. • Collecting and disseminating police intelligence products relevant to criminal and irregular threats against the sustainment base and logistics efforts. • Executing law enforcement activities to prevent or deter criminal elements from disrupting logistics operations. • Conducting crime prevention surveys. • Conducting response force operations. T HE P ROTECTION W ARFIGHTING F UNCTION 3-42. The protection warfighting function is the related tasks, systems, and methods that prevent or mitigate detection, threat effects, and hazards to preserve combat power and enable freedom of action (FM 3-0). The protection warfighting function preserves the commander’s critical capabilities, areas, and information. It disrupts enemy targeting of friendly forces and enables freedom of action to expand exploitable opportunities at each echelon and through the depth of the operational environment during competition below armed conflict, crisis, and armed conflict. Protection encompasses everything that makes Army forces hard to detect and destroy. See ADP 3-37 for additional information on the protection warfighting function. Military police capabilities enable protection efforts. Military police support the protection warfighting function through police operations, detention operations, and security and mobility support. 3-43. Police operations support the protection warfighting function by providing policing and the associated law enforcement activities to control and protect populations and resources and to facilitate a lawful and orderly environment. Police operations and the associated skills and capabilities inherent in that function provide the fundamental basis for which military police operations are framed and conducted. The following police operations tasks support the protection warfighting functions: • Performing law enforcement. • Conducting criminal investigations. • Conducting traffic management and enforcement. • Conducting police engagement. • Providing customs support. • Providing host-nation police development. • Supporting civil law enforcement. • Supporting civilian security and civil control. • Supporting border control, boundary security, and the freedom of movement. 3-44. The detention operations discipline supports the protection warfighting function by providing shelter and sustaining, guarding, protecting, and accounting for populations (detainees and U.S. military prisoners) due to military or civil conflict or to facilitate criminal prosecution. These operations inherently control the movement and activities of the population for security, safety, and intelligence gathering. The Army is the DOD executive agent for detainee operations and for the long-term confinement of U.S. military prisoners. Detention operations tasks that support the protection warfighting function include the following: • Detainee operations. • Confinement of U.S. military prisoners. • Host-nation corrections training and support. 3-45. Security and mobility support operations provide a distribution of military police forces that conduct aggressive patrolling and military police reconnaissance throughout the area of operations to protect units, critical facilities, and high-risk personnel and to control civilian populations. The security and mobility support discipline also supports protection efforts by securing the main and alternate supply routes through aggressive patrolling and route reconnaissance to identify potential threats and hazards that could endanger U.S. forces or equipment. Military police may be tasked to secure critical convoys to ensure safe transit and enable operational reach. Military police security and mobility support tasks conducted in support of protection operations include the following: • Protecting against enemy activities along main supply routes. • Securing supply routes and critical convoys. • Conducting reconnaissance and surveillance. • Evaluating and recommending protective measures for high-risk facilities. • Employing protective measures for high-risk individuals. • Employing protective measures for designated supplies. • Conducting area security. • Conducting actions to control populations. • Conducting response force operations. • Applying antiterrorism measures. • Conducting dislocated civilian operations. • Implementing physical security measures. 3-46. When military police units perform protection tasks, survivability remains a key commander concern. Commanders must consider protecting vital resources (such as fuel sites, logistics convoys, bases, base camps, and logistics support areas) because the entire area of operations has an equal potential for enemy attack; therefore, the priority of work is more focused on protecting these types of resources. Vital resources requiring protection may include facilities critical to civilian infrastructure, such as key industrial sites, pipelines, water treatment plants, and government buildings. 3-47. The police intelligence operations task is integrated within police operations, detention operations, and security and mobility support missions, which support the protection warfighting function. The deliberate and passive collection of information obtained during ongoing interactions with host-nation police/security personnel and the civilian population provides valuable police information and police intelligence critical to protecting U.S. military personnel, equipment, and bases. ADP 3-37 provides an in-depth discussion of the protection warfighting function. ENABLING COMBAT POWER 3-48. Combat power is the total means of destructive and disruptive force that a military unit/formation can apply against an enemy at a given time (JP 3-0). It is the ability to fight. The complementary and reinforcing effects that result from synchronized operations yield a powerful blow that overwhelms enemy forces and creates friendly momentum. Army forces deliver that blow through a combination of five dynamics (see FM 3-0). The dynamics of combat power are— • Leadership. Leadership is the most essential dynamic of combat power. Leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization (ADP 6-22). • Firepower. Firepower is the primary source of lethality, and it is essential to defeating an enemy force’s ability and will to fight. • Information. Information contributes to the disruption and destruction of enemy forces. It is central to the application and amplification of combat power. It enables decision making and influences enemy perceptions, decision making, and behavior. Information, like leadership, provides a qualitative advantage to friendly combat power when it can be acted upon more quickly and effectively than the enemy. • Mobility. Mobility is a quality or capability of military forces which permits them to move from place to place while retaining the ability to fulfill their primary mission (JP 3-36). • Survivability. Survivability represents the degree to which a formation is hard to kill. It is relative to a unit’s capabilities and the type of enemy effects it must withstand, its ability to avoid detection, and how well it can deceive enemy forces. Survivability is also a function of how a formation conducts itself during operations. 3-49. All warfighting functions contribute to generating and applying combat power. Well-sustained units can move and maneuver and bring combat power to bear against the opponent. Joint and Army indirect fires complement and reinforce organic firepower in maneuver units. Survivability is a function of protection tasks, the protection inherent to Army platforms, and schemes of maneuver that focus friendly strengths against enemy weaknesses. Intelligence determines how and where to best apply combat power against enemy weaknesses. Command and control enables leadership, the most important qualitative aspect of combat power. 3-50. Military police operations contribute significant combat power—lethal and nonlethal—to all Army operations. Based on an analysis of the mission variables, corps, divisions, and brigade combat teams are task-organized with required military police capabilities to meet mission requirements. For offensive and defensive operations, the military police task organization may consist of a military police company, battalion, or brigade headquarters to provide the necessary command and control for military police units and capabilities augmenting the corps, division, or brigade combat team echelon. Other, more technically specialized military police capabilities provide general security and mobility support requirements. These same capabilities may be employed at division, corps, and theater echelons to enable command and control, force mobility, protection, and sustainment. 3-51. Lethal force is at the heart of offensive and defensive actions, and its application is critical to success in these operations. However, the use of nonlethal actions is becoming increasingly important. Today’s threats operate from populated areas; they are wary of U.S. combat capabilities and welcome the potential collateral damage to noncombatants when combat erupts. The adversary may effectively use information propaganda to dramatize any harm inflicted on noncombatants by friendly forces. There is an inherent, complementary relationship between using lethal force and applying military nonlethal effects, actions, and capabilities to achieve results through less coercive means. 3-52. Stability operations generally require a shift in focus for military police to military police disciplines requiring greater technical capability—police operations and detention operations. As requirements for military police technical capabilities increase and the uniform application of those capabilities across the entire area of operations becomes critical (generally as stability operations become dominant), the consolidation of military police assets and capabilities under the command and control of military police battalions and brigades within the division, corps, and theater echelon may be required to ensure the integration and synchronization of military police technical capabilities across the area of operations. 3-53. Although each situation requires a different mix of force responses, when used together, lethal and nonlethal actions complement each other and create new dilemmas for the opponent. The result of nonlethal actions in situations for which the use of lethal force is counterproductive—or when its use might result in unintended consequences and/or noncombatant casualties—denies the enemy this propaganda tool. Military police units from the force pool can provide critical, nonlethal capabilities to support the range of military operations by employing nonlethal capabilities set from pre-positioned theater stocks. Military police bring significant capability and experience in operating within the restrictive use of force parameters. Military police are inherently adept at implementing escalation-of-force criteria due to the law enforcement training and experience they have acquired. 3-54. Every unit, regardless of type, integrates and synchronizes capabilities to generate combat power and contribute to the operation. A variety of military police capabilities and unit types contribute to combat power. As discussed earlier, military police disciplines are military police-interrelated areas of expertise grouped to help joint force commanders integrate, synchronize, and direct military police operations. Tasks within these disciplines are each aligned with a specific warfighting function to generate combat power (see FM 3-0 for additional information on combat power). The military police disciplines and police intelligence operations collectively enable all of the warfighting functions, and each military police discipline is applied within one or more of the warfighting functions: • Police operations are primarily focused on protection. • Detention operations are primarily linked to protection. • Security and mobility support primarily focuses on movement, maneuver, and protection. • Police intelligence operations primarily support the intelligence and protection warfighting functions. This page intentionally left blank.

“Defending Our Own” 35th Military Police Brigade Military police Soldiers are the centerpiece of the Military Police Corps. They are the foundation of military police forces and are designed to provide policing and corrections technical capabilities and expertise required in support of the combined arms teams. The following chapter describes the architecture of military police forces and the capabilities available to the combatant commander.

“In Peace as in War” 728th Military Police Battalion This chapter discusses how military police planners and staff members in combined arms or nonmilitary police headquarters must integrate themselves into planning and operational process activities to include the effective planning and incorporation of sustainment support requirements for military police organization by echelon. Military police planners must understand the joint planning processes when supporting joint operations while utilizing other problem-solving activities that address specific military police functional requirements. Sustainment for organic military police units and, in general, military police companies and below includes the functions of supply, field services, transportation, maintenance, ordnance (minus EOD), health service support, personnel services, and selected general engineer support.

“Ever Vigilant” 18 th Military Police Brigade Military police operations are executed through the military police disciplines (police operations, detention operations, and security and mobility support) and are interdependent areas of expertise within the Military Police Corps. They are grouped to provide an organizational framework of military police technical capabilities and tactical tasks. This appendix describes the foundations necessary for effective military police operations. This appendix also establishes the framework for and discusses police intelligence operations as a continuous and integrated military police task within all military police operations. Police intelligence operations enable commanders at all levels through the integration and fusion of police intelligence with traditional military intelligence processes to drive combat operations against all enemy threats. POLICE OPERATIONS A-1. The core discipline of military police is police operations. Police operations are the application of all the Army police technical and tactical capabilities to prevent and reduce crime, establish order, counter irregular threats, preserve readiness, and enforce the rule of law. Police operations encompass two activities—policing and law enforcement—that are complementary, interdependent, and equally important. Within police operations, policing is the application of a highly focused effort coupled with a diverse array of problem-solving approaches to prevent crime and disorder. Law enforcement activities are predicated on crime and victimization that has already occurred and rely almost exclusively on reactive measures, such as apprehensions and investigations, to hold offenders accountable. While both policing and law enforcement activities are required in police operations, it is self-evident that the Army values the absence of crime and disorder, not the visible evidence of our police action in dealing with it. A-2. Within police operations, policing is the professional art and applied science of using high levels of focused police effort applied to a diverse array of tactical problem-solving approaches to prevent crime and other threats to Army readiness and missions. The scope of military policing activities, when supported by police intelligence, is conditions-neutral in the application of police tactics, techniques, and procedures to prevent, reduce, or control crime threats to strategic readiness or countering irregular threats to operational mission effectiveness in conflict. Policing has three components—maintaining voluntary public order, preventing crime or threats, and, when necessary, discretionary enforcement of the law. The three components of policing may happen simultaneously or in varying orders, demonstrating the adaptability of military police as they utilize different resources based on the operational environment: • Maintain good order through voluntary civil compliance. Military police assist commanders in achieving community compliance using the least reasonable possible force necessary. Voluntary compliance is more effective than coercing or compelling compliance from a population and stems from public trust in the government and police. Military police build voluntary compliance through ethical and measured use of force to establish order, and collaborative community approaches that enhance shared responsibility. This voluntary compliance assists in maintaining civil order within a population that recognizes the government’s legitimacy and rules. This can be civil compliance with local, state, and federal laws and regulations at home stations. In deployed environments, it can involve assisting host-nation security forces with local populace compliance with their laws. A result of maintaining good order is the noticeable absence of crime. • Prevent crime by identifying and resolving underlying crime conducive conditions. Military police enable the Army’s ability to reduce and defeat crime, disorder, and the fear of crime, which are persistent, debilitating factors that contribute to instability across the operational environment. Effective policing is the absence of crime, not the police dealing with crime. Preventive policing is understanding the causes of environmental threats and defeating and influencing the threats before a crime occurs. Military police work with commanders and communities to reduce the opportunity for criminal activity by providing deterrence through active policing. • Enforce the law through professional discretion. Military police enforce the law when the public has not been compliant and whenever threats have not been entirely eliminated. Military police evaluate behavior in the context of the situation while still operating within the purview of the law and meeting the commander’s intent. A-3. Police intelligence operations are strongly associated with police operations—specifically, crime prevention, law enforcement, and criminal investigations. Commanders, provost marshals, and criminal investigators generate intelligence requirements for situational understanding and decision making regarding criminal investigations, disruption of criminal activity, reduction in crime-conducive conditions, distribution of law enforcement assets, and mission focus. Analyzing information gathered during policing can provide the critical linkages, associations, and patterns necessary to conduct law enforcement investigations, identify criminal networks, prevent and solve crimes, and close criminal investigations. The analyses of crime trends, patterns, and associations enable commanders, provost marshals, and military police staffs to plan and make decisions regarding prevention strategies, patrol distribution, resource requirements, and areas requiring increased police engagement and focus. A-4. Military police and CIDCIDCriminal investigation division work to reduce the opportunity for criminal activity throughout the area of operations by assessing the local conditions, conducting police engagement at all levels (including coordinating and maintaining liaison with other DOD, host-nation, joint, and multinational agencies), and developing coherent policing strategies. Military police units coordinate actions to identify and influence crime-conducive conditions. Military police support and develop strategies to deter threats, prevent crimes, maintain order, and enforce the rule of law across the range of military operations. The police operations discipline includes major areas, such as law enforcement, traffic management and enforcement, criminal investigations, host-nation police training and support, and U.S. customs operations support. Police operations are aligned under the protection warfighting function (see ADP 3-37 and ATPATPArmy Techniques Publications 3-39.10 for additional information). A-5. In support of host-nation police organizations, the analyses of trends, patterns, and associations in an organization can provide insight into internal systemic problems (training deficiencies, administrative issues) in the police organization. Police intelligence operations integrated within policing operations in support of Army operations can provide critical analysis and a situational understanding of civil considerations as they relate to host-nation police systems, organizations, capability, and capacity (see ATPATPArmy Techniques Publications 3-39.10 for additional information on building host-nation police capability and capacity). L AW E NFORCEMENT A-6. Law enforcement assists the commander in maintaining order and discipline in the ranks and preserving the force. Military police units dedicate assets to conduct law enforcement based on command guidance and the characteristics of the operational environment. Military police are only one of many enforcement mechanisms commanders can use to enforce rules and regulations and enable the rule of law. Commanders rely on leadership, professional development programs, sound physical security, crime prevention programs, inquiries, investigations, and searches to gain the compliance of troops, thus allowing military police to selectively focus their law enforcement efforts on the most significant enforcement requirements. Law enforcement includes enforcing regulations and policies; investigating traffic accidents; conducting vehicle searches; responding to civil disturbances; conducting raids; employing special reaction teams, MWD teams, and marksman/observer teams; supporting the commander’s protection program; and providing support to host-nation and civil law enforcement agencies. A-7. In multinational operations, military police may assist with creating multinational police units and training. Circumstances supporting establishing these police forces include existing or negotiated terms of international agreements or security assistance programs, a multinational operational agreement, or appropriate military directives. Military police units provide the capability to train foreign military or civilian personnel and/or reconstitute host-nation constabulary forces. Military police may be required to provide interim law enforcement capability until that capacity can be established within the host nation. Military police can provide initial mentoring to these forces and temporary law enforcement capabilities until the foreign military or civilian police forces are functional. P OLICE E NGAGEMENT A-8. Police engagement occurs in all operational environments where police interact with elements external to their organization. Police engagement is an information-related capability between police personnel, organizations, and populations to maintain social order. Military police and CIDCIDCriminal investigation division personnel engage local, host-nation, and coalition police partners, police agencies, civil leaders, and local populations for critical police information that can influence military operations or destabilize an area of operations. The ultimate goal of police engagement is to develop a routine and reliable interpersonal network through which police information can flow to military police. Based on the tactical situation, police engagement can be formal or informal. Police engagement may be a proactive activity as part of deliberate information-gathering, targeting, or collection efforts or can be conducted as a reactive response to an episodic event. A-9. Formal police engagement is generally conducted as part of a deliberate strategy to gain support or information or to convey a message. It requires preparation, coordination, and postengagement reporting. Military police or CIDCIDCriminal investigation division personnel may serve as the key communicators within a sphere of influence that includes host-nation or multinational police leaders, or they may support a separate key communicator. At home station installations, military police and CIDCIDCriminal investigation division agents conduct formal police engagements with community partners to collect information on the causes of local crime, disorder, and fear-of-crime problems and to codesign effective solutions to mitigate or prevent those problems from occurring or reoccurring. Information and messages exchanged must be accurate and consistent with the informational themes and the operations they represent. A-10. Military police and CIDCIDCriminal investigation division personnel employ the following engagement considerations when planning and preparing for deliberate police engagements: • Background (purpose, decisions, and authority for engagement). • Person (position, organization, perceived agenda, and last engagement). • Meeting preparation (assistant chief of staff, intelligence, G-2/S-2) includes an intelligence summary and updates, current themes, a political/cultural advisor, gifts to exchange or expect, and rehearsal. • Adjacent-unit coordination (if the area of operations is assigned to another headquarters). • Linguist support (rehearsal with organic linguist). • Uniform and equipment (appropriate for mission and location). • Postengagement follow-up (timely summaries to S-2/battalion or brigade operations staff officer (S-3)/ assistant chief of staff, operations (G-3), and other stakeholders). A-11. Police engagement is often less formal and occurs anytime military police interact with other police entities or populations; however, military police and CIDCIDCriminal investigation division personnel maintain a deliberate focus and commitment to identify criminal actors and networks, crime-conducive conditions, and other factors from within the criminal or police environment that can destabilize an area or threaten short-and long-term operational success. This focus of military police and CIDCIDCriminal investigation division personnel during informal police engagement may reap significant information gained through passive collection techniques. The simple act of talking with the population or police partners may inadvertently reveal valuable information. Military police must be cognizant of these opportunities and ensure this information is reported and fused with other collected information. C RIME P REVENTION A-12. Crime prevention is an essential task to reduce and deter crime and criminals. Crime prevention is a critical element in an overall policing strategy, which includes law enforcement, physical security, antiterrorism, and tailored, proactive measures designed to control, reduce, and prevent crime and criminal threats. Military police and CIDCIDCriminal investigation division support the commander’s crime prevention and protection efforts through various activities. Military police personnel have the expertise to analyze data, identify major problems, and develop lists of possible countermeasures and solutions to the components of those problems. They perform these functions in support of a crime prevention council or working group appointed by the base, base camp, or mission commander and composed of representatives of major organizations and activities. Military police and CIDCIDCriminal investigation division can provide support to individual unit commanders when requested. See ATPATPArmy Techniques Publications 3-39.10 for additional information on crime prevention. C RIMINAL I NVESTIGATIONS A-13. Military police and CIDCIDCriminal investigation division units investigate offenses committed against U.S. forces or property in an area of operations. Commanders request CIDCIDCriminal investigation division assets to facilitate discipline and order within their areas of operations across the range of military operations. Highly trained CIDCIDCriminal investigation division special agents investigate felony crimes, such as unattended deaths, war crimes, controlled substance offenses, high-value theft, fraud, sex crimes, and aggravated assaults. CIDCIDCriminal investigation division must report adverse results of investigations (such as convictions) to the United States Army Intelligence and Security Command Security Operations Center and the National Crime Information Center. Additionally, special agents are called to advise commanders on various other specialized considerations at the strategic, operational, and tactical levels. A-14. Special agents can be asked to conduct investigations outside the parameters of the regulation that involve sensitive investigations about senior Army officials and classified programs. The investigative authority and investigative responsibility of CIDCIDCriminal investigation division outside the continental United States (OCONUSOCONUSOutside the continental United States) are determined by international treaty or agreement and include status-of-forces agreements, the policies of the host-nation government (if viable), the U.S. ambassador, see AR 195-2 for additional information about the CIDCIDCriminal investigation division mission and specific authorities. In the absence of such provisions, the following guidelines apply: • CIDCIDCriminal investigation division has the authority to investigate alleged crimes on Army-controlled bases or base camps within deployed areas of operations. • After coordinating with host-nation authorities, CIDCIDCriminal investigation division may investigate outside an Army-controlled base or base camp. A-15. Criminal Investigations typically fall into the following categories: • Felony crimes against persons. These investigations consist of the most severe offenses. Special agents conduct a complete investigation of all deaths that occur on an Army installation and for those in which the Army may have an interest. Other examples of crimes against persons include robbery, assault, and child abuse. • Felony crimes against property. CIDCIDCriminal investigation division units investigate serious offenses such as burglary, larceny, wrongful appropriation, arson, and animal abuse. • Drug suppression. CIDCIDCriminal investigation division detachments conduct installation-level drug suppression activities on and off the installation. These activities involve undercover (semicovert) operations in unit and social environments. Semicovert special agents and assigned or attached military police investigators conduct investigations when allegations have been made that Soldiers, civilian employees, or family members are involved in the possession, use, or distribution of an illegal controlled substance. The infiltration of social and military networks by CIDCIDCriminal investigation division personnel entails assuming a semicovert identity. Coordination between CIDCIDCriminal investigation division drug suppression teams and local, state, federal, and host-nation law enforcement agencies is routinely accomplished to ensure the unity of the investigation. CIDCIDCriminal investigation division drug suppression teams may have an overt element that assists unit commanders in unit drug suppression activities through training, education, and health and welfare inspections. • Economic crimes. CIDCIDCriminal investigation division units conduct investigations of fraud, significant theft, waste, and abuse at the Army installation, unit, and individual levels. • Sexual-related crimes. Special agents complete investigations of sex crimes that involve active-duty Soldiers, activated National Guard and Reservists on 10 USCUSCUnited States Code status, and civilians for which there is a direct Army interest on and off U.S. military installations. These investigations require sensitivity and finesse, and special agents receive extensive specialized training in these areas. Most installations have a civilian sexual assault investigator at the CIDCIDCriminal investigation division office. These civilian CIDCIDCriminal investigation division special agents have extensive training and maintain close coordination with Army special victim counsel, victim advocacy services, and medical treatment facility personnel required for the successful resolution of sex crimes. The nature of sex crimes frequently requires coordination with off-installation professional services. This coordination is accomplished in concert with Army victim advocacy personnel. • Crime prevention. CIDCIDCriminal investigation division detachments aggressively and proactively pursue crime prevention activities on the installation. Special agents evaluate installation activities and units to determine areas susceptible to the theft or diversion of military assets. They then recommend improvements that may limit risks to the supported commander. • Criminal intelligence. The CIDCIDCriminal investigation division provides criminal intelligence analysis to commanders, identifying indicators and contributing factors that promote crime, disorder, criminal threats, and criminal behavior that may impact Army operations or threaten Army properties, facilities, and/or personnel. Criminal intelligence is a subset of police intelligence focused on criminal activity and specific criminal threats. Criminal intelligence is police intelligence, but not all police intelligence is criminal intelligence. Special agents and civilian investigative analysts collect, analyze, and process information from the installation and external sources. Local CIDCIDCriminal investigation division detachments evaluate, collate, and forward this information to higher CIDCIDCriminal investigation division headquarters. Installation CIDCIDCriminal investigation division detachments receive information and intelligence from external sources to support installation activities. Criminal intelligence is a critical portion of installation police intelligence operations activities. Specific criminal intelligence—such as methods of operation, distinct patterns, crime techniques, investigative leads, gang violence, and terrorism—is reported to commanders and shared with various intelligence and law enforcement agencies. CIDCIDCriminal investigation division detachments solicit criminal intelligence from military, civilian, and foreign intelligence services. L AW E NFORCEMENT R AIDS A-16. Law enforcement raids are typically conducted to apprehend offenders, obtain evidence of illegal activity, safeguard hostages, or recover U.S. government property. (See ATPATPArmy Techniques Publications 3-39.10 for additional information.) In contingency operations, combined U.S., multinational, or host-nation law enforcement may be used to collect information, capture or eliminate threats (terrorists, criminals, insurgents), or confiscate weapons. A-17. Law enforcement raids are most effective when conducted by special-agent teams in cooperation with specially trained law enforcement personnel (such as military police or CIDCIDCriminal investigation division staging areas skilled in raids, apprehensions, and evidence collection and preservation [See AR 190-14 for additional information.]) At a minimum, each raid team should have at least one trained, experienced investigator who is responsible for collecting and processing evidence. Specially trained special reaction teams are suited for high-risk law enforcement raids in high-threat environments. The special reaction teams are experienced military police trained in breaching techniques, barrier penetration, and threat and occupant control. See ATPATPArmy Techniques Publications 3-39.11 for additional information. B IOMETRICS AND F ORENSICS A-18. Conflicts within present and future operational environments are more likely to include struggles against adversaries fighting among the people versus fighting around the people. As a result, the opponent will attempt to blend into the population. In criminal investigations, forensic tools and methods are critical for identifying individuals, denying threat anonymity, establishing a person’s presence at a specific location of time and space, establishing that a suspect has had physical contact with material related to an investigation, developing associations, determining the sequence of events, establishing cause-and-effect relationships, and identifying unknown substances. These biometric and forensic capabilities are used extensively in traditional law enforcement investigations but are extremely relevant to incident sites and major site exploitation operations. Biometrics A-19. Biometrics is the process of recognizing an individual based on measurable anatomical, physiological, and behavioral characteristics (JP 2-0). Biometrics enhances identifying, locating, and tracking persons of interest and managing aid or services to populations. Biometric tools and subsequent information can support protection and security efforts, contribute to identity intelligence, and support investigations and criminal prosecution. The following biometric tools are used to process data: • Personal identification data. Biometric collection and identification devices use biological information (DNA, fingerprints, voice, facial images, and iris scans) to match an individual to a source database. The identity of a specific individual can be identified from the target population during screening. • Data that indicates source truthfulness. Voice stress analyzers and polygraphs are useful in determining a subject’s truthfulness. CIDCIDCriminal investigation division and the U.S. Army Intelligence and Security Command maintain the only polygraph capability within the Army. The Director, CIDCIDCriminal investigation division, exercises overall Army staff responsibility for the DA Polygraph Program and policy guidance regarding the use of the polygraph in criminal investigations. The Deputy Chief of Staff, assistant chief of staff, intelligence (G-2), DA, promulgates policy on using the polygraph and credibility assessments for intelligence and counterintelligence applications. Forensics A-20. Forensics is the application of multidisciplinary scientific processes to establish facts. The forensic functions of recognizing, preserving, collecting, analyzing, storing, and sharing are used to properly develop protected material and information into usable evidence to establish facts and identify connections between persons, objects, places, or events. Forensics has been traditionally associated with evidence collected at crime scenes or incident sites but includes methodologies for analyzing computers and networks, accounting, psychiatry, and other specialized fields. In addition to military criminal investigations, forensics supports medical examiners, joint force commanders, criminal intelligence, and military intelligence analysts. Additionally, forensics analysis is used to answer the commander’s critical information requirements (CCIRs), provide situational awareness, support the targeting process, and support other mission requirements. A-21. The capabilities to collect, analyze, and exploit latent prints, DNA, firearm signatures, tool marks, trace evidence, documents, and media have all been successfully employed to support military operations. Deployable, expeditionary forensic laboratory capabilities have enabled significant expansion, timeliness, and relevant evidence collection and forensic analytical capabilities that support commanders in operational environments (see figure A-1, page 120, for an overview of evidence collection and forensic analysis). A-22. Collecting physical evidence and follow-on forensic analysis enables analysts to identify linkages between individuals, material, organizational infrastructure, and equipment (including weapons). It identifies trends, patterns, and associations pertinent to specific incidents or exploitation sites; enables operating forces to identify enemies and add depth and scope to the intelligence picture; and answers CCIRs. (See ATPATPArmy Techniques Publications 3-39.12-1 for additional information on evidence collection and see ATPATPArmy Techniques Publications 3-90.15 for additional information on site exploitation.) Forensics can provide information and intelligence that supports the following: • Protection efforts. Information derived from collected evidence and subsequent analysis can enhance preventive protection measures by identifying threats and enabling commanders to implement measures to mitigate hostile actions against U.S. personnel, resources, facilities, and critical information. • Targeting actions. Forensic analysis that identifies and attributes threat elements to specific sites, actions, or networks and contributes to lethal and nonlethal targeting against threats. • Source identification. Evidence collected and subsequent forensic analysis can be fused with other information obtained through intelligence and operational channels to increase the commander’s situational awareness and understanding of the origin and movement of components used by threats, regional groups involved, and transnational sponsorships. • Support to prosecution. Analysts, law enforcement investigators, forensic laboratory examiners, and staffs collect, analyze, and exploit evidence linking individuals to particular locations, events, or devices and establishing trends, patterns, and associations. These results can be used to further criminal investigations. They can also be compiled to build a criminal prosecutorial package for use in conjunction with the testimony of experts to further detain or charge individuals suspected or proven to be involved in criminal acts against U.S. forces, coalition forces, or resources. • Warrant-based operations. As U.S. forces conduct stability tasks to strengthen legitimate governance and restore or maintain the rule of law, they may be required to obtain judicially issued warrants from the host nation to execute site exploitation or targeting to support the commander’s objectives. A-23. The Department of the Army Criminal Investigation Division supports DOD and Army forensic requirements. The primary laboratory facility maintained by CIDCIDCriminal investigation division is stationary due to the nature of the equipment required; however, forward-deployed mobile forensics emerged as a solution to recent operational requirements to support deployed commanders. Operational developments in recent years have documented a growing demand for forensic support to deployed commanders. CIDCIDCriminal investigation division provides mobile forensic laboratories to support commanders in the field as far forward as possible. These deployable laboratories enable CIDCIDCriminal investigation division to provide more timely forensic analysis across the spectrum of capabilities, including latent fingerprints, tool marks, firearms, DNA, and explosive/drug chemistry. A-24. Forensic exploitation laboratories are deployable laboratories with adaptive forensic capabilities that enhance the exploitation of captured enemy materiel and evidence gathered supporting protection, targeting, sourcing, criminal prosecution, and mission success. The forensic exploitation laboratory provides a standardized process by integrating weapons technical exploitation capabilities, including explosive exploitation and electronic reengineering, with the inherent forensic disciplines of serology, DNA, chemistry, latent prints, and firearms/tool marks. Forensic-exploitation teams are composed of forensic scientists from CIDCIDCriminal investigation division Forensic Exploitation Department. They provide an operational-level forensic examination of captured material in support of combatant commanders based on operational priorities. Forensic exploitation laboratories have on-site capabilities and can obtain institutional support from the Global Forensic Exploitation Center through reachback. This combination of on-site and reachback capability allows the laboratory to prioritize in-theater capabilities while ensuring full forensic analysis support. Table A-1, page 122 identifies forensic-exploitation laboratory capabilities.

The Military Police Corps Regiment is designed to provide mission support to the Army at home station and across the range of military operations. The following organizational descriptions identify the architecture that the Military Police Corps uses to provide the capabilities required to support the Army and other Services as part of a joint operation. These descriptions illustrate the military police force structure, highlighting unit missions, capabilities, and bases of allocation. Up-to-date, standard requirement codes and unit authorizations may be found at this https://fmsweb.fms.army.mil. MILITARY POLICE AND CIDCIDCriminal investigation division HEADQUARTERS UNITS B-1. The command and control for military police technical capabilities and missions is provided by the theater military police command, the military police brigade, and the battalion (three varieties―military police, detention, and CIDCIDCriminal investigation division). Table B-1 provides a reference index for the various military police command and control headquarters and CIDCIDCriminal investigation division units described in this appendix.

This appendix discusses battlefield detention and confinement considerations required should a combatant commander decide to retain U.S. prisoners in theater. Battlefield detention and confinement facilities are integral parts of the U.S. military justice system that commanders use to help maintain discipline, law, and order. They are capable of providing the necessary pretrial and posttrial confinement for U.S. military prisoners, DOD Civilian employees, DOD contractor personnel, and other persons serving with (or authorized to accompany) the U.S. military during declared war and in contingency operations. BATTLEFIELD FACILITIES C-1. The field detention facility and the field confinement facility provide a uniform system for incarceration and offer limited correctional and rehabilitative services to those who have failed to adhere to the legally established rules of discipline. Field detention facilities are possible as low as the BCTBCTBasic combat training level. A field confinement facility is established at the theater level and is responsible for longer‑term confinement before the evacuation of U.S. military prisoners from the theater. The evacuation of U.S. military prisoners from a field detention facility to a field confinement facility or from a field confinement facility to a permanent facility is completed according to established and coordinated guidelines and available facilities. F IELD D ETENTION F ACILITY C-2. Military police use field detention facilities to detain prisoners placed in custody for a short term. Field detention facilities hold prisoners in custody only until they can be tried and sentenced to confinement and evacuated from the immediate area. Prisoners awaiting trial remain in their units and not at a field detention facility when possible. When the legal requirements for the Rules for Courts‑Martial 305(k) are met (see the Manual for Courts-Martial), prisoners are placed in pretrial confinement and retained by military police. The Rules for Courts‑Martial 305(k) require a probable cause belief that a court‑martial offense has been committed, that the prisoner committed it and that a more severe form of restraint is necessary to ensure that the prisoner appears at pretrial proceedings or the trial or to prevent serious criminal misconduct. Provost marshals are responsible for the location, setup, and operation of field detention facilities. C-3. When operating a field detention facility, military police use DD FormDD FormDepartment of Defense form 2707 (Confinement Order) to sign for each prisoner and DA FormDA FormDepartment of the Army form 4137 (Evidence/Property Custody Document) to sign for each prisoner's property. Policies and procedures on the care and treatment of prisoners and safeguarding a prisoner's personal effects apply to field detention facilities and field confinement facilities. If preexisting structures are available, use them as field detention facilities. If tents are used, they should not be smaller than the medium, general‑purpose tents. Probable equipment and supplies required for the establishment of a field detention facility include, but are not limited to—  Barbed wire (roll and concertina).  Fence posts.  Gates and doors.  Floodlights and spotlights.  Generators.  Food service and cleaning equipment.  Water cans and/or lister bags.  First aid supplies and equipment.  Field sanitation equipment and supplies.  Clothing and bedding. F IELD C ONFINEMENT F ACILITY C-4. Military police may be required to establish a field confinement facility (see figure C-1) in the theater to detain prisoners placed in custody for a short term (pretrial, posttrial, or until transferred to another facility outside the theater). DD FormDD FormDepartment of Defense form 2707 and DA FormDA FormDepartment of the Army form 4137 accompany the prisoner. The field confinement facility may be a semipermanent or permanent facility that is better equipped and resourced than a field detention facility (see figure C-1 for a field confinement facility example). The respective unit commander and staff use the military decisionmaking process to determine the specific tasks that must be performed to accomplish the mission. Many of these tasks may include the following:  Selecting a facility location and constructing the facility.  Determining processing, classification, and identification requirements.  Providing clothing and meals.  Providing medical care and sanitation facilities.  Exercising discipline, control, and administration.  Conducting emergency planning and investigations.  Enforcing rules of interaction and the use of force.  Providing transportation.  Overseeing the transfer and disposition of U.S. military prisoners. C-5. The location of the field confinement facility depends on several factors  sustainment assets (the availability of transportation and medical treatment facilities), terrain and preexisting structures, the enemy situation, existing lines of communication, the battlefield layout, and mission variables. The provost marshal must coordinate with engineers, the Staff Judge Advocate, host-nation authorities, and coordinating staff before a site is selected. The field confinement facility should be located away from perimeter fences, public thoroughfares, gates, headquarters, troop areas, dense cover, and wooded areas. C-6. The construction of the field confinement facility depends on the availability of existing structures, the work force, and materials. Preexisting facilities are used to the maximum extent possible. If preexisting facilities are not available, the provost marshal should coordinate with the engineer staff for the construction of a facility based on existing designs in the Joint Construction Management System database. P ROCESSING, C LASSIFYING, AND I DENTIFYING C-7. Processing, classifying, and identifying U.S. military prisoners are critical for operating a correctional facility. Accurate documentation allows the classification and identification process to run smoothly. The accountability of all prisoners in field confinement facilities is maintained by utilizing the Army Corrections Information System module of the Army Command Information System, when available. Processing C-8. Each time the control of a U.S. military prisoner is transferred, the receiving organization uses DA FormDA FormDepartment of the Army form 4137 to acknowledge receipt of the prisoner’s property. C-9. Prisoners begin confinement by in-processing into the field confinement facility. In-processing is conducted by a military police detention company, prisoner operations section. Part of the in-processing procedure is to assist with prisoner integration into the correctional environment. Newly confined prisoners are processed according to the guidelines to ensure that—  DD FormDD FormDepartment of Defense form 2707 is accurate.  Property is searched and segregated (authorized and unauthorized).  Prisoners are strip-searched.  Prisoners are issued the appropriate health and comfort supplies and complete a DD FormDD FormDepartment of Defense form 504 (Request and Receipt for Health and Comfort Supplies).  Prisoners are photographed and fingerprinted.  Prisoner DNA samples are taken.  All documents are completed. If available, use the Army Corrections Information System Centralized Operations Police Suite (see AR 190-47).  Prisoners are informed of mail and visitation rights. C-10. A medical officer examines each prisoner within 24 hours of confinement and completes DD FormDD FormDepartment of Defense form 503 (Health Assessment Certificate for Segregation) or SF 600 (Chronological Record of Medical Care). Newly confined prisoners are segregated from other prisoners while they undergo initial processing. Tattoos, scars, and identifying marks are noted on DD FormDD FormDepartment of Defense form 2710 (Prisoner Background Summary). The prisoner’s personal property (such as clothing, money, official papers, and documents) is examined. C-11. Newly confined prisoners complete the training that explains facility rules and regulations, counseling procedures, UCMJUCMJUniformed Code of Military Justice disciplinary authority and procedures, and work assignment procedures as soon as possible. The rights of prisoners and the procedures governing the presentation of complaints and grievances according to AR 20-1 are fully and clearly explained. Pretrial prisoners are carefully instructed on their privileges, status, and rights. They participate in the correctional orientation or treatment program phases determined necessary by the facility commander to ensure custody and control, employment, training, health, and welfare. Confined officers and noncommissioned officers do not exercise command or supervisory authority over other individuals while confined, and they comply with the same facility rules and regulations as other prisoners. They are not permitted special privileges normally associated with their former rank. Classifying C-12. U.S. military prisoners in a field confinement facility are classified into one of the following categories:  Pretrial prisoners. Pretrial prisoners must be segregated from posttrial prisoners. They must also be segregated by gender and according to their status as an officer, a noncommissioned officer, or an enlisted Soldier. Pretrial prisoners are individuals subject to trial by court-martial and have been ordered by competent authority into pretrial confinement pending the disposition of charges.  Posttrial prisoners. Posttrial prisoners are individuals who are found guilty and sentenced to confinement. Posttrial prisoners include in-transit prisoners who are evacuated to another facility and prisoners retained at the field confinement facility during short-term sentences. Identifying C-13. Individual identification photographs are taken of all prisoners. The prisoner’s last name, first name, and middle initial are placed on the first line of a name board, and the prisoner registration number is placed on the second line. Two front pictures and two profile pictures of the prisoner are taken. (Fingerprints are obtained according to AR 190-47.) C LOTHING, M EALS, AND D INING F ACILITIES C-14. One of the many challenges that military police commanders and leaders encounter while operating a facility is ensuring that the basic treatment standards for U.S. military prisoners are met and include, but are not limited to—  Proper clothing for all seasons and weather.  Meals that are properly rationed and distributed. C-15. Special security concerns are factors for dining facilities. Military police who are guarding U.S. military prisoners must always be vigilant in areas where prisoners congregate, such as a dining facility. Prior planning is critical to establishing a good system of supply needs and demands to fulfill those requirements. Clothing C-16. Prisoners confined in a field confinement facility wear the uniform of their military service. Certain clothing items (as prescribed in AR 700-84) and other articles (determined by the facility commander) are returned to the prisoner. Rank insignia is not worn at the place of confinement. The issue and expense of clothing supplied to prisoners (except officers) is according to AR 700-84 and common table of allowance (CTA) 50-900. DA FormDA FormDepartment of the Army form 3078 (Personal Clothing Request) is maintained for personnel with less than six months of active duty service and personnel receiving clothing on an issue-in-kind basis. Organizational clothing (within the allowances prescribed in common table of allowance (CTA) 50-900) may be provided to prisoners according to AR 710‑2. Except for officers on pay status, prisoners' clothing is laundered or dry-cleaned without charge (see AR 210-130). Clothing and personal property are dispositioned according to AR 190‑47. Meals C-17. Prisoners are provided with wholesome and sufficient food from the Army Master Menu. They are normally supplied with the full complement of eating utensils. (The field confinement facility commander must approve the nonissue of eating utensils. Prisoners in close confinement, those who have lost privileges, and those who have approved disciplinary action may be denied supplemental rations as described on the Army master menu.) Alternate meal control procedures may be authorized by the field confinement facility commander or a designated representative to prevent staff and prisoner injury if a prisoner tampers with the food. These procedures require documentation and the concurrence of a medical officer. Meal-control procedures should not exceed seven days. Dining Facilities C-18. Dining facilities may be organic to the unit operating the field confinement facility or may be set up through appropriate contracting procedures. The field confinement facility commander must decide the best method for feeding the prisoners based on available dining facilities, logistics, and host-nation support. M EDICAL C ARE AND S ANITATION C-19. Medical personnel supporting a field confinement facility assist in providing medical and behavioral health care, referrals, limited counseling, and social services. Medical officers, clinical nurses, or physician assistants perform medical examinations to determine the fitness of newly confined prisoners and prisoners outside military control for more than 24 hours. These examinations are completed within 24 hours of a prisoner’s arrival or return to confinement. Examinations normally take place at the field confinement facility. Dental services are provided for all prisoners, as required. A medical officer, clinician nurse, or physician’s assistant daily examines each prisoner in close confinement. Except in matters requiring the protection of medical information, the facility commander is provided with medical observations and recommendations concerning an individual prisoner’s correctional treatment requirements. C-20. Prisoners are tested for human immunodeficiency virus and screened for tuberculosis within three duty days of their initial confinement. The human immunodeficiency virus test results and the tuberculosis screening are recorded on DD FormDD FormDepartment of Defense form 503 or SF 600. C-21. The medical commander or a designated representative (preventive medicine personnel) inspects the field confinement facility monthly. This inspection ensures that the operation of the field confinement facility is consistent with accepted preventive medicine standards. The field confinement facility commander is provided with a copy of the inspection results at the inspection time. Additional medical guidance is provided in AR 190‑47. C-22. The field confinement facility commander must enforce high sanitation standards within the facility. Preventive medicine personnel provide direct oversight and support to field sanitation teams as necessary. C-23. Prisoners must bathe and follow basic personal hygiene practices while in custody to prevent infectious diseases. The commander of the field confinement facility must enforce high sanitation standards in these facilities, where prisoners are required to share common latrines and showers. D ISCIPLINE, C ONTROL, AND A DMINISTRATION C-24. Developing discipline, control, and administrative procedures for military police operating correctional facilities is crucial to the success of U.S. military corrections operations. Military police leaders ensure appropriate procedures consistent with U.S. laws and policies are in place to guide and direct personnel operating those facilities. These procedures ensure that prisoners are allowed the full range of privileges afforded to persons with their status if facility standards are consistently applied. Discipline C-25. Field confinement facility commanders are authorized by public law and AR 190-47 to—  Restrict the movement and actions of prisoners.  Take other actions required to maintain control.  Protect the safety and welfare of prisoners and other personnel.  Ensure orderly field confinement facility operation and administration. Note. A prisoner is considered on-duty except for periods of mandatory sleep and meals and during reasonable periods of voluntary religious observation as determined by the facility commander and in coordination with the facility chaplain. Therefore, a prisoner who is part of an administrative disciplinary action or has been determined undeserving of recreation time privileges may be required to perform other duties during such time. This performance of duty is not considered a performance of extra duty. Privileges are withheld from prisoners individually, without regard to custody requirements or rank, and only as an administrative disciplinary measure authorized by AR 190-47. The attractiveness of living quarters and the type or amount of material items that prisoners may possess may differ by custody rank to provide incentives for custody elevation. Prisoners are denied the privilege of rendering the military salute. Pretrial prisoners must salute when they are in appropriate Service uniform. C-26. The only authorized forms of administrative disciplinary action and punishment administered to military prisoners are described in AR 190-47 and the Manual for Courts-Martial. Procedures, rules, regulations, living conditions, and factors that affect discipline are constantly reviewed to determine disciplinary action. Physical or mental punishments are strictly prohibited. Authorized administrative disciplinary actions include the following:  Written or oral reprimand or warning.  Deprivation of one or more privileges. As a disciplinary action, visits may be denied or restricted only when the offense involves violations of visitation privileges. Restrictions on mail are not imposed as disciplinary measures.  Extra duty on work projects that may not exceed 2 hours per day for 14 consecutive days. Extra duty cannot conflict with regular meals, sleeping hours, or attendance at regularly scheduled religious services.  Reduction of custody grade.  Disciplinary segregation that does not exceed 60 consecutive days. Prisoners are told why they are being placed in segregation and that they will be released when they have served the intended time. Segregated prisoners receive the same diet as prisoners who are not segregated. Nonessential items (such as soft drinks and candy) that are not included in the diet stipulated by the Army Master Menu are not provided.  Forfeiture of all or part of earned military good conduct time or extra good conduct time according to AR 633-30 and DODIDODIDepartment of the Defense Instruction 1325.07. A forfeiture of good conduct time need not be specified as to whether it is from good conduct time or extra good conduct time. C-27. The field confinement facility commander is authorized to administer punishment; however, the commander may delegate this authority to a subordinate officer (captain or above) for minor punishments. The first field grade commander in the chain of command imposes significant punishment when delegated authority by the first general officer in the chain of command. Prohibited punitive measures include but are not limited to—  Clipping a prisoner’s hair excessively close.  Instituting the lockstep.  Requiring silence at meals.  Having prisoners break rocks.  Using restraining straps, jackets, shackles, or hand or leg irons as punishment.  Removing a prisoner’s underclothing or clothing and instituting other debasing practices.  Flogging, branding, tattooing, or any other cruel or unusual punishment.  Requiring strenuous physical activity or requiring a prisoner to hold a body position designed to place undue stress on the body.  Using hand or leg irons, belly chains, or similar means to create or give the appearance of a chain gang. C-28. Prohibited security measures include, but are not limited to—  Employing chemicals to subdue or incapacitate prisoners (except riot control agents).  Employing machine guns, rifles, or automatic weapons at guard towers, except to protect the field confinement facility from enemy or hostile fire. Selected marksmen equipped with rifles may be used as part of a disorder plan specifically authorized by the higher echelon commander (other than the field confinement facility commander).  Using electrically charged fencing.  Securing a prisoner to a fixed object. This is prohibited, except in emergencies or when specifically approved by the facility commander to prevent potential danger to field confinement facility staff and/or the outside community. Medical authorities should be consulted to assess the health risk to prisoners.  Using MWDs to guard prisoners. Control C-29. The field confinement facility commander follows the custody and control guidelines outlined in AR 190-47. The facility commander or a designated representative conducts physical counts of prisoners each day. The report rendered by the inspecting officer includes verification of DD FormDD FormDepartment of Defense form 506 (Daily Strength Record of Prisoners). Physical counts, at a minimum, include the following:  Roll call or a similarly accurate accounting method at morning, noon, and evening formations.  Head count immediately on the return of prisoners from work details.  Bed checks between 2300 and 2400 and between 2400 and 0600. C-30. The appropriate degree of custodial supervision for individual prisoners is based on a review of all available records that pertain to each prisoner, including DD FormDD FormDepartment of Defense form 2713 (Prisoner Observation Report), DD FormDD FormDepartment of Defense form 2714 (Prisoner Disciplinary Report/Action), DODIDODIDepartment of the Defense Instruction 1325.07, and the invaluable recommendations of corrections supervisors and professional services support personnel are key factors in this process. Prisoners are not assigned to a permanent custody grade based solely on the offenses for which they were confined. Prisoner classification is established at the minimum custody grade necessary and is consistent with sound security requirements and DODIDODIDepartment of the Defense Instruction 1325.07. Custody grades include trustee and minimum, medium, and maximum security. Field confinement facility commanders may subdivide these custody grades to facilitate additional security controls. Administration C-31. The commander and staff of a military police detention company or battalion operate a field confinement facility. The following duties are performed in addition to the personnel and services requirements during processing:  Shift supervisor. The shift supervisor keeps the field confinement facility commander informed on matters that affect the custody, control, and security of the field confinement facility. The field confinement facility commander must select a shift supervisor who directly supervises correctional and custodial personnel within the field confinement facility. Shift supervisors ensure that rules, regulations, and standard operating procedures are followed and enforced. They directly supervise facility guards and are responsible for prisoner activities. They monitor custody control and security measures, ensure compliance with scheduled calls, and initiate emergency and control measures. Supervisory personnel assigned to the field confinement facility may also perform these duties.  Facility correctional officers and guards. Facility guards work for the shift supervisor and are responsible for the custody, control, and discipline of prisoners under their supervision. They supervise activities according to the schedule of calls and supervise the execution of emergency action plans. They conduct periodic inspections, searches, head counts, roll calls, and bed checks. Table C-1, page 176, depicts the duties that facility guards must perform.

The glossary lists acronyms and abbreviations and terms with Army or joint definitions, and other selected terms. Where Army and joint definitions are different, (Army) follows the term. Terms or acronyms for which FM 3-39 is the proponent manual (the authority) are marked with an asterisk (*).

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