21st Century U.S. Military Manuals: Military Police Leaders' Handbook Field Manual - FM 3-19.4 (Value-Added Professional Format Series)
U.S. Army, U.S. Military, Department of Defense
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MILITARY POLICE LEADERS' HANDBOOK
FM 3-19.4
(Formerly FM 19-4)
HEADQUARTERS, DEPARTMENT OF THE ARMY
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Chapter 1 - Military Police Overview
Chapter 3 - Shoot, Move, and Communicate
Chapter 5 - Maneuver and Mobility Support
Chapter 7 - Internment and Resettlement
Chapter 9 - Police Intelligence Operations
Preface
This field manual (FM) addresses military police (MP) maneuver and mobility support (MMS), area security (AS), internment and resettlement (I/R), law and order (L&O), and police intelligence operations (PIO) across the full spectrum of Army operations. Although this manual includes a discussion of corps and division MP elements, it primarily focuses on the principles of platoon operations and the tactics, techniques, and procedures (TTP) the platoon uses to accomplish its mission.
This FM provides the capabilities and organization of the MP, demonstrates the flexibility and diversity of MP in adapting to any mission throughout the full spectrum of Army operations, and characterizes the MP as a combat-force multiplier. Additionally, this manual identifies the fact that the Army will not conduct operations alone and defines the role of the MP in support of joint, multinational, and interagency operations.
The MP TTP are organized by the MP functions of MMS, AS, I/R, LO, and PIO with supporting tasks, both individual and collective, to help illustrate the functions.
NOTE: United States (US) policy regarding the use and employment of antipersonnel land mines (APLs) outlined in this FM is subject to the convention on certain conventional weapons and executive orders (EOs). Current US policy limits the use of non-self-destructing APLs to (1) defending the US and its allies from armed aggression across the Korean demilitarized zone and (2) training personnel engaged in demining and countermine operations. The use of the M18A1 claymore in the command-detonation mode is not restricted under international law or EO.
Appendix A complies with current Army directives which state that the metric system will be incorporated into all new publications. Appendix B deals with media relations.
The proponent of this publication is Headquarters (HQ) United States Army Training and Doctrine Command (TRADOC). Send comments and recommendations on Department of the Army (DA) Form 2028 directly to Commandant, US Army Military Police School, ATTN: ATSJ-MP-TD, 401 MANSCEN Loop, Suite 2060, Fort Leonard Wood, Missouri 65473-8926.
Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to men.
Military Police Overview
This chapter provides information about how MP are organized, equipped, and trained to provide combat support (CS) across the full spectrum of Army operations.
INTRODUCTION
1-1. As a flexible economy-of-force organization, MP provide a wide range of diverse support because of their agility and versatility to adapt to any mission or environment. As a combat multiplier, they support the maneuver commander through the five MP functions. MP contribute to the commander's overall combat power by integrating efforts with those of other combat, CS, and combat service support (CSS) elements.
1-2. In addition to single-service operations, MP also support joint, multinational, and interagency activities. MP support air base defense in concert with Air Force Security Forces, operate joint and multinational checkpoints, conduct combined police patrols, and exchange police information and criminal intelligence with the host nation (HN), military, and civilian police agencies.
1-3. MP have the capability to expedite the movement of combat resources, provide critical asset security and protection, conduct I/R, contribute to force protection efforts through L&O operations, and gather and disseminate police information and intelligence.
MILITARY POLICE FUNCTIONAL AREAS
1-4. With the old battlefield missions, the term "operations" was used extensively and carried too broad of a meaning. To clarify the specific tasks of the MP, the battlefield missions have been redefined into the following five functional areas:
• MMS
• AS
• I/R
• L & O
• PIO
1-5. Each of these MP functions have task areas and tasks that support them. MP functions are the broadest areas for which tasks are placed. Some of these tasks will require groupings that might not be related to the entire function. Therefore, task areas were created to group specific tasks. Specific tasks consist of two types— collective and individual. Individual tasks are further divided into leader and soldier tasks (Figure 1-1). The collective and individual tasks that support the MP task areas are found in the MP mission training plans (MTP) and MP soldier's manuals (SMs).
1-6. MP procedures are the lowest level of detail. They explain the "how to" at the task level. Procedures include the standing methods used by a unit to accomplish tasks, weapon and equipment operating steps, crew drills, and staff action and coordination. They are the building blocks of individual and collective task accomplishment and serve as the foundation of tactics and techniques. Procedures are explained in the unit standing operating procedures (SOPs), MTPs, SMs, and similar publications.
MANEUVER AND MOBILITY SUPPORT
1-7. The MMS function involves the measures necessary to enhance combat movement and the ability to conduct movement of friendly resources in all environments. MP conduct MMS to ensure that the commanders receive personnel, equipment, and supplies when and where they are needed. The task areas that support the function of MMS include—
• MP support for river crossings, breaching, and passage-of-line operations.
• Straggler and dislocated civilian control.
• Route reconnaissance and surveillance.
• Main supply route (MSR) regulation enforcement.
1-8. The security and viability of the operational and tactical lines of communications (LOC) will be critical to continuous sustainment and recovery operations. MP ensure that logistics and supply operations are kept on time and arrive at the right place. Refer to Chapter 5 for more information about MMS.
AREA SECURITY
1-9. The AS function consists of those security measures designed to give commanders freedom of maneuver and flexibility to conduct operations. The task areas that support AS include—
• Reconnaissance operations.
• Area damage control (ADC).
• Base and air base defense.
• Response force and tactical combat force (TCF) operations.
• Critical site, asset, and high-risk personnel security.
• Force protection and physical security.
• Antiterrorism.
1-10. MP performing AS contribute to securing and protecting the force and preserving combat power. Refer to Chapter 6 for more information about AS.
INTERNMENT AND RESETTLEMENT
1-11. The I/R function consists of those measures necessary to provide shelter, sustain, guard, protect, and account for people (enemy prisoners of war [EPWs] and civilian internees [CIs], US military prisoners, and dislocated civilians [DC]). The task areas that support I/R include—
• EPW and CI handling.
• Populace and resource control.
• US military prisoner confinement.
• DCs control.
1-12. The international community, media, and public perceptions have increased sensitivity to the protection of human rights and the need for absolute accountability of interned, detained personnel, and refugees in military operations. Refer to Chapter 7 for more information about I/R.
LAW AND ORDER
1-13. Task areas and tasks that minimize the effects of a criminal threat on friendly forces support the L&O function. MP conduct L&O to remove the conditions and opportunities that promote crime, thereby preventing diversion of military resources and maintaining military discipline. The task areas include—
• Law enforcement.
• Criminal investigations.
• US customs operations.
• Related L&O training.
1-14. Whether patrolling an installation's housing area, conducting counterdrug operations, enhancing security, or investigating war crimes, MP L&O capabilities are invaluable to the commander. Refer to Chapter 8 for more information about L&O.
POLICE INTELLIGENCE OPERATIONS
1-15. The PIO function supports, enhances, and contributes to the commander's protection program, situational awareness, and battlefield visualization by portraying relevant threat information that may affect the operational and tactical environment. The task areas that support PIO include—
• Intelligence preparation of the battlefield (IPB).
• Active and passive roles.
• Police assessment process.
1-16. Whether in support of peacetime installation L&O or detecting threat forces in the battle space, the MP force employment provides the commander with substantial information and an intelligence source, particularly where the criminal element is the same as or closely aligned with the opposing forces (OPFOR) and government. Refer to Chapter 9 for more information about PIO.
THREAT
1-17. Today, friendly forces encounter a broad range of traditional and nontraditional threats. No single dominating threat will be the undisputed focus of US security policy. Although overt attacks on the US and its strategic interests may be less common, stability operations and support operations will likely increase. Economic development and demographics, as well as the progression of social and cultural movements, will encompass an array of threat forces including nonnation forces (ethnic conflicts and terrorist activities) which challenge traditional nation and state environments. Additionally, nation and state forces (internal security forces and infantry-based and armor-mechanized-based armies) continue to present a global threat. These forces possess varying levels of military and advanced technology capabilities.
1-18. In recent military operations, a nontraditional criminal threat has emerged. The evolving criminal threat operates most often in the rear area, near ports, in built-up areas, and where troop populations are high. This threat is most likely to be detected at border crossings trying to disrupt the relocation efforts of DCs. They may commit crimes against particular ethnic groups or be at checkpoints and roadblocks trying to position weapons, explosives, or personnel in sustainment areas in order to disrupt military operations or kill friendly forces. Such a threat requires commanders to minimize its negative impact on friendly forces, resources, and operations. The MP continue to respond to nonmilitary threats including famine, health epidemics, illegal immigration, illegal drug traffic, and population dislocation.
MILITARY POLICE PLATOON ORGANIZATION AND LEADERSHIP
1-19. There are two basic MP platoon organizations, corps and division. Corps MP platoons are organized and equipped basically the same. Each division MP platoon supporting a different kind of division (such as heavy, light, airborne, or air assault) is designed under a different table(s) of organization and equipment (TOE).
CORPS MILITARY POLICE
1-20. Depending on the nature of the operation, corps MP are usually among the first forces deployed to support military operations around the world. They deploy early to areas devastated by natural or man-made disasters to assist disaster relief and damage assessment efforts. They provide security and force protection to friendly forces, critical facilities, and resources as units organize for military operations. In a developing theater, corps MP concentrate mission support to the main effort. Units whose assistance to the main effort is vital normally receive the highest priority for protection. Key facilities, such as traffic choke points, critical tunnels and bridges, and ammunition and fuel storage points may require special protection. As the theater matures, the focus may quickly change to other functions as MP adjust priorities to accommodate the change.
DIVISION MILITARY POLICE
1-21. Division MP are organized somewhat different depending on the type of division they are supporting. For example, a heavy division has one MP platoon providing direct support (DS) to each maneuver brigade and two MP platoons providing general support (GS) to the division's rear. Both airborne and air assault divisions have four MP platoons providing GS. A light infantry division is supported by three MP platoons.
1-22. In heavy divisions, where highly mobile forces are designed to move quickly over open ground, the overall need for MMS is significant. Division MP are likely to focus on expediting the forward movement of the critical combat resources into the division area. However, the priority could change quickly to removing EPWs from forward areas to freeing maneuver forces from guarding and caring for captives.
1-23. In airborne and air assault divisions, priority of MP support is most often needed for EPW operations and then for MMS to speed the movement of CS vehicles within the airhead.
1-24. For MP supporting any division, certain employment considerations remain constant. MP provide dedicated security for assets deemed critical by the division commander. This includes the division's main command post (CP) where MP operate outside the CP perimeter conducting screening missions designed to detect, disrupt, and delay enemy forces from disrupting the division's primary CP. Another consideration is MP accepting EPWs from capturing troops as far forward as possible.
SEPARATE BRIGADES
1-25. MP support to a separate brigade is normally provided by a four-squad MP platoon. The platoon is assigned to the brigade headquarters and headquarters company (HHC). The brigade has a separate provost marshal (PM) cell that serves as the command and control (C2) element for the platoon. The brigade PM cell has operational control (OPCON) of all MP assets the same way the division PM has OPCON of the division MP assets. The brigade HHC provides sustainment support for both the PM cell and the MP platoon. The PM advises the separate brigade commander on matters pertaining to MP operations. The platoon leader directs the execution of the platoon's missions based on the priorities set forth by the PM and the supported commander.
1-26. The platoon can perform any of the five functions. The platoon leader may task organize the squads according to mission, enemy, troops, terrain, time available, and civilian considerations (METT-TC), and provide one squad to operate the EPW collecting point, one squad to provide a mobile security screen and occupy observation posts (OPs) around the brigade's CP, and two squads to conduct MMS and AS throughout the brigade's rear area.
INITIAL BRIGADE COMBAT TEAMS (IBCTs)
1-27. MP support to an IBCT may differ from that of other separate brigades. The IBCT is a preconfigured, ready-to-fight, combined-arms package. It is designed and optimized primarily for employment in small-scale contingencies operations (SSCO) in complex and urban terrain, confronting low-end and mid-range threats. The IBCT participates in war, with augmentation, as a subordinate maneuver component within a division or corps, in a variety of possible roles. It also participates in stability and/or support operations as an initial entry force. Civil unrest or complete turmoil normally characterizes these environments.
1-28. Organically, MP support to the IBCT is a two-person PM planning cell. The PM planning cell is located with the HHC's maneuver support cell and under the direct supervision of the brigade Operations and Training Officer (US Army) (S3). The role of the PM cell is significantly different from that of a traditional division PM or separate brigade PM. The main difference is the lack of organic or habitual MP assets in the IBCT. The absence of organic MP assets makes the job of the PM much more critical. The PM must—
• Understand the organization, capabilities, and limitations of the IBCT.
• Conduct effective liaison with higher HQ PM elements.
• Become an effective planner and anticipator of MP requirements.
• Task organize MP units effectively and efficiently.
• Assume C2 of incoming MP forces or, if operating under a division, relinquish C2 to a division or corps PM (if appropriate for effective employment of MP forces).
1-29. Depending on METT-TC, the IBCT may be augmented by MP elements ranging from a platoon to a battalion. Once the brigade receives MP augmentation, the PM then becomes a staff planner and coordinator for all MP activities.
1-30. Since the IBCT is a divisional brigade, the division PM and the IBCT PM play an important role in developing an optimum MP force package to support the brigade commander's concept of the operation. Despite the brigade's early time lines, the PM must consider and plan for MP augmentation forces as early as possible to free up valuable combat resources. SSCO that result in numerous EPWs, CIs, and refugees will hamper the maneuver force's freedom of movement.
1-31. Initially, MP priority of effort during the offense may be providing MMS for ground combat, CS, and CSS forces and taking control of EPWs and CIs. During the defense, the priority of MP support may shift to conducting AS and counterreconnaissance along the LOC, C2 centers, and CSS bases. MP may also be required to conduct response force operations or become part of the TCF.
1-32. During stability and support operations, MP support may include—
• Order restoration.
• Crowd control.
• AS or force protection.
• DC operations.
• Noncombatant-evacuation operations.
PLATOON LEADER
1-33. The MP platoon leader is responsible to the company commander for the platoon's combat readiness, training, and discipline and the maintenance of its equipment. To be successful, the platoon leader must demonstrate an ability to lead soldiers and manage an organization, material, and time. He must be able to articulate the capabilities and limitations of the platoon to various non-MP staff sections. In combat, the platoon leader is responsible for accomplishing all the missions assigned to the platoon according to the commander's intent and preserving the platoon's fighting capability.
PLATOON SERGEANT (PSG)
1-34. The PSG leads elements of the platoon as directed by the platoon leader and assumes command of the platoon in the absence of the platoon leader. He directs the day-to-day activities of the platoon and ensures that the platoon has individual and team training and logistics needed to accomplish its mission. During tactical operations, he may assist in the control of the platoon.
TEAM AND SQUAD LEADER
1-35. The MP team leader is responsible to the squad leader for individual and team training and team discipline. He is responsible for the tactical employment and control of the team and the maintenance and operation of all vehicles and equipment organic to the team. During combat operations or anytime there is a threat, the team leader quickly assesses the situation, reports to his superiors, and takes appropriate action to protect the team according to the rules of engagement (ROE). A squad leader has the same responsibility for the squad as the team leader has for the team.
FORCE PROTECTION (FP) MEASURES
1-36. MP leaders at all levels must examine FP requirements and integrate FP measures throughout all the operations. Once higher HQ has established local FP policies, leaders set the example by complying with them. Leaders reduce the soldiers' exposure to hazards by strictly enforcing all the protective postures that may include—
• Traveling with at least two vehicles armed with at least one automatic weapon.
• Hardening of the vehicles.
• Wearing Kevlar® and body armor.
• Not driving off the road or cross-country.
• Placing off-post facilities off limits during nonduty hours.
1-37. MP leaders analyze and compensate for other threats such as disease, weather, crime, complacency, terrorism, morale, safety, and other considerations.
1-38. At the operational level, team and squad leaders establish a safety zone around their teams. The safety zone is the immediate area around the team where threat forces or events could harm the team or inflict casualties. In open terrain, the safety zone may extend out to the maximum effective range of the team's organic-weapon systems. However, when searching vehicles at a checkpoint or conducting crowd control, the safety zone may only be an arm's length from the team.
1-39. Team and squad leaders remain alert to threats that enter the team's safety zone. They must quickly assess any threat to the team and take appropriate action within the ROE to reduce the threat or move the team.
1-40. When required to operate in crowds, maintain eye contact with team members. Establish and maintain a safe distance between the team and the crowd. Never allow the team to become separated or surrounded.
1-41. When patrolling in built-up areas, the gunner scans the upper floors of the buildings and the streets to the vehicle's front, rear, and flanks and immediately reports any suspicious activity. The driver concentrates on the area directly in front of the vehicle looking for any unexploded munitions, scatterable mines, or other road hazards. All team members should stay awake, alert, and ready to react to danger.
MILITARY POLICE PLATOON MISSION, CAPABILITIES, AND LIMITATIONS
1-42. The platoon has one critical wartime mission which is to provide MP CS to an assigned area of operations (AO). MP CS consists of all five MP functions. The platoon performs its missions primarily mounted, taking full advantage of the high mobility multipurpose wheeled vehicle's (HMMWV's) versatility and the added protection and firepower of the armor security vehicle (ASV).
CAPABILITIES
1-43. The MP platoon is capable of operating day or night, in various terrain conditions, and under all weather and visibility conditions. Their mode of operation is possible through the deployment and employment of the three-person team throughout the battlefield. However, it is dependent on its parent unit for sustainment support. The platoon has self-protection capabilities such as nuclear, biological, chemical (NBC) detection equipment and a Platoon Early-Warning System (PEWS). The platoon's radio transmission range is increased with an OE-254 antenna. Because of extensive police training and law enforcement missions, the MP are highly skilled in the use of force and the employment of lethal and nonlethal technologies, information-collecting and dissemination, observation and surveillance, and crowd control. The MP platoon has a tremendous combat and noncombat information-collecting capability. This capability is the result of extensive area, zone, and route reconnaissance; daily contact with local nationals; conducting combined police patrols with HN military and civilian police agencies; and conducting field interviews. An MP platoon is capable of covering 500 square kilometers in rolling terrain; however, more severe terrain such as mountains, METT-TC, and mission objectives will affect this capability. For example, consider one mobile MP team per 10 kilometers of route coverage. For area coverage, begin with an estimate of one mobile MP team per 55 square kilometers.
1-44. Unlike most combat arms platoons, which maneuver together in formation, the MP platoon most often operates independently and dispersed over a large area. The platoon conducts combat operations, when required, through the employment of mobile combat systems containing three-man teams operating independently or in concert, and having vehicle crew-served and individual weapons capable of defeating a Level II threat and defending a position against dismounted threats.
1-45. Based on METT-TC, the platoon leader may task organize the platoon for certain missions. Normally, MP are employed as squads; however, individual teams may execute many MP tasks.
LIMITATIONS
1-46. During combat operations, the platoon is not organized and equipped to fight for extended periods unless it is augmented with indirect fire or close air support (CAS). Although the MP team is a lethal and highly mobile platform, it is not structured or equipped for prolonged autonomous missions. Leaders must use the MP team as a task organizational building block and avoid over tasking based solely on the number of teams available. The platoon has limited antiarmor capability and normally uses antiarmor weapons for self-protection and to break contact.
PEACETIME TRAINING
1-47. MP units train as they will fight. Peacetime training must replicate battlefield conditions and conform to Army doctrine. Leaders and soldiers must understand standardized doctrinal principles found in applicable manuals to ensure that training is conducted to standard. The following manuals provide the basic foundation for Army training:
• FMs.
• Training circulars (TCs).
• MTPs.
• Drill books.
• SMs.
• Army regulations (ARs)
1-48. FM 25-100, FM 25-101,and TC 25-10 provide MP leaders with established training doctrine and assist the leaders in the development and execution of the training programs. These manuals introduce the concept of lane training and define it as a technique for training company, team, and smaller units on a series of selected soldier, leader, and collective tasks using specific terrain.
1-49. Lane training uses multiechelon techniques to maximize the efficient use of limited terrain and control conditions for formal or informal evaluations. Lane training is externally supported, resourced, and evaluated. It enables similar units to simultaneously or sequentially train on mission-related scenarios. Lane training is resource intensive, so commanders must maximize its benefit. Commanders narrow the focus and select only the most critical mission-essential task lists (METLs) items or collective tasks for training. Lane training is especially valuable for conducting specific METL tasks, situational training exercises (STXs), and other training events. It is often associated with training requiring movement over terrain; for example, movement to contact or conducting a route reconnaissance. Lane training can be modified to achieve benefits in L&O scenarios, such as special-reaction team (SRT) incidents, patrol incidents, traffic accidents, and so forth.
1-50. The lane training doctrine outlined in FM 25-101 and TC 25-10 can be tailored for small MP units by using the training execution model (TEM). The TEM follows the Army doctrine and training philosophy of hands-on METL training as outlined by FMs 25-100 and 25-101. Before the TEM can be implemented, the concept of the operation must be approved, evaluated, and directed from two levels up. For example, a squad leader must receive approval through the chain of command from his company commander to execute the training event; a platoon leader gets approval from the battalion commander and so forth.
1-51. The TEM incorporates the combined-arms training methodology and adjusts it to meet the MP training requirements. The TEM focuses the unit on the time available during the training cycle to train the most critical collective and individual tasks. The TEM consists of an eight-step training methodology that is based on leader certification of the lane expert and an observer/ controller (OC) as well as subordinate unit leaders. For more information about TEM refer to Appendix C.
This chapter provides the techniques and procedures used by MP leaders at company and platoon level to C2 their organizations.
OVERVIEW
2-1. Battle command is the art of battle decision making, leading, and motivating soldiers and organizations into action to achieve victory with the least cost to the organization. Commanders must visualize the current and future state of both friendly and enemy forces. The commander positions himself where he can guide and motivate the soldiers and influence the outcome of the missions.
2-2. The company commander is responsible for all that the unit does or fails to do. He cannot delegate this responsibility, and the final decision and responsibility rest with him. He discharges his responsibility through an established chain of command and holds each subordinate leader responsible for the actions of the platoon or the section.
2-3. The commander must be proficient in the tactical employment of the unit. He must know the capabilities and limitations of the soldiers and the equipment. A commander does this through a continuous cycle of planning, executing, and assessing training. Through this training, the commander gets to know the soldiers.
2-4. MP commanders prioritize, assign missions, and allocate resources where they can best support the higher echelon commander's intent. The company commander makes most of the tactical decisions. Technological advances in today's operational environments have reduced the time available for decision making while increasing the possibilities that must be considered.
2-5. Thorough and sound operational planning is the key to successful combat and CS operations. Commanders must identify the opportunities and anticipate and avoid problems. They must analyze their options before making the decisions on which subordinate leaders will base their actions. Commanders balance competing risks and then identify and develop the best course of action (COA).
MILITARY DECISION-MAKING PROCESS (MDMP)
2-6. The MDMP is a single, established, and proven analytical process used at all the echelons of the commands. This is a seven-step process used when adequate planning time and enough staff support are available (Table 2-1). This process is a detailed, deliberate, sequential, and time-consuming process that helps the commander and his staff examine a battlefield situation and reach logical decisions. The commander uses the entire staff during the process to explore the full range of probable and likely enemy and friendly COAs and to analyze and compare his own organization's capabilities with the enemy's.
2-7. At company level, the commander normally uses the MDMP in a time-constrained environment without enough staff. A unit can shorten the process if it fully understands the role of each step of the process and the requirements to produce the necessary products. The application of the MDMP at company level and below is called the troop-leading procedures (TLP). Figure 2-1 shows the relationship between MDMP and TLP.
2-8. MP commanders plan successful operations by anticipating possible future events and planning contingencies. MP leaders enhance both planning and execution of the operations when they—
• Use the military planning and decision-making process.
• Develop short- and long-range goals.
• Identify goals and objectives with a recognizable end-state.
• Coordinate goals and actions internally and externally.
• Base their plans on objective planning factors.
• Review their plans, continuously, in light of the METT-TC and updated information.
• Assign responsibilities and express expectations.
• Identify the options that may develop during an operation.
• Stand ready to accommodate the changes.
MILITARY PLANNING
2-9. Commanders select and carry out the developed COAs using military planning. Military planning guidelines include—
• Forecasting requirements by analyzing and evaluating facts and trends to predict what may occur.
• Examining probable requirements and establishing priorities for further preparation.
• Studying implications and interrelationships of probable requirements.
• Analyzing the mission to determine tasks, their complexity, and their relative importance.
• Establishing guidance for further planning that will help keep all the elements focused on the commander's intent.
• Preparing studies and estimates to help formulate the COA and assess its feasibility.
• Selecting the COA, identifying the best course, and retaining other feasible courses for use in contingencies as alternate plans.
• Preparing the plan in detail and conducting rehearsals when time, resources, and security permit.
2-10. Use the following military planning guidelines to answer the three key questions of operational planning:
• What military condition must be produced to achieve the goal?
• What sequence of actions is most likely to produce that condition?
• How should resources be applied to accomplish that sequence of actions?
2-11. If the plan is not implemented immediately, retain it for later use. As events occur or new information becomes available, review and revise the plan accordingly.
ANALYSIS, FORECASTING, AND RISKS
2-12. Conducting a mission analysis is crucial to planning. The process begins by gathering facts and ascertaining current conditions, such as the—
• Higher-level mission and the commander's intent (one and two levels up).
• Current task organization (two levels down).
• Current unit status (locations, operation capabilities, and activities).
• Logistics situation (refer to FM 101-5 for the logistic estimate format).
2-13. When facts are not available, the commander will need to develop assumptions. Assumptions must substitute for fact where information is not known. Keep in mind that as time passes between the receipt of a mission and the execution of a plan, facts are increasingly likely to have changed. Develop sound assumptions that can be used in place of facts.
2-14. Analyzing the higher-level mission and the commander's intent will help identify what tasks are required to accomplish the mission. As the mission is analyzed, identify both the specified and the implied tasks to be performed. Specified tasks are those stated in higher HQ orders and plans. Implied tasks (like crossing a river or passing through the lines of a unit lying between you and the objective) are not so stated, but must be accomplished to satisfy the overall operation. From among the specified and implied tasks, essential tasks that are crucial to the mission's success must be identified.
2-15. Integral to mission planning is the analysis of mission requirements in terms of time, space, and personnel. If MP are to balance the benefits of detailed planning against the need for immediate action, they must—
• Determine how much time there will be between receiving the mission and the deadline for having completed it.
• Know how long it will take to obtain and process information, make decisions, and issue orders.
• Know how long it will take subordinates to execute the orders, complete the mission, or carry out the operation.
2-16. Because each unit involved in an operation performs its planning based on the plans of the next higher level, allocation of adequate time for subordinate units to plan is a consideration at each level. Publishing SOPs reduces the number of details to be explained. It also promotes understanding and teamwork among commanders, staff, and troops.
2-17. When doing reverse planning, consider the classic allotment of one-third time for planning and two-thirds time for execution (Table 2-2). Move backward from the time of execution to—
• Allocate time to accomplish each phase of an operation.
• Determine how much time is needed to rehearse.
• Determine how much time is needed for developing the plan.
2-18. When using terrain analysis, consider the layout of the battlefield. Appreciate the opportunities and limitations of the major terrain features, transportation networks, and built-up areas. Fit the operational concept and planning to that environment. Use the IPB to evaluate the area in terms of the military aspects of the terrain. Consider how to exploit the opportunities afforded by weather while minimizing its adverse effects.
2-19. Use current information on the threat to identify known enemy activities and threat capabilities that could affect this and future operations. Attempt to anticipate the enemy's objectives and intentions.
2-20. Consider available assets and determine acceptable levels of risk. At every echelon, MP disperse their assets and prioritize operations to meet the echelon commander's needs within the limits of the resources at hand. MP leaders must concentrate their efforts on key locations and accept risks elsewhere. When possible, recognize and moderate such risks in the choice of operations and in the contingency planning. The five steps to identify, analyze, and reduce risks are listed in FM 100-14.
COURSE OF ACTION IDENTIFICATION, DEVELOPMENT, AND SELECTION
2-21. The commander's selected COA will become the actual plan for accomplishing the mission. To ensure the best plan possible, identify several possible COAs, each significantly different from the others. In identifying COAs, do not overlook a check of the "basics" that include the—
• Commander's intent.
• Essential tasks.
• Effective use of C2.
• Principles of war.
• Ethical considerations.
• Relative force ratio.
2-22. Consider preparing a COA statement (and sketch, if appropriate) for each option. The COA statement is the "how" of the operation. Ensure that it includes the following five elements:
• What - the type of action.
• When - the time the action will begin.
• Where - the assigned area.
• How - the use of available assets.
• Why - the purpose of the operation.
2-23. When developing the COA, analyze the relative combat power. Consider the initial array of the forces and develop the schemes of maneuver. Determine C2 means and maneuver control measures.
2-24. Base doctrinal capabilities and planning on historical planning factors, and then relook the estimates in light of the available assets, the factors of METT-TC, the echelon commander's intent, and the mission's priorities. For example, when planning distribution of mobile assets for route coverage, begin with an estimate of one mobile MP team per 10 kilometers. For area coverage, begin with an estimate of one mobile MP team per 55 square kilometers.
2-25. When dispersing the assets into small combat elements, consider the classic ratios of friendly to enemy forces (3to1) to help ensure that the elements can concentrate enough combat power to accomplish the mission. Consider the speed and ease of reassembling the elements if dispersing them to distant sites.
2-26. Attempt to anticipate the enemy's likely moves. Consider ways to obstruct dangerous approaches to the area and avenues leading away from potential landing zones. Plan ways to combine the efforts of different resources, like enhancing the combat power for the base response and counterreconnaissance operations with fire support from field artillery or aviation. Attempt to determine the outcome of the operations by—