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*FM 19-10

Field Manual HEADQUARTERSNo. 19-10 DEPARTMENT OF THE ARMY

Washington, DC, 30 September 1987

MILITARY POLICE LAW AND ORDER OPERATIONS

Preface

One of the most important missions the Army has is to maintain itsreadiness. Unit readiness rests on the morale, discipline, and training of itssoldiers. It rests equally on having quality soldiers and their families feelgood about life in the Army community. Our soldiers and their families musthave a safe and secure environment in which to live, work, and train. Themilitary police (MP) accept that challenge daily.

MP protect the Army’s assets through active physical security measures.And MP undertake a vigorous economic crime program. They guard theArmy’s people and installations against terrorist threats. Their initiativesin crime prevention and family advocacy and their “work friendly” attitudeshow they care about soldiers and their families. MP unstintingly fulfilltheir law and order mission, knowing it to be vital to the Army’s success incombat.

This field manual (FM) discusses each element of the MP law and ordermission. It addresses law enforcement operations, investigations,confinement of US military prisoners, and terrorism counteraction. ThisFM will assist MP in understanding how each of these elements is anessential part of their law and order mission. Commanders will find it useful

in understanding how MP help support the fulfillment of commandresponsibilities.

Because many aspects of the MP law and order mission are undertakenlargely to provide a safe environment for the total Army community, muchof the discussion in this FM is devoted to MP law and order responsibilitiesin a peacetime environment.

The proponent of this publication is Headquarters, US Army Trainingand Doctrine Command (TRADOC). Submit changes for improving thispublication on Department of the Army (DA) Form 2028 (RecommendedChanges to Publications and Blank Forms) and forward it to Commandant,US Army Military Police School, ATTN: ATZN-MP-DML, Fort McClellan,Alabama 36205-5030.

Unless otherwise stated, whenever the masculine gender is used both menand women are included.

*This publication supersedes FM 19-10, 30 September 1976.

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PART ONE

THE MP LAW AND ORDER MISSION

The MP Corps provides the Army a wide

range of diverse support. On the battlefieldMP provide commanders combat, combatsupport, and combat service support. Both“an Arm and a Service,” the MP Corps playsan important role in battle. But MP also playan important role in supporting commanders

beyond the successful resolution of battle.Through their law and order mission MPcontinue their active support of Armycommanders by ensuring the existence of thelawful and orderly environment units need tomaintain combat readiness. MP performing

law and order operations extend thecommander’s command and control. Theyaid commanders in obtaining andmaintaining combat proficiency. Theyprevent diversion of military resources. Theysuppress the chance for criminal behavior;they protect and assist the militarycommunity. And they help commandersensure US forces are disciplined troops of high morale.

In a theater of operations MP conduct lawand order operations only when the combat

commander requires it and when battleintensity permits. During intense continuouscombat, like that expected near a main battlearea or in a developing theater of operations,MP are most needed to expedite and conservevital resources for combat forces. In intensecombat the commander’s priority of need ismost often for MP combat and combatsupport operations. MP are employed moreoften for battlefield circulation control (BCC),area security, and enemy prisoner of war(EPW) operations and less often for law andorder operations. But a commander’s need for

law and order operations depends on thetactical situation. And it depends on the levelof command involved and the location of thecommand on the battlefield.

In a peacetime environment MP conduct

extensive law and order operations. Theseoperations support commanders’ order anddiscipline in the field and on installationsaround the world. The performance of theseoperations impacts even beyond themaintenance of law and order. Manypeacetime law and order operations andsubelements embody basic methods,measures, and techniques MP use to carry outtheir BCC and area security missions. Forexample, operating a traffic control post(TCP) is a measure basic to the MP missionsof BCC and area security. Operating TCPs is

also basic to the MP law and order mission.MP conducting law and order operations in apeacetime environment are consistentlyexercising battlefield skills.

In peacetime as well as in combat MPprovide commanders with a well-armed,communications-intensive, and highlymobile asset. While combat ready, the MPs’professional orientation ensures their abilityto operate with restraint and authority,within probable cause, and with a minimumuse of force. This makes MP ideally suited as

a response force in civil confrontations ordisorders, in terrorist counteractions, and inlow-intensity conflicts in a noncombat area.

Away from conflict, wherever US forces arelocated, the MP Corps is the protector andassistor of the military community. MPefforts are directed to ensuring a lawful andorderly environment. MP help ensurecommanders have troops, equipment, andsupplies when and where they need them tomaintain readiness. By their efforts topreserve the law, MP help the commanderensure a high standard of order and

discipline within the commander’s units. Bytheir efforts to assist and protect the militarycommunity, MP help ensure a high level of well-being among the commander’s troops.

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MP provide commanders with the support MP confine US military prisoners. MP takethey need wherever and whenever it is counteractions against terrorism. Andneeded. In peace and war MP help always, MP are prepared to quickly expandcommanders ensure a lawful and orderly their law and order operations into theirmilitary environment. MP enforce laws. MP full-scale battlefield range of combat, combatinvestigate disorders and suspected crimes. support, and combat service support operations.

Military police help the commander get his people, supplies, and equipment where he needs themwhen he needs them. MP help relieve the commander’s burden of providing security and protection forcritical persons, facilities, and equipment. MP are the initial response force to criminal and enemy

attempts to demoralize, terrorize, or sabotage the military community or its operation. MP relievecommanders of the responsibility for detaining and safeguarding prisoners and MP reduceopportunities for crime. Only the magnitude and purpose inherent in each operation changes frompeace to war.

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CHAPTER 1

The Provost Marshal’s Law and Order Purview

The provost marshal (PM) for each

command is that command’s advisor on MPcombat, combat support, and combat servicesupport operations.

In a theater of operations and in tacticalunits the senior MP officer at each echelon isthe commander’s advisor for MP operations.He is a member of the command’s specialstaff. For example, the theater army PM isthe theater’s senior MP. He is responsible forstaff supervision of MP matters at theaterarmy level. In theater army area commands(TAACOMs) and corps, the MP brigadecommanders are their commands’ PM. AsPMs they serve on their commanders’ specialstaff as planners for MP operations. Atdivision level the senior MP officer is thedivision PM.

On military installations outside a theaterof operations the installation PM is theinstallation commander’s advisor for MP lawand order operations. As the chief lawenforcement officer on the installation thePM provides the installation commanderwith professional and technical adviceconcerning law and order objectives, policies,

and directives.The installation PM—

Advises the commander and staff aboutMP abilities.Prepares plans and policies.

Directs and reviews MP operations.Maintains liaison with United StatesArmy Criminal Investigation Command(USACIDC) support elements.Assists and supervises interaction of

supporting and supported units.Coordinates with civilian law enforcementagencies, allied forces, and host nation(HN) military and civil police.

CONTENTS

Page

IMPLEMENTING MP OPERATIONS. . . . . . . . ...9

ORGANIZING THE PM OFFICE . . . . . . . . . . . . ...9

Military Police Company . . . . . . . . . . . . . . . . ...9

Operations Section . . . . . . . . . . . . . . . . . . . . ...10

Administrative Section . . . . . . . . . . . . . . . . . . ..l2

Physical Secruity/CrimePrevention Section . . . . . . . . . . . . . . . . . . . . ...12

Absentee/DeserterApprehension Section . . . . . . . . . . . . . . . . . ...13

Juvenile Section . . . . . . . . . . . . . . . . . . . . . . ...14

Installation Confinement Facility . . . . . . . ...15

Military Police InvestigationSection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...15

Patrol Section . . . . . . . . . . . . . . . . . . . . . . . . . ...16

Game Warden . . . . . . . . . . . . . . . . . . . . . . . . ...16

Traffic Section . . . . . . . . . . . . . . . . . . . . . . . . ...16

Military Working Dog Section . . . . . . . . . ...16

Special Reaction Team . . . . . . . . . . . . . . . . ...16

Provides staff supervision for the

installation confinement facility.If an Office of Command Provost Marshal

is established, the command PM would, inaddition to the above, be responsible forcommand and control of operations toinclude administration, logistics, training,and administering of military justice for allassigned and attached MP units in thecommand.

On installations the commanderdetermines the degree of law and orderneeded to support order and discipline. The

PM advises the commander on the meansand methods needed to achieve thecommander’s needs. The PM implements thecommander’s law and order policies and

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plans. The PM ensures MP plans andoperations supporting the commander’s planare carried out. The PM recommends whenand where to concentrate the command’s MPassets. The PM supervises MP support on theinstallation or within the command’s area of operation. The PM coordinates matters of MP

concern on a daily basis.The PM keeps the commander advised on

MP operations. The PM ensures that MPprovide protection and assistance to themilitary community. The PM ensures MPenforce laws with objectivity. And the PMsets the example in community relations thatreflect and enhance the MP image.

The PM establishes command and controlprocedures to effectively manage MPresources and provide law enforcement when

and where needed. The PM’s managementand contingency planning are the keyelements to ensuring effective law and orderoperations.

Planning MP support is a continuousprocess at every echelon. In the absence of specific directions or orders, the PM plans theuse of MP assets. The PM evaluates currentoperations and projects future courses of action. The PM bases his plans onassumptions consistent with sound judgmentand a thorough knowledge of the situationand mission.

The PM ensures MP planning is practicaland flexible. The PM ensures that plans arecoordinated with staff sections andsubordinate commands. And the PM ensuresplans reflect manpower and resources needed by MP. (This includes needs for commandand control, fire support, equipment, andsupplies. It also includes construction,communication, transportation, andaviation support.) As new information isreceived, the PM reviews, updates, andmodifies plans. The PM ensures that the

commanders get the MP support they need.The PM ensures that MP show mutual

respect and maintain a professional, workingrelationship when working with local

civilian police. Civilian police are normallyled and directed by persons with many yearsof experience in dealing with people and lawenforcement. In coordination with the localcivilian police executive, the PM establishespolicies to guide MP when dealing withcivilian police. For example, sometimes direct

telephone lines for liaison are established between an MP station and a civil policestation. Arrangements may be made for theuse of the civil police radios and theirtelephone call box facilities. But useordinarily is limited to emergencies or specialsituations, and care is taken not to overloadthe civil police networks. (Requests for thistype of service are coordinated with the localcommunications-electronics officer or civilaffairs officer.) MP must be familiar with thecivilian police department’s manual of procedures.

When MP are assigned to work directlywith foreign national police, their actions aregoverned by the prevailing status of forcesagreements. The PM ensures that MPmaintain a professional attitude and thatthey are not critical of how other nations dothings.

Large installations may have a deputyprovost marshal (DPM). The DPM may aidthe PM by supervising general MP activitiesand services. The DPM may manage

physical security, crime prevention, andinvestigations for the PM office. Often a DPMmakes work assignments and reviews workfor compliance with policies, standards, andregulations. The DPM may review andimprove work methods, organizationalstructure, and position assignment to achieveoptimum efficiency. The DPM may managethe civilians assigned to the PM office. TheDPM can assist subordinate supervisors inmeeting civilian personnel requirements.The DPM can ensure issues like merit promo-

tion, performance appraisals, equal employ-ment opportunity,labor-managementThe DPM oftencounsels civilians,

career development, andrelations are addressed.writes job descriptions,and communicates with

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the civilian personnel office to obtain furtherguidance on managing civilian personnel.The DPM may also manage civil law

enforcement operations, commercialactivities programs, and reserve componentsupport for the PM office.

IMPLEMENTING MP OPERATIONS

The primary focus of MP law and order

operations on a military installation is theMP station. MP station personnel implementthe PM’s plans and operations.

MP stations are the center of activity for allMP functions, especially law enforcement. Astation should be located as near as possibleto a point that provides effective directionand centralized control of all MP operationalelements. Wherever possible, existingfacilities are used for the MP station. Butconsideration is given to the mission,available transportation route, communica-

tions facilities, and proximity to troops orfacilities. Commanders may establish MPstations in any area where the incident rateor offense experience indicates a need for apermanent MP presence.

The MP station operates 24 hours a day, 7days a week to provide law enforcementassistance and information wheneverneeded. The general public invariably turnsto the MP for assistance and information.When dealing with the public, MP must beable to provide the correct informationneeded. And they must be courteous whenproviding assistance and information. MPposts and patrols often have available mapsof the post or city to provide the public. MP

ORGANIZING

In a theater of operations PM functionsare under a table of organization andequipment (TOE) (IAW AR 310-31). Oninstallations PM functions are organizedunder a table of distribution and allowances(TDA) (IAW AR 5-3). A TDA may containcivilian and military positions, whereas a

TOE contains only military positions. And aTDA organization can be tailored to suit theneeds of a particular MP organization. ATDA organization can be used outside the

must know where hospitals, firedepartments, and neighboring policeagencies are located. MP are careful not toprovide restricted police information orclassified military information tounauthorized persons. But when informationor assistance by the public is requested, MPdetermine exactly what is wanted. Then theygive a clear and concise answer. If MP do nothave an answer, every effort is made toobtain the answer. Or the person is referred toan appropriate agency to obtain assistance.The PM provides information to informationcenters. This information is similar to thatavailable from the MP station. Informationcenters may be located in transportationcenters, centers of troop concentrations, maintraffic routes, or gates of militaryinstallations.

The MP station may also operate anynumber of substations depending ondistance, volume of activity, or missionrequirements. MP functions center aroundpatrol operations, traffic control,absentee/deserter return to military control,apprehension/detention of offenders, andcontrol and accountability of evidence. (SeeAppendix A for more information on MPstations.)

THE PM OFFICE

continental US (OCONUS) as well as in thecontinental US.

MILITARY POLICE COMPANYThe MP company provides command

management, administrative support, andlogistics for assigned military personnel. The

MP company provides discipline, house -keeping, welfare activities, and food services. Italso provides training (see Appendix B forinformation on MP firearms qualification).

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OPERATIONS SECTION observation of confinement facilities whenAll MP stations have an operations occupied. He receipts for and secures personal.section. This section is the primary control

. .effects of offenders and prepares required

point for all MP operations. The pivotal dutyposition of desk sergeant is part of theoperations section. The desk sergeant is thekey individual in this hub of operations. Hereceives and records complaints. He providesquick response to calls for assistance wherecrimes have been committed. He ensurestraffic is controlled and that traffic accidentsare investigated. He informs the PM of serious incidents that deal with personnel,

installation security, threats to militaryoperations, and so forth. He processes,detains, feeds, and prepares disposition of offenders. And he maintains continual

reports. He maintains DA Form 3997(Military Police Desk Blotter) and DA Form1594 (Daily Staff Journal or Duty Officer’sLog). And he prepares DD Form 460(Provisional Pass). He obtains medical aidfor an offender, complainant, or witness whois physically ill or who seems to be in shock,in a coma, or heavily intoxicated. The desksergeant maintains communications withpatrols, directs actions of patrols, and

reviews patrol reports. And he furnishesinformation, as authorized, to militarypersonnel and the public. He keeps the dutyofficer informed of pertinent matters and

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dispatches reserves in the absence of the dutyofficer. The desk sergeant maintains a lostand found property service, or coordinatesthis service with the adjutant section, asdirected by local regulations. Also in theoperations section is the radio operator whooperates the communications net controlstation. Some station operations sectionshave subelements for administration,communications, and records and reports.

The operations section ensures all lawenforcement and investigative activities areimplemented, coordinated, and controlled asdirected by the PM. This section ensures thatpolice liaison and public relations activitiesare established and maintained with the

military and civilian communities served.The operations section provides support to allinstallation contingency plans. It plans forthe use of resources and provides operationalcontrol of the special reaction team (SRT).The operations section maintains control of all MP investigations, criminal intelligencedata collection, and physical securityoperations. The operations section ensuresall traffic operations are coordinated,planned, and directed in coordination with

the traffic section. Entry and exit of theinstallation is controlled by the operationssection. The operations section dispatchespatrols, maintains communications withpatrols, establishes traffic control points, andmans these points, as required.

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The operations section establishes patrolareas, policies, and responsibilities for MPpersonnel while on duty. Personnelrequirements and employment of thesupporting MP company are determined incoordination with the supporting unit. Thedaily required distribution of personnel is

determined the operations section. Thenumber of personnel by grade, jobassignment, and required skill is given to theMP unit commander as soon as therequirement is known.

The operations section determines MPtraining requirements and recommends themto the MP unit commander. The operationssection serves as an evaluation center for MPpersonnel to determine additional trainingand equipment requirements. Theserequirements are furnished to the supporting

MP company. Job site training is coordinated between the PM and unit commander tofacilitate continuous development of technical skills of assigned personnel.Inexperienced personnel are paired withexperienced personnel. Duty assignmentsmust be appropriate to grades. If personnelare not qualified for assignments inaccordance with their grades, training must

be initiated to correct the deficiencies beforeindividuals perform such duties.

In some stations other sections, like MP

investigation, absentee/deserter apprehen-sion, protective services (when authorized), juvenile, military working dog (MWD), andwildlife conservation enforcement, may beorganized to operate independently of theoperations section, but they maintain closecoordination.

ADMINISTRATIVE SECTION

The administrative section performs alladministrative functions for the PM office.This section maintains administrative

liaison with other staff sections and theNational Crime Information Center (NCIC).It maintains files and safeguards classifieddocuments. It controls correspondence,records, and forms. This section plans and

conducts research to include multiyearplanning and budget and manpowerprojections; it is responsible forimplementing the automated OffenseReporting System (ORS) and the VehicleRegistration System (VRS). (See DA Pam 5-3for information on work method techniques.)

The administrative section preparesserious incident reports (SIRS) for the PM.Serious incidents are communicated throughthe chain of command to ensure commandersare knowledgeable of such events. SIRS will

be processed in accordance with ArmyRegulation (AR) 190-40 and AR 27-50.

The PM ensures that the commander isnotified when such incidents occur.Procedures for notifying the chain of command of incidents and their seriousness

are usually set by the installationcommander. Often this is done during hisinbriefing with the PM. The PM ensures theintent of the commander’s directives arereflected in the standing operating procedure(SOP). The SOP outlines the notificationprocedures to be used by the desk sergeantand MP duty officer (MPDO). The PMensures that information is factual andpassed on in its entirety. The SOP providesthe immediacy in which the installationcommander will be notified. Generally, thecommander is given the facts of the case

verbally as soon as possible. The commanderis given a copy of the military police report(MPR) which contains all informationrelevant to the SIR.

PHYSICAL SECURITY/CRIMEPREVENTION SECTION

The physical security/crime preventionsection oversees the installation’s physicalsecurity and crime prevention programs. Thesection coordinates policies and proceduresfor these programs. It ensures that the

programs are administered and maintained.The personnel in this section help unitcommanders and staff sections formulateand administer security plans andprocedures and crime prevention programs.

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MP in the crime prevention section supportthe commander in his responsibility forensuring the welfare of members of thecommand. They oversee the development of the Army crime prevention program. Theobjective of this program is to reduce criminalactivity and improve the readiness posture of

all commands. By suppressing theopportunity for criminal behavior, MP helpthe commander maintain a fighting force in astate of high morale and discipline.

Physical security personnel establish andmaintain a current priority listing approved

by the commander of critical activities andfacilities within the command. They provideinput to the PM and the command staff on budgeting, inspection results, and theinstallation physical security plan.

Specific responsibilities of the physicalsecurity section include—

Developing and updating installationphysical security plan.Reviewing physical security SOP.Reviewing work orders to ensurecompliance with physical securityrequirements.Performing technical assistance visits.

Conducting physical security classes.Establishing and monitoring intrusion

alarm procedures.Providing members for installationcommand inspection team.

Installation physical security programsare tailored to the local threat. Securityrequirements are determined by theinstallation PM; USACIDC field offices;military intelligence units, agencies, andactivities; local civilian law enforcementagencies; annual DA physical security threatstatement; and operations security (OPSEC)evaluations and surveys. The installation

physical security program is described in acomprehensive physical security plan. Thisplan addresses specific detection,assessment, response, delay, andcommunications measures taken to

safeguard personnel, materiel, andequipment. These include lock and keycontrol; protective barriers, lighting, andsensors; MP patrols, vehicle checks, andsearches; community relations programs;and neighborhood crime watch.

Physical security surveys and inspections,crime prevention surveys, and personalsecurity assessments for high-risk personnelidentify existing or potential conditionsconducive to criminal or terrorist activity.Specific guidance for conducting physicalsecurity surveys is contained in AR 190-13.

Specific questions used by the personconducting an inspection are developed fromregulatory procedures governing theoperation of the activity or facility beingexamined, pertinent internal securityrequirements, and experience. See FM 19-20,

FM 19-30, and AR 190-13.

ABSENTEE/DESERTERAPPREHENSION SECTION

An absentee/deserter apprehensionsection is established if justified by AR 5-9and the a bsentee/deserter program (seeChapter 6). Justification depends on caseloadand geographic and demographic data. ThePM resources the section based on historicalcaseloads and area of responsibility asdesignated in AR 5-9. The section may be

organized with an officer in charge (OIC)/noncommissioned officer in charge (NCOIC)and one or more two-man apprehensionteams chosen in accordance with AR 190-9. If the caseload is small, this function may beperformed as an additional duty by MP patrolpersonnel or the MP investigation section.

The absentee/deserter apprehensionsection conducts investigations of absentwithout leave (AWOL)/deserter personnel.The section compiles and distributes alldocuments pertinent to AWOL/deserter

personnel. The status of individuals isverified through United States ArmyDeserter Information Point (USADIP), andall regulatory reporting requirementsinvolving AWOL/deserter personnel are

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included when reports are processed. Theabsentee/ deserter apprehension section aidsapprehensions by distribution of AWOL/deserter material in person or bytelephone. Coordination is maintained withcivil law enforcement agencies to aid inAWOL or deserter personnel apprehension.

The absentee/deserter apprehension sectionprocesses DD Form 629 (Receipt of Prisoneror Detained Person) in accordance with AR190-45, processes transportation requests,and takes other administrative actions totransport AWOL or deserter personnel.

The team must first coordinate with theStaff Judge Advocate (SJA) and then withcivilian police before entering the civiliancommunity to apprehend an absentee/deserter.The absentee/deserter apprehension team briefs the local civilian police on the team’sspecific mission. They brief the civilian policeon the results of the team’s mission beforeleaving the jurisdiction. If local civilianpolice apprehend an absentee or deserter, theteam provides documents for obtaining thereward or reimbursement offered by theArmy per AR 190-9.

The absentee\deserter apprehension teamcan request that civilian police accompanythe team. If local civilian police cannotaccompany the team, the absentee/deserterapprehension team requests advice and

guidance from them. The absentee\ deserterapprehension team must coordinate with theSJA when the local civilian police cannotaccompany the team.

The absentee/deserter apprehension teamis tactful and courteous when dealing withthe civilian community. The team’sprofessionalism must be evident. Friends,family, relatives, and local police arecontacted for help in developing leads. Anabsentee/deserter apprehension team mustkeep in mind that their jurisdiction extends to

the subject only. It does not extend to thosewho aid the subject or other civilians. Theteam will not pressure the family or friends of an absentee into furnishing information orassistance.

Techniques to be employed byabsentee/deserter apprehension teams inmaking apprehensions must be clearlyoutlined in an SOP. The SOP must state whatis to be done, how it is to be done, and why it isnecessary. Team personnel must be familiarwith these procedures. Further guidance can

be obtained from AR 630-10 and AR 190-9.The absentee/deserter apprehension

section handles the administration of theprogram. The section handles the initialreporting requirements concerningabsentees/deserters. The section processesabsentees/deserters being returned tomilitary control.

And the absentee/deserter apprehensionsection maintains the administrativeworking files. This includes individual casefiles in “active,” “inactive,” and “closed”

categories, as well as a suspense file. Eachcase file includes documents received, leadsdeveloped, actions taken, and persons oragencies with whom coordination was made.Memorandums for record are used for mostactions, or information not shown on MPreports, statements, work sheets, or otherdocuments.

JUVENILE SECTIONPMs with significant juvenile problems

can set up a separate juvenile section if resources are available. This section handles

juvenile crime, delinquency, andmisbehavior.

MP and MP investigators (MPIs) assignedto this section can be volunteers. The numberof people assigned depends on availability of personnel, extent of the juvenile problem, anddegree of command interest. PMs try to selectMP or MPIs who have a counseling or socialwork background, or who have been involvedin volunteer work with the young. Personnelassigned to this section deal with delinquentyouths, make appropriate referrals to social

agencies, and provide knowledgeablerecommendations for disciplinary action andpreventive measures.

By closely monitoring juvenile activitiesMP and USACIDC personnel can aid in

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establishing an effective delinquencyprevention program, identifying potentialproblems, and solving juvenile offenses.Elements of a juvenile delinquencyprevention program are—

Determining juvenile group hangout

areas.Making note of juvenile identities andactivities.Developing sources of information.Determining current feelings of unrest or

boredom.Identifying group leaders.Paying special attention to parking lots,schools, or vacant buildings as hangoutareas or targets for delinquent acts.

INSTALLATION CONFINEMENTFACILITY

The presence of an installationconfinement facility and its personnelpromotes law and order. It assists thecommander in maintaining unit disciplineand strength. It is an integral part of themilitary justice system. It provides limitedcounseling, administrative services, andcustodial supervision for pretrial prisoners,short-term posttrial prisoners, casualprisoners, and posttrial prisoners awaitingtransfer to a correctional facility.

MILITARY POLICE INVESTIGATIONSECTION

The MP investigation section investigatesdisruptive incidents and suspected offensesfor the PM. MPIs conduct those criminalinvestigations for which the PM isresponsible. MPIs may also be called upon toprovide personal security when needed forhigh-risk persons visiting or leaving the area.MPIs are selected in accord with AR 190-30 bythe local commander responsible for law

enforcement operations. The MPI supervisoris normally a company grade commissionedofficer or a senior noncommissioned officer.MPIs are normally under the control of theoperations officer.

MPIs wear the duty MP uniform, to includethe appropriate components of distingushingMP equipment. However, local commandersmay authorize MPIs to wear the militaryuniform devoid of distinguishing MPaccessories, or civilian clothing when it isessential to the successful completion of a specificinvestigation. MPIs authorized to wearcivilian clothing may request a civilian cloth-ing allowance in accordance with AR 700-84.MPIs are armed with either the .45-caliberpistol, the 9-mm pistol, or the .38-caliberrevolver, depending upon equipmentauthorizations and local directives.

Individuals selected to become MPIs mustcomplete formal training. One formal courseis the MPI course conducted at the UnitedStates Army Military Police School, FortMcClellan, Alabama. Formal training alsocan be received through an MPI courseestablished by a major command authorizedto award an additional skill identifier.Individuals may receive OJT in conjunctionwith formal training.

Upon receipt of a favorable writtenresponse from the US Army Crime RecordsCenter (USACRC) and completion of formaltraining, the individual can be awarded theadditional skill identifier V5 and be issuedMPI credentials. Credentials are issued toMPIs by the local PM or a designated MP unit

commander. DA Forms 3837 and 3837-1(Military Police Investigator Credentials) arethe only authorized credentials for MPIs.Credentials are serially numbered,containing the name, description, date of

birth, color photograph, and signature of theMPI to whom they are issued. The credentialsare authenticated by the PM and are issuedfor a period not to exceed 24 months.

To ensure positive controls are used for theissuance and accountability of MPIcredentials, the PM ensures the following

actions, as a minimun, are taken:Appointment on orders of a commissionedofficer as credential control officer and acommissioned officer as alternatecredential control officer.

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Establishment of a credential control log.

Establishment of controls over unissuedcredentials and the establishment of adequate inspection procedures.Development of procedures for thetemporary and permanent withdrawal of

credentials.Once credentials are issued to aninvestigator, he becomes responsible forkeeping them in a safe place. If credentialsare lost, the investigator reports this lossimmediately to his supervisor.

PATROL SECTION

The patrol section responds to incidentsreceived by the MP desk or observed by theMP. MP patrols report and investigate allsuspicious activities, apprehend persons who

have or are in the process of committing anoffense, and ensure the security of themilitary installation. The primary objectiveof MP patrols is to protect, assist, and providehigh visibility of MP in areas subject tocriminal activity. MP patrols—

Ensure physical security of militaryinstallations, personnel, property, andequipment.Secure crime scene.Enforce laws, orders, and directives onmilitary installations or areas under

military control.Provide information and assistance tomembers of the military community andthe general public.Control the flow of military and civiliantraffic subject to their jurisdiction.Control crowds of military and civilianpersonnel subject to their jurisdiction.

GAME WARDEN SECTION

MP actively support the conservation of installation wildlife. The MP support of the

Army’s wildlife conservation is managed bythe installation game warden.

The game warden is often times organizedunder the patrol section. The game warden’sduties are set by the PM to meet the wildlifeconservation laws and needs of the local area.

MP game wardens are the liaison between themilitary installation and the federal fish andwildlife service, state fish and game agency,and local law enforcement agencies for fishand game control. (See AR 420-74 and DAPamphlet 420-7.)

TRAFFIC SECTION

The traffic section provides accidentreporting and investigation services formotor vehicle accidents. This sectioncoordinates with the Directorate of Engineering and Housing and the Safety

Office concerning traffic patterns and flow.(See FM 19-25.)

MILITARY WORKING DOGSECTION

The MWD section manages and operatesMWD facilities. It provides advice on MWDmatters. It trains and maintains proficiencyof MWD teams to support MP and otheragencies. It maintains the health and welfareof MWDs. And it maintains kennels, relatedfacilities, and equipment. (See FM 19-35.)

SPECIAL REACTION TEAMThe SRT, through intensive training in

combat in built-up areas, marksmanship,rappelling, physical training, first aid, andthe use of specialized equipment, is designedto neutralize or apprehend a barricadedoffender with a minimum of danger tohostages, team members, other MP, andothers. All team members receive cross-training in the specialized duties of othermembers. For additional information seeChapter 21.

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CHAPTER 2

Extending MP Support

The specific operations MP perform at a

given time are determined by the need of theechelon or installation commander and bythe availability of MP resources. On the

battlefield the echelon commander’spriorities of need determine which MPoperations are accomplished. In a peacetimeenvironment the installation commander’spriorities determine which MP operationsmust be accomplished. In either case MPassets are limited, thus all assets arecommitted at all times.

The PM must consider ways to extend his

resources. Even on the battlefield, forexample, courtesy patrols may be performed by non-MP personnel when authorized by thecommander. In peacetime, when dictated bythe situation, the PM may request assistancein the form of additional manpower andequipment from general purpose tactical MPunits assigned to the installation. These unitsinclude, but are not limited to, corps MPcompanies, heavy division MP companies,and light division MP companies. Assets likeunit reserve and ready reserve forces andMWD teams are readily available to the PM.

Some installation alternatives like

CONTENTSPage

AUGMENTING RESOURCES ON THEBATTLEFIELD. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

ENHANCING SUPPORT ON THEINSTALLATION . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

Using Reserve Forces . . . . . . . . . . . . . . . . . . .18Using Military Working Dog Teams. . . . . .18Using Contracted Services . . . . . . . . . . . .19

Chain of Command . . . . . . . . . . . . . . . . . .20Statement of Work . . . . . . . . . . . . . . . . . . .20

Using DOD Guard/Police Force . . . . . . . . .22

Using Volunteers . . . . . . . . . . . . . . . . . . . . . . . .23

Recruiting . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Conducting Orientation and Training. .25Coordinating . . . . . . . . . . . . . . . . . . . . . . . ...26Maintaining Program. . . . . . . . . . . . . . . . . . . 26

contracting services and Department of Defense (DOD) guard/police force requireextensive planning, coordination, and

justification. Other assets, like volunteers,require some expenditure of existing MPresources, but this loss is more than offset by

the gain in productive assistance.

AUGMENTING RESOURCES ON THE BATTLEFIELD

On the battlefield the PM, aware that notall MP operations can be accomplished all of the time, continuously effects a trade-off between the number and kind of MPoperations that the commander requires andthe number and kind of MP operations thatcan be resourced. But in some circumstancesaugmentation assets may be required to

accomplish the mission.If the division PM needs more assets toaccomplish missions, he uses his technicallink with the corps PM. He requests X numberof MP assets to do the mission. He explains

that his division MP assets are totallycommitted. The corps PM then assesses hisown assets to see if he can provide therequested support. He informs the divisionPM of his decision. If the corps PM agrees toprovide support, the problem of how to do themission is solved. However, the corps PMmay say he cannot offer support at that time.

The division PM then reconsiders thedivision commander’s desires and goals(criticality of the missions). He must decidewhether or not to request support through theofficial chain of command. If he decides to

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make the request, he notifies the divisionchief of staff or the G3. He tells him that hehas not been able to get support from thecorps PM. He asks for commander-to-commander contact to get the neededsupport. The chief of staff or the G3 informsthe division commander. He, in turn, talks tothe corps commander. If they decide support

should be provided, the corps commander willdirect the corps PM to provide the assets. Butthey may decide corps assets cannot be usedto support the division’s mission. In that casesupport for those missions is delayed untildivision or corps MP assets are free to dothem.

ENHANCING SUPPORT ON THE INSTALLATION

In considering enhancing support on theinstallation, there are questions that must beanswered. Will the majority of duties consistof protection or enforcement? And howcritical is the mission to national security?The answers to these questions can make adifference in the composition of the work

force. The PM may decide that a reserve forceis needed or that an MWD team would bettersuit the needs of the installation. Or the PMmay decide that contracting services, a DODguard/police force, or volunteers could beused to supplement the MP.

USING RESERVE FORCES

Reserve forces such as unit reserves andready reserves can provide the PM withadded personnel. To respond to emergencysituations the size and makeup of the MP unit

reserve force depends on the situation andMP resources available. The unit reserve ismade up of MP who are off duty, who have

just completed a tour of duty, or who areassigned to later tours of duty. The unitreserve is used only when ordered by the PMor his authorized representative. Vehiclesand emergency equipment are required whenthis force is used. An MP unit reserve is usedfor specific purposes, such as control of disasters or civil disturbances.

A ready reserve force is a small motorized

reserve patrol force. This force is available tomeet minor emergencies, reinforce details,and handle special events. This force is eitherstationed at the MP station or on call in theMP unit area.

USING MILITARY WORKING DOGTEAMS

Use of MWD teams also extends. PMresources. The teams, consisting of one doghandler and his dog, can often function inplace of a two-man MP team.

All dogs and their handlers are trained atLackland Air Force Base. All dog handlers,even those working with narcotics/explo-sives detector dogs, are first trained as patroldog handlers. Patrol dog handler trainingteaches handlers how to care for and feedtheir assigned dog and the importance of obedience and proficiency training. Thistraining helps handlers to develop a completeunderstanding of their role in the MWDprogram.

All dog handlers receive training on thedrug abuse problem, techniques of searching,

the law of search and seizure, custody of evidence, and other subjects as deemednecessary.

The dog handler must be qualified withthe .45-caliber pistol, the 9-mm pistol, the.38-caliber revolver, and/or the M16 rifle

before he may carry the weapon. No otherweapon will be used nor may any weapon

be carried concealed.The length of tours of duty for MWD teams

is determined by the needs of the command.Schedules must also consider the climate and

terrain conditions that can enhance or reducea dog team’s effectiveness. Scheduling mustinclude the time necessary for training thedog, caring for and feeding the dog, andkennel sanitation and maintenance.

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The standard for employment isapproximately 30 hours per week. Proficiencytraining is mandatory. And at least fourhours of proficiency training per week arerequired in performing patrol dog techniquesand tasks.

Dual-trained MWDs will require four hoursof training in patrol tasks and four hours of training in specialty tasks (drug or explosivesdetection). The minimum standard of proficiency to maintain certification as anarcotics detector dog team is a 90 percent or better detection rate. The minimum standardof proficiency to maintain certification as anexplosives detector dog (EDD) team is a 95percent or better detection rate. Narcotics orexplosives dog teams must maintain anaverage proficiency that meets or exceeds theminimum proficiency standard. Failure to doso for three or more consecutive months willresult in automatic recertification of thenarcotics or EDD team. The team isrecertified only after retraining andconsistent demonstration of the minimumstandard of proficiency. An appointedcertification authority or the instructor staff of the Air Force training activity can thenrecertify the team.

The effectiveness of narcotics andexplosives detector dog teams depends oncontinual reinforcement of their detection

ability through proficiency training. Duringa handler’s extended absence, a minimum of four hours of proficiency training must still be conducted each week. This training can be performed by the kennel master, a dogtrainer, or a qualified narcotics or explosivesdetector dog handler.

It may be necessary to periodically increasethe frequency or length of proficiency train-ing to compensate for or correct training oroperational deficiencies. When proficiencytraining is increased, there will be some

trade-off with utilization. However, it should be possible to maintain the utilization andproficiency training ratio. When bothtraining and utilization consistently fall below the employment standard, a reductionof MWD team authorizations is indicated.

Authorizations are reduced to the numbersthat can maintain the standard. ExcessMWD teams are reassigned to areas wherethey are needed.

There is no need to withdraw MWD teamsfrom their posts during inclement weather.The dog’s ability to detect an intrusion willstill exceed that of his handler or many otherphysical, mechanical, or electrical intrusiondetection systems. MWDs stationed in coldweather areas should be acclimated to their boots and blankets during training. As aresult, the dogs do not resist wearingprotective equipment when weatherconditions necessitate its use.

If a narcotics or explosives detector dog isunable to continue detector duties, or failsrecertification, and retraining fails to correct

the situation within 45 days, thecircumstances will be throughly documented.(See Chapter 11 for more information onMWD teams.)

USING CONTRACTED SERVICES

The Army has PM activities that are ormay be are subject to the Commercial Activi-ties (CA) Review Program (see AR 5-20).Under the CA program privately ownedcivilian firms compete with in-housegovernment activities. The CA program

requires that a local point of contact (POC) bedesignated at each installation to coordinatethe installation CA program. This POC isgenerally designated within the Directorateof Resource Management (DRM).

An example of a service a PM may considerfor contracting is police/guard training.When considering contracting the PMmust—

Identify the need for the contractorservices.Coordinate with the installation

Directorate of Contracting (DOC).Determine if the services to be contractedcan be performed by a civilian company.Decide if contracting for the services will be cost effective.

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Decide if the services can be performedmore efficiently by a contractor.The PM should coordinate with the local

CA point of contact prior to contracting anyservices. This coordination is to determine if these services are subject to a CA review.

Once these decisions are made, the localResource Management Office (RMO) iscontacted to determine if funds are availablefor contract services. If funds are available, arecommendation is made to higherheadquarters to contract for the requiredservices. A program analyst, your DRMPOC, signs a DA Form 3953 (PurchaseRequest and Commitment) indicating theavailability of funds.

Chain of CommandThe chain of command is an essential

ingredient for a successful contract. Thechain of command includes—The contracting officer (KO), who holdsthe position which governs all governmentcontracts on an installation. The KO isappointed by the major command.The contract officer representative (COR),who is usually the author of the statementof work (SOW). The COR represents thecontracting officer and the interests of theUnited States government.The contractor, who manages the contract,

and the contract employees, whom thecontractor has hired.Statement of Work

The solicitation package becomes the SOWand part of the contractual package. For aPM services contract, the individual mostknowledgeable and most familiar with thetypes of services required and with themission is the likely candidate to develop theSOW for the contract.

The SOW consists of tasks, conditions, andstandards for the services to be performed.The task statement tells what job is to beperformed. The conditions statement tellswhat is required to perform the services andunder what circumstances the services are to be performed. The standards statement

specifies to what degree the services are to beperformed; that is, how well, to what degree,and how accurately.

The SOW contains paragraphs whichaddress:

Scope of Work. This paragraph is a brief,

simple, and concise overview of whatthe contractor services will involve.Objective. This paragraph identifies thegoal to be accomplished by the contractingservice.Phase-In. This paragraph states howmany days the contractor has tocommence the work. This may involvetime for training of employees and forobtaining the necessary equipment. Thephase-in time begins the day the contractis awarded.

General. This paragraph is an overview of the services that are going to be performed by the contractor and under whatcondition (for example, weekly, monthly,first, second, or third shift).Contract Personnel. This paragraphaddresses the specifics for each task thecontractor is to perform. It is written in theSOW as “The contractor shall.”Quality Assurance Plan. This paragraphaddresses the specifics of the tasks to beperformed by the contractor and

eventually becomes an appendix of thecontractual package. The qualityassurance plan should specify that awritten response from the contractor isrequired for all written deficiencies noted.Government-Furnished Items orNotification. This paragraph addressesthose items that the government willprovide to the contractor for theperformance of services. The equipmentwill be listed specifically and separately. Itwill be a technical exhibit during thenegotiation phase and will eventually become an appendix of the contractualpackage. The notification addressesoccasions that require governmentnotification to the contractor to includechanges in negotiations.

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Contractor Furnished Items/Equipment.This paragraph addresses what thegovernment requires the contractor tofurnish for performance of services tostandard.Contractor Responsibilities. Thisparagraph states exactly what servicesare to be performed.Contract Performance Period. Thisparagraph states the period of time thecontractor has to perform the servicesrequired by the contract (for example,1 October 87-30 Sepember 88).Attachments. The attachments mayinclude known companies and theevaluation plan. The known companieswill include institutions, companies, andorganizations that already perform theservices being considered for contracting.

The evaluation plan identifies thespecifics that the technical review boardlooks for in each bidder’s package.Evaluation Factors and Subfactors. Thisparagraph lists specific areas in whichtotal points are awarded. These factorsand sub factors are given numerical valueand used by the technical review board todetermine who is awarded the contract.

There is no publication that tells how todevelop a particular contract sincerequirements and specifications for each

contract are different. When developing theSOW the COR can use Federal AcquisitionRegulations (FARs), SOPs, and otherpublications. The COR may ask for guidancefrom the chain of command. Quality contractservice is totally dependent on a qualitySOW. If a task is not outlined in the SOW itwill not be accomplished by the contractor.The FAR outlines the areas required in theSOW. The Office of Federal ProcurementPolicy publishes the Guide for Writing and Administering Performance Statements of Work, which outlines the details for

development of SOWS.After the SOW is drafted, it is staffed with

the local DOC. The DOC will staff the SOWwith the local SJA for legal advice. After the

SOW is approved, it is announced in theCommerce Business Daily, to which manycompanies subscribe. The contract at thispoint is open to the public for bids. Potentialcontractors have 15 days after the date of publication of the Commerce Business Dailyin which the announcement of the SOW

appeared, to make a request for proposal tothe DOC.

If a company decides to bid on the contract,which means to offer all services required bythe SOW for a certain price, the companyprepares a solicitation package. Thesolicitation package provides a brief historyof the company, descriptions of previousgovernment contracts awarded it, andresumes of their key personnel.

When one or several solicitation packageshave been received by the DOC, a technical

review board is conducted. The technicalreview board consists of the COR, a DOCrepresentative, an SJA representative, andothers who are technically proficient in thedescriptions outlined in the SOW. Allindividuals making up the board must bedisinterested parties to the companiesproviding solicitation packages.

A method of conducting the technicalreview board is to begin with the lowest bidder and work your way up in dollaramounts. The bidder, when selected by theKO becomes the contractor. A meeting thentakes place between the contractor and thechain of command to “fine tune” the SOW.

A COR may be the most technicallyproficient person in the area for which acontract is proposed. Sometimes a PM servesas a COR. The COR is appointed in writing

by the KO.The COR represents the interests of the

United States government and carries outeach aspect of contracting duties in aprofessional manner. The COR alsorepresents the KO, who governs allgovernment contracts on an installation.The KO is the only person authorized to enterinto contracts for the government or changea contract on behalf of the government.

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The contractor is the manager of thecontract. The contractor plans, controls, andallocates available resources. The KO/CORadministers the contract. Contractadministration covers all actions from awardof contract to close of contract. The resolutionof problems that arise after awarding of a

contract is a major concern in contractadministration. The largest single challengein administering contracts is to ensure thatproducts or services paid for are in factreceived.

The COR ensures the requirements arecarried out in accordance with thespecifications of the contract. The COR isresponsible for spot checking and inspectingthe contractor’s performance of work. Aquality assurance evaluation plan isdeveloped and acts as a checklist for the CORor a technical assistant appointed by the KO.

When a deficiency is noted, a written noticeof deficiency is forwarded to the contractor. Acopy is provided to the KO. The contractorkeeps the COR informed in writing of actionstaken to correct the deficiency. Copies areprovided to the KO.

The COR’s file contains but is not limitedto—

A copy of the contract and all changes andmodifications.Purchase requests and commitments

(PR&Cs), which indicate to RMO thatservices are rendered for a fee to be paid ata later date.Copies of obligations of monies, which arereceived from RMO.A duplicate copy of the COR appointmentletter, the original of which is maintained by the DOC.All correspondence between the KO, COR,and the contractor.Names, titles, and positions of individualsfunctioning for the COR as technical and

administrative assistants.Phone conversation records between theCOR and the contractor.Records of inspections performed.

When services are not performed or are notperformed according to the terms of thecontract, the DOC takes one of the followingactions:

Criminal.Civil.Administrative.Contractual.

In resolving contractual problems, theDOC can issue a “cure notice.” This noticestates that the contractor is not performing inaccordance with the contract and that thesituation must be corrected. The DOC canalso issue a “show cause” letter. This letterstates that the contractor has a certainamount of time to show cause why thegovernment should not terminate thecontract. The contractor must then prove thatthe problem is beyond his control.

When contracts are terminated, thedefaulting contractor becomes responsiblefor paying all reprocurement costs. In somecases a contractor can be made to pay apredetermined amount based on failure toprovide products or services by a given date.

USING DOD GUARD/POLICEFORCE

The responsibilities of a DOD guard forceand a DOD police force have similarities and

differences. To understand these similaritiesand differences, supervisors and managersneed to compare and contrast theresponsibilities of each force.

A DOD guard force is established primarilyto protect government property from hazardssuch as sabotage, espionage, theft, fire, andaccidental or willful damage and destruction.As a secondary responsibility, guardsmaintain law and order and control themovement of persons and materials into,within, and from government property being

protected.A DOD police force is established primarilyto promote law and order. It protects the life,property, and civil rights of persons. It

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preserves the peace; prevents, detects, andinvestigates accidents and crimes;apprehends violators; and provides aid andcomfort in emergency situations. As asecondary responsibility, DOD police protectgovernment property.

Guards and police, as well as MP, are

designated as military law enforcementofficials by the Manual for Courts-Martial(MCM), United States 1984. Each is fullyempowered by the Uniform Code of Military

Justice (UCMJ) to apprehend militarymembers while in the execution of theirofficial law enforcement duties. Members of each category share the same restrictionsover apprehension of persons not subject tothe UCMJ. Differences between DODpersonnel assigned as civilian police orguards lie in the duties performed, not in theirauthority. Additionally, members of each

series serve as agents of the installationcommander in the preservation of peace.Persons not subject to the code may beapprehended and detained by personnel ineither series and turned over to theappropriate civilian authorities.

Further, guards, police, and MP have theordinary right of citizens to assist in themaintenance of peace. This assistanceincludes the right to make a citizen’s arrest of civilian violators on military installations.Since no federal citizen’s arrest statute exists,

care is taken not to exceed the citizen’s arrestauthority of the locality. In some statescitizens may make arrests for felonies but notfor misdemeanors. In other states a privatecitizen may make arrests for any crimecommitted in his presence. Personnel should become familiar with the provisions of thecitizen’s arrest authorization granted by thelaw in their locality.

Administrative restrictions may beimposed locally requiring DOD guards todetain violators pending the arrival of

specific law enforcement personnel. Lawenforcement duties can be expected of guardforce personnel. If so, they may be deputized,commissioned, or appointed as special police

FM 19-10

officers to exercise arrest authority granted by statute. As special officers, guards mayhave the same power as sheriffs and/orconstables on federal property to—

Enforce the laws enacted for the protectionof persons and property.Prevent breaches of the peace.Suppress affrays and unlawfulassemblies.Enforce rules and regulations established by proper authorities.

The jurisdiction and authority of thesespecial police officers does not extend to theserving of civil processes. They are restrictedto federal property where the United Stateshas exclusive or concurrent criminal

jurisdiction. Guards are prohibited fromreceiving extra compensation for exercisingthis additional arrest authority.

DOD police in federal jurisdiction enforcea wide variety of federal and state statutes, aswell as agency rules and regulations.Authorized under the rules governing thearmed forces, persons serving in the policeseries are expected to exercise authority to—

Apprehend, under warrant, any personaccused of having committed any offenseagainst the laws of the United States oragainst any rule or regulation prescribedunder pertinent law.

Apprehend, without a warrant, any personcommitting any such offense in theirpresence.Apprehend, where applicable, withoutwarrant, any person in a situation inwhich there are reasonable grounds to believe that person has committed afelony.

See AR 190-56 for more information onArmy DOD guard/police forces.

USING VOLUNTEERS

To enhance the operation of a PM activity,PMs may seek to use volunteers. Departmentof the Army policy on volunteers is that theywill be used to the maximum extent possible

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within legal restrictions. Federal law (31United States Code [USC] 1342) prohibits theUnited States government from acceptingmost types of voluntary services. But theComptroller General of the United States hasrendered decision B-204336 which approvesthe limited use of volunteers in Army crime

prevention programs. Before performing anyservices, volunteers must sign a DA Form4712-R (Volunteer Agreement) to agree toperform their duties without pay. Volunteersare not government employees. They musthave their own volunteer chain of commandheaded by a volunteer coordinator.

Military and civilian retirees performefficiently as part of an installation crimeprevention or crime analysis section. Theyhave the interpersonal skills, work habits,and attitudes needed to be effective members

of the crime prevention staff. Volunteers mayperform many crime analysis supportfunctions. They may prepare and distributeliterature to support crime preventioncampaigns. They may make presentations oncrime prevention and assist in organizingand operating neighborhood watch or othercrime prevention programs. Volunteers maynot answer telephones, register vehicles, orperform any other functions which paidcivilian or active duty personnel havehistorically performed. Any other dutiesmust be approved by Department of the

Army.Organizing and administering a volunteer

program requires an investment in time.Volunteers require work space, equipment,and other support to do their jobs effectively.How the volunteer program is organized willdetermine how much time the PM’s staff must expend on the program. There are atleast three different organizational modelswhich may be employed. Which model is bestwill depend on the local situation.

On many military installations, the ArmyCommunity Service has already establishedor can establish a volunteer program. TheArmy Community Service recruitsvolunteers and administers the program. The

demands on the PM’s staff are minimal. Forthis reason, this is the preferred option. SeeDA Pamphlet 608-28 for details.

Another option to consider is a volunteercoordinator to recruit participants andadminister the volunteer program. The PM’sstaff assists in recruiting and trainingvolunteers and in any other way necessary tomake the program a success. The volunteersand the coordinator develop a strong sense of identity with the PM office, and there is a built-in flexibility and responsiveness thatmay not exist when working through theArmy Community Service volunteerprogram.

An outside service organization canadminister the volunteer program. This optionis preferable when a recognized serviceorganization desires to setup a volunteer crime

prevention program for both the installationand the local civilian community. Thisprogram ties together the Army and civilianprograms, but the PM has relatively littlecontrol over this volunteer program.

Recruiting

The PM and installation commander mustunderstand the importance of the volunteerprogram. One of the most important issues increating a volunteer program is to decideexactly what needs to be done. There must bea specific, immediate need for volunteers.

Positions are not created, then individualsrecruited to do the work. Job descriptionsmust be developed for each position. Jobdescriptions define a task and its subtasks,and explain how the task will benefit theoverall mission. See DA Pamphlet 608-28 forguidance in preparing job descriptions.However, any format that clearly defines thetask, skills needed, reporting system, andtime requirements is acceptable.

The American Association of RetiredPersons has local chapters in most towns.Their rolls are usually filled with retirees whodesire to maintain a relationship with themilitary community. Retirees almost alwayshave the character traits and stabilityrequired for the crime prevention program.

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Because they are permanent residents of thecommunity, they offer a potential source of continuity to any operation.

There may be other local communityservice organizations having likelyvolunteers. Examples include the United

Way, Red Cross, Noncommissioned Officer’sAssociation, and Retired Officer’sAssociation.

Volunteers should be interviewed severaltimes. One interview is usually a groupmeeting. At this time, volunteers are givenapplication blanks to take home and to return

by mail. The program is explained, and it isannounced whether or not a backgroundcheck will be conducted on specific jobs. If a

background check is required, local PM andcivilian police department records, NCICfiles, and USACRC files are checked. Thegroup meeting allows the volunteers to bediscreetly assessed and preliminary

judgments made as to their suitability.

The most effective interview is one-on-one.This interview is the best way to learnindividual interests, assess talents, anddevelop support of potential volunteers forthe program. Guidelines are developed beforethe interview is conducted to obtain theinformation wanted from the interviewee.Interviewers must know what jobs areavailable and the hours available forvolunteer work. Volunteers are given thechance to select the hours they want to work.

One of the best assets for a volunteerprogram is to have a motivated coordinator.A motivated coordinator can greatlyfacilitate recruiting. Coordinators need—

Some managerial or supervisory skills.Good communications skills.Ability to work under minimalsupervision.Dynamic, pleasing personality.Ability to identify and solve problems.

The coordinator is a key figure inmaintaining the integrity of the program.The coordinator schedules volunteers for

work tours. This includes scheduling backuppersonnel if the scheduled volunteer does notreport for work. The coordinator sets workstandards. And minor breaches of workstandards are documented by thecoordinator. Persons who fail to meetstandards are counseled. Active duty andpaid civilian personnel offer advice on how toperform tasks correctly. They must intervenedirectly when a volunteer causes a safetyviolation. But volunteers are disciplined only

by the coordinator. Volunteers must meet thesame basic standards as paid employees.They must report for work on time and actprofessionally while on the job. And theirafter-duty conduct must not reflect adverselyon the installation law enforcement activity.

Volunteers seldom work a full day. It isnecessary to recruit enough people to assure

the work load is not too great. But it is alsoimportant not to have too many volunteers.Recruiting is a continuous process. A currentinventory, showing where volunteers areneeded, and a list of people who haveexpressed interest in becoming volunteersare useful.

All support required is identified andarranged before the volunteers report forduty. To the maximum extent possible,volunteers are provided the same workingconditions as paid staff. As a rule, they

are not segregated, but work closely withfull-time staff so that a productiverelationship develops.

Because volunteers will not usually work a40-hour week, it is often not possible to assigneach volunteer an individual desk. However,when volunteers share work space, at leastpart of it (for example, one desk drawer) isdesignated for each person’s use.

Conducting Orientation and Training

Orientation is important. There is a

general orientation to the MP Corps and thePM office. Volunteers are also taken on a tourof the MP station. They are told how theirparticular job fits into the overall scheme andprovided general information common to all

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new employees. There is also a specificorientation on the volunteer program.

Volunteers are provided an explanation of the job and the job setting. Step-by-stepprocedures to be followed in the performanceof tasks are carefully explained. Volunteerswill perform required tasks under thesupervision of a paid employee orexperienced volunteer. The volunteer is givenmore freedom in small increments as hedemonstrates his ability to accept the addedresponsibility.

Formal training must be provided whenthe need is identified and as determined bythe PM. Lesson plans are developed for allformal instruction. Classes are brief and,whenever possible, scheduled to coincidewith volunteer work periods.

Volunteers are also used to organizeneighborhood watch programs or similaractivities outside the office. If so, the need forgovernment transportation and governmentdrivers’ licenses must be considered. If theinstallation requires vehicle registration,arrangements must be made to providedecals to volunteers to register their privatelyowned vehicles.

CoordinatingOnce the decision has been made to use

volunteers and the organization model has been chosen, it is important to coordinatewith other installation activities which may be affected. It is essential that appropriatecommanders and staff organizations are wellinformed about the program so they canrespond to inquiries. As a minimum, thefollowing people are briefed:

The installation commander.The garrison commander.The Director of Personnel and CommunityActivities.The civilian personnel officer.

The public affairs officer.The staff judge advocate.The Army Community Servicecoordinator.

To ensure that an effective workingrelationship develops between employeesand the volunteer organization selected, allsupervisors, civilian employees, and soldiersmust be briefed on the program.

Included in the briefing are the specificfunctions volunteers will perform. The

briefing must clearly state that volunteerswill not replace full-time staff and that theirparticipation will have no impact on careeradvancement, job stability, or any other jobconditions. The briefing should define therelationship between volunteers and paidstaff, especially as it relates to supervisionand discipline.

The briefing should also address the benefits that will accrue as a result of thevolunteer program. It is essential thateveryone understands that volunteers will

enhance the staff’s ability to providefirst-rate law enforcement support to theirinstallation.

Maintaining Program

The PM must ensure that volunteersreceive the feedback necessary to maintaintheir morale and commitment to theprogram. There are several ways to ensurethis goal is met. Volunteers and linepersonnel must get acquainted. One way todo this is to include volunteers in all socialfunctions in the office that are scheduled

during duty hours.Volunteers must understand what types of

information and procedures enhancesuccessful police operations. One way to getthis information to volunteers is to allowthem to sit in on unclassified briefings.

Service award certificates are developed topresent to volunteers for active participationin the program. Awards are keyed to thenumber of hours contributed; for example,500, 1,000, or 5,000 hours. (The volunteercoordinator should accurately record hours

of service performed and notify the PM whena service award is due.) Award ceremoniesare held to present certificates and torecognize the contributions of the volunteers.

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A luncheon or dinner may be planned tohonor the volunteer staff at least annually inone of the installation clubs. Members of theinstallation command group may attend, aswell as key members of the PM/securityoffice.

Volunteers are removed from the program

for poor performance. Removal from theprogram is accomplished formally. Thevolunteer coordinator must havedocumented proof of such performance,including counseling statements showing

that corrective actions were attempted. If theremoval is for one incident of unacceptable behavior or a violation of trust, the incident isfully investigated in order that thevolunteer’s rights are protected. Thesituation is thoroughly investigated by thevolunteer coordinator and discussed with the

crime prevention officer and PM. When thedecision is made to remove a volunteer fromthe program, the decision is relayed to thevolunteer personally by the PM or adesignated representative.

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CHAPTER 3

Resourcing MP Operations

The proper management of resources is

an important aspect of a PM’s operation. ThePM is responsible for providing the input thatwill ensure MP operations can be carried out.Hence, PM familiarity and involvement with

budget development is critical. The executionof the budget requires a clear understandingof the budget cycle. It also requires closescrutiny of requirements and monitoring of the commitment, obligation, and dis-

bursement of funds.

MP programs compete for funding.Effective planning, programming, and

budgeting of funds to obtain resourcesrequires knowledge of the system.Programming of resources is usually plannedtwo to five years ahead. The PM’s resourceplan serves as an overall resource

CONTENTS

Page

UNDERSTANDING THE COMMANDBUDGET PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

Obtaining Funds . . . . . . . . . . . . . . . . . . . . . .28Participating in the Resource Process. . . . .31

Using Available Funds . . . . . . . . . . . . . . .31Obtaining Funds for UnexpectedRequirements . . . . . . . . . . . . . . . . . . . . . . .32

DEVELOPING THE INSTALLATIONCOMMAND OPERATING BUDGET. . . . . . .34

management document for law and orderactivities for the installation. It representsthe summation of existing resources, theirapplication, and new initiatives that requireresourcing.

UNDERSTANDING THE COMMAND BUDGET PROCESS

The program analysis and resource review,which major Army commands (MACOMs)submit to Headquarters (HQ) DA, indicatesthe missions, issues, or initiatives that theMACOMs would like to see included in theArmy program objective memorandum(POM). The POM conveys the Army’s pro-posed program to the Office of the Secretaryof Defense. It addresses resource levels forfive fiscal years beginning with the biennialprogram.

A major objective during budgeting andexecution is to maintain program and budgetconsistency. Acceptance of any change toprogram levels in the approved POM requiresdetermining program trade-offs to achieve azero-sum change. Adjustments during budgetformulation must remain within the levelsapproved as depicted in the Army’s totalobligational authority (TOA).

OBTAINING FUNDSThe PM obtains funds through the Army’s

strategic management system known as theplanning, programming, budgeting, andexecution system (PPBES). The ArmyPPBES establishes and maintains theArmy’s portion of the DOD Five-YearDefense Program and Defense Budget. TheArmy PPBES is influenced by both the DODPPBES and the joint strategic planningsystem. These systems provide input to theSecretary of Defense and the Joint Chiefs of Staff. Through its disbursement of funds theArmy PPBES carries out guidance fromhigher HQ. It influences policies, strategy,force objectives, materiel acquisition, andother considerations. And through its requestrequirements, the PPBES allows for policyparticipation by the Army staff, Army fieldoperating agencies, and MACOMs. (AR 1-1contains additional information. )

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PPBES architecture allocates program and budget resources to products described bymanagement decision packages (MDEPs),which collectively establish Army forcecapability in terms of—

Missions of TOE units.Acquisition, fielding, and sustainment of systems. (Linkage to units exists throughoff-line decision support systems main-tained by the Deputy Chief of Staff forResearch, Development, and Acquisition.)Activities of the support and mobilization base.Operations of Army installations.

Special functional areas (program and budget packages that cut across two ormore other management areas in orderto define and protect resources havinghigh-level interest during a specificperiod).MDEPs have two components. One com-

ponent is a program development incrementpackage (PDIP), which is managed by theDirector, Program Analysis and Evaluation.The PDIP covers five years and helps buildthe Army program. The PDIP helps thedecision-making process accommodate eitherdecreases or increases to the TOA andmanpower levels. It provides discrete,executable levels that can be readilyextrapolated to unit equipping. The PDIP ismanaged by functional areas (equipping,

sustaining, manning, lnformationmanagement, training, managing, andfacilities) with an Army staff point of contactdesignated to defend and manage the PDIP.

The other component of the MDEP is a budget increment package (BIP) managed bythe Director of Army Budget. The BIP com-plements the PDIP and covers the prior year,current year, and budget year.

Fund sources, known as “appropriations,”in the PPBES are geared to meeting specifictypes of needs. For more information onPPBES, see AR 1-1 and DA Pamphlet 5-9.

The PM will obtain most resources through

the Operations and Maintenance Appropria-tion (OMA) of the PPBES. OMA subelements,called programs, are drawn on for baseoperations, training, and property main-tenance, among other needs. Program 11monies are divided into functional areas as“lettered” accounts.

It is the “T” account in Program 11 of OMAthat is important to PMs. The T-accountmonies are designated for the preservation of order. The T account is subdivided intoseparate elements of resource:

Civilian pay.Contracts.Travel.supply.Equipment.

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Civilian pay is based on compensationrates and authorized strength levels.Contractual elements of resource are basedon a schedule of itemized contracts currentlyin effect and updated to reflect deletions of contracts not expected to be renewed and

anticipated new contractual requirements.Travel and temporary duty (TDY) reflect aschedule of trips to include place to bevisited, length and purpose of visit, mode of transportation, and per diem rate or totalestimated cost per individual trip. Suppliesare separated into two types: consumableand nonconsumable. Consumable suppliesare those items of supply required by sectionchiefs or subactivities. These items, such asstationery and batteries, are priced out andcompared with historical supply records.Nonconsumable supplies are durable items

such as equipment. The basis for thenonconsumable supply element is theequipment replacement schedule which isderived from the expected life of theindividual item. Within certain limitsreprogramming may occur between theelements (except for civilian pay). Thisaction reallocates resources from, forexample, the consumable supply element tothe travel element.

The PM must stay informed about com-mitments and obligations of the T account.

The installation commander may reprogrammoney from the T account to anotherinstallation account within certain limits.These limits differ from MACOM toMACOM. A reprogramming action should bea cooperative effort which examines all lawenforcement programs to ensure programinterests are protected. The budget analystwithin the Directorate of ResourceManagement will be able to give localguidelines.

The PM can obtain other funds, however,

through other appropriations. For equipmentsuch as night-vision devices or voice-secureradios, PMs may address Other Procurement,Army (OPA) funding requirements to theirMACOMs. Approved OPA funds are pro-vided to the MACOMs by the Army Materiel

Command item manager. OPA funds are alsoprovided as a “tail” to Major Construction,Army (MCA) projects to furnish intrusiondetection systems as government-furnishedequipment to a contractor. PMs mustunderstand that OPA funds are identified for

the purchase of specific items and cannot bereprogrammed. For example, OPA funds foran installation MCA project to upgrade afence cannot be used to buy automatic dataprocessing (ADP) equipment for the MPstation. PMs must evaluate and identify theappropriate resource for the requirement

being considered. When in doubt, PMs shouldcontact their local budget analysts orMACOM PM office for advice.

Funds in support of MP investigations areavailable through USACIDC confidential

funds to the PM. These funds, known as.0015 funds, are used in support of infor-mation gathering, investigative activities,covert operations, and other relatedactivities. All MPI personnel must bethoroughly briefed on the conditions andprocedures under which .0015 funds can beused for payment or reimbursement.

The PM obtains .0015 funds by submittinga letter of request to the approving official.The letter of request explains who(specifically) will be obtaining and using thefunds. After the .0015 funds have beenapproved by the approving official, the fundcustodian requests and actually obtains themoney. The fund custodian must account forall advanced and expended funds.

MPIs obtain .0015 funds in support of specific operations. They must then providethe fund custodian with an accurateaccounting of all expenditures. Thisaccounting is documented on DA Form 5070-R(Justification Statement for .0015

Contingency Funds). The form is submittedto the fund custodian for his records. MPIsmust be aware that funds are for authorizedexpenditures only and are subject todisapproval otherwise. Guidelines arecontained in AR 195-4.

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PARTICIPATING IN THERESOURCE PROCESS

The PM must effectively participate in thePPBES to resolve and follow up resourcingissues. The PM must identify needs based onthe requirements, activities, and tasks to be

performed. (See DA Pamphlet 5-3 for moreinformation on activity and task analysis.)

The justification of need is a criticalelement in resourcing. Justification mustreflect the importance of the need and theimpact on the mission if the need is not met.Resources must be identified and justified ina resource plan.

At each installation the PM must learnwho develops resource priorities and whatcommittee makes recommendations.Examples of such committees are the

program resource advisory committee(PRAC) and the installation planning board.The PRAC and installation planning boardmake decisions that affect the PM’s missionperformance.

The PRAC recommends to the installationcommander which programs are to befunded. Major activity directors (MADs),who are members of the installation’sPRAC, are in the best position to makemeaningful financial estimates to supporttheir missions and to provide relevant

justification for the required funds. The PMmust be able to participate or, at a minimum,provide input to the installation PRACregarding those issues of utmost concern tothe PM missions.

The installation planning board decidesthe priority of installation work orders. Forexample: Will the requirement for kennels befunded this year? Will permanent or tem-porary kennels be constructed? Where willthey be located? The PM may not be a votingmember of these decision-making groups, but he may attend the meetings. (The budget

analyst should be aware of when themeetings are conducted.) It is more difficultfor the committee to reprogram PM fundingif the PM is present and armed with defensefor PM requirements.

FM 19-10

The next step is to get involved withresource management in the early stages.Then the PM should follow each actionthrough to completion. At each step in theprocess decisions will be made and prioritieswill be set. For example, during the firststage of the decision process, a given PMrequirement may receive a high priority. Butduring the second stage, this requirementmay be given a lower priority because of changing priorities, unprotected require-ments, and emergencies. The fundingprocess is not predictable. The PM mustrealize that no decision is final until thefunds are actually obligated.

The final step is to do the necessaryhomework. Even though the PM plans,programs, and identifies present needs, theamount of time required for the process to

evolve full circle is agonizing and frus-trating, but important. Continuous evalua-tion of all law enforcement requirements,threat assessments, and problems shouldfunding not be received must occur on aregular basis. The PM should implement atime-phased plan for the phases of the lawenforcement needs program.

Using Available FundsPMs can keep informed about com-

mitments and obligations of the T accountthrough the budget analyst. A commitment

is the first step toward spending dollars. Acommitment indicates to the PM’s MAD ananticipated obligation of dollars. Since acommitment constitutes an administrativereservation of funds, committed fundsshould not be used for making future budgetdecisions. Once the procurement cycle iscomplete, and a contract awarded or servicesrendered which require programmedperiodic payment, the dollars are con-sidered obligated. Obligation rates providea measure from which to assess awell-managed budget execution program.

Once obligated, the execution of contracts,delivery of equipment, or provision of services should be monitored and evaluatedto determine if obligations will requireadjustment.

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PMs may receive a monthly account statusreport from the budget analyst. The accountstatus is reported on any locally designedform that will assist the budget analyst inmonitoring obligation of funds. The reporttransmits budget information aboutunderutilization of funds, indicates thepossibility of reprogramming funds, andindicates when funds are low. The monthlyaccount status is an important document forthe PM because it provides a history that can be used for future budget guidance anddecision making.

The relationship between the PM and the budget analyst is critical. The PM and budgetanalyst must communicate openly about

budget matters to provide the commanderaccurate information to make fiscaldecisions. Failing to keep the commander

informed invites decisions that can havenegative implications on existing andplanned law enforcement programs.

Obtaining Funds For UnexpectedRequirements

Important to the success of any instal-lation’s law enforcement effort is the PM’sacquisition of dollars for unprogrammed,unfunded requirements. These requirementsare referred to as unfinanced requirements(UFRs). UFRs may result from an

unexpected need arising from a change inpolicy, situation, or resource. Or UFRs mayalso result from an earlier reduction infunding. PMs identifying a UFR shouldimmediately contact the budget analyst foradvice. PMs should provide the budgetanalyst complete rationale and justificationto support the UFR. A UFR will normally bereviewed by the program director andappropriate staff elements for authorization,prioritization, and potential trade-offs.

A UFR may be submitted for consideration

anytime during the fiscal year. However, themost appropriate times are during threeformal budget processes. First, the commandoperating budget (COB), developed midwaythrough the current year for the following two

fiscal years, serves as the base document foridentifying installation resourcerequirements for the budget year. This isfollowed by the contract process whichinvolves the installation and MACOMcommanders. Finally, the budget executionreview (BER) occurs midway through thecurrent year. PMs should anticipate potentialrequirements and identify their needs earlyin the budget process. PMs should alsocontinuously monitor their programs andidentify possible alternatives that could serveas a means for providing resources forunanticipated requirements. In the futureinstallations will review budget executionthrough the review and analysis process.This process will allow commandersthroughout the chain of command to havecontinuous monitoring of each COB.

When addressing UFRs, PMs must bethorough in determining if the requirementcan be accomplished if funds are madeavailable. The requirement and supporting

justification for UFRs must be clear andspecific. The UFR status lists are prioritizedand continually updated at the MACOMlevel. The lists are then forwarded to theOffice of Army Law Enforcement (OALE)resource manager.

The MACOM PM must ensure an openchannel of communication with the OALE

resource manager. And the MACOM PMshould provide a copy of the individualUFRs to the OALE resource manager.During the programming, budgeting, andexecution phase of PPBES, the OALEresource manager interfaces with MACOM budget analysts. The OALE resourcemanager translates PM requirements to“budgetese.” This provides for a morethorough understanding by the MACOMand higher level budget analysts who “edit”the UFRs and other documents.

Most important, the OALE resourcemanager will speak for the MACOMPM whenopportunities arise allowing DA to provideextra funds to MACOMs. The suspenserequirement to obtain the extra funds is

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normally very short—sometimes a matter of of other activity MACOM UFRs. The OALE

hours. The short response time prohibitsresource manager must be prepared at the

coordination between the OALE resource time the opportunities arise for extra funds.manager and the MACOM PM. The OALE Keeping the OALE resource managerresource manager must be armed with the informed with dependable rationale and

justification to present and defend the justification for UFRs is paramount in theMACOM PM's UFRs against the competition successful awarding of extra dollars.

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DEVELOPING THE INSTALLATION COMMANDOPERATING BUDGET

The systematic development of a COB isnot a regulatory process that must befollowed at the installation. But the use of such a procedure ensures a well-coordinatedoperating budget that reflects the majormission director’s recommendations. It alsoreflects the installation commander’sdecisions on how the financial resources will

be used to accomplish the mission.

The COB contains detailed costing of theapproved program as well as administrativeschedules to be used in support of the Army budget estimates. The COB addresses twofiscal years: The execution year and the

budget year. The budget year data are usedprimarily for reprogramming actions and the

apportionment request to the Office of Management and Budget. The biennialprogram years are the two years followingthe budget year.

To develop the COB the comptrollerreceives budget and manpower guidance(BMG) from the MACOM and distributes it tothe MADs. During the interim, the comp-troller reviews the BMG from the MACOMand develops a time-phased schedule forcompletion of the COB. MADs review theBMG, giving special attention to their area of

responsibility. They prepare recommenda-tions to the MACOM BMG and forward theserecommendations to the Comptroller,Directorate of Resource Management.

The comptroller evaluates the recom-mendations, makes his own recommenda-tions, and coordinates with the MADs fordevelopment of their recommended dollartargets. The comptroller then prepares a draftinstallation BMG directive which includesdollar targets and distributes it to the MADs.Next, the PRAC resolves any differences

between the comptroller and the MADs andprepares the installation BMG. The PRAC-recommended installation BMG is thenpresented to the installation commander,normally in the form of an oral briefing. Thecommander then directs, changes, and/orapproves the PRAC-recommendedinstallation BMG and returns it to thecomptroller for final copy and publication.

The comptroller distributes the finalinstallation BMG to the MADs. The MADsthen break out dollar guidance to the activitylevel and furnish operating activities withBMG and funding targets. The activity chiefsprepare their portions of the installationCOB. An activity may comprise subactivities,

and the activity chief will further break outthe funding targets. The MADs receive inputand applicable supporting schedules fromeach activity chief. Each MAD reviews,evaluates, and adjusts the activity portions.The MAD then prepares a summaryschedule, UFR list, and decrement list. Thecomptroller receives, reviews, evaluates, andprepares recommendations and/oradjustments to the summary schedules,UFRs, and other supporting schedules. Thecomptroller then completes all schedulesrequired in the draft installation COB and

assembles them for presentation to thePRAC. The PRAC reviews the installationdraft COB to ensure compliance with theBMG from the MACOM, resolves anydifferences among the PRAC members, andmakes necessary adjustments. The chairmanof the PRAC presents the recommendedinstallation draft COB to the installationcommander. The commander, after directingany necessary changes, approves theinstallation COB, signs it, and returns it tothe comptroller for transmittal to theMACOM.

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CHAPTER 4

Managing Military Police Information

Military police success in effecting lawand order relies upon acquisition, processing,and application of certain essentialinformation. Police information aids in crimeprevention and criminal investigations.Police information supports the commanderin administering his unit or installation.Police information in the US Army is one of the elements of command intelligence.

The primary purpose for gathering policeinformation is to support the commander or

PM and to support the enforcement elementsof MP units. The information system in lawenforcement includes recording, reporting,evaluating, and managerial tasks associatedwith MP reports, criminal investigationsreports, traffic accident reports, and armedforces traffic tickets. The informationsystem can contribute in great measure toselective enforcement.

In correctional administration, policeinformation includes many of the recordingand managerial tasks for confinementfacilities, hospital prisoner wards,rehabilitation training centers, andcorrectional facilities. MP develop andexchange police information and criminalintelligence with other police forces in theirarea of operations. Police information,including criminal intelligence, is obtainedthrough daily contact with people, MP, andother law enforcement and security forces.

In physical security, police informationincludes recording and managerial tasksassociated with security of individual roomsor buildings, structures, facilities, andinstallations. In conducting and monitoringphysical security, MP will develop andexchange police information with otherpolice forces, private security agencies,industrial representatives, and other

CONTENTS

Page

UNDERSTANDING THE CRIMINALINTELLIGENCE CYCLE . . . . . . . . . . . . . . . . . . . . 36

COLLECTING AND RELEASINGINFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

USING MILITARY POLICE MANAGEMENTINFORMATION SYSTEMS . . . . . . . . . . . . . . . . . . 39

Offense Reporting System . . . . . . . . . . . . . . . . 39Vehicle Registration System . . . . . . . . . . . . . . 39Correctional Reporting System . . . . . . . . . . . 39

DEVELOPING AND USING MPINFORMATION FILES. . . . . . . . . . . . . . . . . . . . . . . . 40

Area Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Activity Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Individual Files . . . . . . . . . . . . . . . . . . . . . . . . . . . 41

USING OTHER INFORMATION SOURCES. . 42

National Crime Information Center . . . . . 42Crime Records Center . . . . . . . . . . . . . . . . . . . 42Federal Bureau of Investigation . . . . . . . . ...43Drug Enforcement Administration . . . . . . . . 43

security elements, to include tactical

military forces. (See FM 19-30.)In preserving public order, police

information includes many of the recordingand managerial tasks associated with civildisturbances, disorders, and naturaldisasters. MP conducting the normalfunctions involved with occurrences of thesetypes will develop and exchange policeinformation with local police and securityagencies, national police forces, and militaryforces involved. However, military agenciescannot be used for collecting, reporting,processing, or storing civil disturbanceinformation unless specific approval isobtained from Headquarters, Department of the Army. FM 19-15 discusses intelligenceoperations in civil disturbance situations,including the critical items of information,

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sources of information, and collection by cording command and staff actions assoc-individuals. iated with stability operations. FM 100-20

discusses these operations and the MPIn certain situations, such as countering

terrorism, police information may go beyondsupport to such operations, including policeintelligence.

the field of law and order and extend intotactical and other types of intelligence. And Disciplinary control boards rely heavily on

the information can include recording police information. In overseas areas, datacommand and staff activities associated with generated by well-directed police informationplanning, organizing, and executing MP area efforts can contribute greatly to politicalcombat operation support. MP contribute to planning relevant to relations betweenthe intelligence required by the area United States forces and the local populationcommander with particular respect to the or government. In CONUS, data generatedthreat situation. (See FM 90-14.) by police information-gathering operations

can often be more valuable than pure militaryIn operations against insurgent elements intelligence in planning local public

the police information system includes re- relations.

UNDERSTANDING THE CRIMINAL INTELLIGENCE

CYCLEThe criminal intelligence cycle is a con-

tinuous process. Planning ensures thatintelligence collectors are provided a logical,orderly system for conducting the collectioneffort. Ideally, it ensures that all neededintelligence is collected in time to be of useand that all possible sources of intelligenceare exploited by appropriate collectionagencies. Planning includes establishment of priority areas of interest, allocation of resources, and alternate means of intelligence gathering. The establishing of priority areas of interest is normally required

because of resource limitations. It is virtuallyimpossible to collect all criminal intelligencein all areas of MP responsibility. Resourcesare directed to criminal intelligenceconsidered most critical. Priorities are notpermanently fixed but may vary with thesituation.

The need to exploit all sources of criminalintelligence requires resourceful, flexible, andaggressive direction and coordination of theintelligence collection effort. Commanders

and MP personnel involved in gatheringcriminal intelligence must be aware of thecapabilities and limitations of all availableresources to make the best use of them.Among the collection techniques employed

are standard procedures and expedients,improvisations made necessary by localconditions and resources, and theemployment of available specializedpersonnel and equipment.

If criminal intelligence is to be useful itmust be recorded and capable of beingrapidly retrieved when needed. Such recordsinclude journals, files, tapes, reports, maps,photographs, and automatic data processingfiles.

Evaluating criminal intelligence involvesdetermining the reliability of the source andthe pertinence and accuracy of theinformation. The determination of a source’sreliability is dependent upon past experiencewith the source. Accuracy concerns thetruthfulness of the information and thelikelihood that such information may betrue. The fact that a source may becompletely reliable does not mean that allinformation from him is accurate. Theinformation must be evaluated in its relation

to other information on hand and theprevailing circumstances of its collection(see FM 19-20).

Criminal intelligence is analyzedsingularly before being integrated with other

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information. This affords an opportunity for Formally or informally many types of logicinformation to be viewed on its own merit. can be applied, as well as new methods of After analyzing information for its own statistical analysis, operations research,worth, it is then included with other data and systems analysis, and computer analysis.integrated with related information. This The timely distribution of available data isallows an examination of all available of vital importance to MP operations.information and presents the greatest Criminal intelligence is useless unless placed

possibility of deriving criminal intelligence. where it can be used. Distribution is made atAnalysis is conducted at all levels of MP the most advantageous time, by the mostinformation activities. The best basis on rapid means available, considering thewhich to conduct analysis is experience. classification of the material.

COLLECTING AND RELEASING INFORMATION

The collection and release of informationpertaining to US citizens is governed by law.The Freedom of Information Act allowscitizens to obtain information and recordsthat have been gathered on them by various

governmental agencies. The Privacy Actrestricts the kind of information aboutcitizens that government agencies cancollect. For more information on recordsadministration and release of information,see AR 190-45.

AR 340-17 governs the procedures theArmy will follow when a freedom of information request is received. Eachinstallation has a Freedom of InformationAct officer with whom coordination ismade when acting on requests. SomeMP/investigative records are exempt fromdisclosure. Denial of information can bemade only by designated initial denialauthorities who are generally heads of theDA staff agencies.

AR 340-21 governs the procedures theArmy will follow concerning the PrivacyAct. AR 340-21 provides guidance on thevarious law enforcement informationsystems of USACIDC and the MP. Someinvestigative and internal control records inthe law enforcement field are exempt fromdisclosure. Some of these exempt records are

informant registers, accreditation files,reports of investigation, MP reports, and SIRfiles. Each record-release request must behandled on an individual basis.

It is a requirement of the Privacy Act thatpeople be informed of the purpose forobtaining information. Individuals are notrequired to disclose their social securitynumbers. However, the authority to obtain it

for DA forms is contained in 10 USC 3012. If an individual refuses to disclose his socialsecurity number, it will be obtained fromofficial personnel records. The law placesrestrictions on transferring informationconcerning an individual to other agencies ororganizations, particularly those outside thefederal government. In accordance withstatus of forces agreements (SOFAs) or locallaws, transfer of investigatory informationmay be allowed to local, state, and foreignpolice (see AR 340-21). Coordination with SJAis made concerning questions and problems

involving this act and release of informationto other law enforcement agencies.

All records pertaining to juvenileoffenders must be safeguarded fromunauthorized disclosure. They are releasedonly on a need-to-know basis. They must bemaintained in a secure file in the juvenileoffice or PM office, with very limited access.See AR 190-45 for more information on howto store juvenile records.

During juvenile proceedings, information

on the juvenile and the circumstances of theoffense may be furnished only to the court,counsel for the juvenile, the government, orothers entitled to review sealed records.

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Records may also be released to a treatmentfacility to which a juvenile has been com-mitted by the court if the director submits aninquiry in writing. And sometimes recordsmay be released to an agency consideringthe subject for a position involving lawenforcement work or affecting nationalsecurity.

Records should give detailed listings of regulations the juveniles have violated. Andthey should include the disposition made bycivilian authorities. But permanent recordsof nonessential minor incidents or situationsresolved in conference with parents or the

juvenile are not made. If the juvenile isfound innocent, the records are destroyed,sealed by the court, or otherwise disposed of in accordance with local directives. Juvenilerecords transmitted outside the MP stationor PM office will be assigned protective

markings as specified in AR 340-17.MP may, at times, come in contact with

the news media. Establishing a cooperativerelationship with the news media caneliminate misunderstanding between themilitary community and the news media.

MP do not release information to the newsmedia. If asked to give information, MPdecline. The requestor is referred to wherethe information may be obtained. Adefinitive policy as to what news is to bemade available, through what channels,and under what circumstances it is to bereleased is established by the PM incoordination with the public affairs officer(PAO) of the installation.

The PAO, like the PM, also is a staff officer of the commander. The PAO keepsthe community informed about unitoperations or developments that ma y impacton the military community. The PAO alsokeeps the commander advised of communityopinion and the probable communityreaction to impending operations and

developments.The PAO may release to the press

information concerning the post that is not

classified or libelous. The PM and MP unitcommanders must be familiar withARs 360-5 and 360-61.

The PM, in coordination with the PAO,uses all available public information media,such as television, radio, newspapers, andposters to—

Introduce MP and their mission so therewill be understanding and cooperation between MP and the military and civiliancommunities.

Explain enforcement plans, policies,programs, and changes so members of themilitary community know the lawenforcement programs and governthemselves accordingly.

Explain pertinent provisions of agreements entered into with local civilpolice.

Explain the role that all members of themilitary community must play to preventcrimes and offenses, and actions they areto take to assist MP if they becomevictims of crimes and offenses.

Publicize outstanding accomplishmentsof MP and other members of the militarycommunity in preventing crimes andoffenses.

The sources of departmental information

available to the press are strictly controlled,standardized, and reduced to a minimum.When stories are misinterpreted, theresponsible reporter is contacted and theproper interpretation given. MP must becareful not to exaggerate occasional pettycriticisms that are printed in the papers, aslong as general press relations impactpositively on the military community. Inthis respect, MP must remember that thepress is usually a good barometer of community opinion and wields a greatinfluence upon it. Good press relations can

mean that favorable stories will be givenfront page coverage and unfavorable storieswill be presented in a less damaging light,consistent with the facts.

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USING MILITARY POLICE MANAGEMENTINFORMATION SYSTEMS

In an effort to standardize automated in-formation management throughout the MPCorps, specific systems have been created foruse Armywide. Under the umbrella Military

Police Management Information Systems(MPMIS), the ORS, the VRS, and theCorrectional Reporting System (CRS)support the law enforcement mission of theMP. Each system is designed to provide dataquery and report capability in response tomanagerial or investigative requirements.

OFFENSE REPORTING SYSTEM

The information used by the ORS is takenfrom each DA Form 3975 (Military PoliceReport). Information is stored in thecomputer until it is requested through a dataquery or in the form of a standard report.Automation of this information does not doaway with the requirement to prepare andstore hard copy MP reports and associatedcase documents. These documents must beavailable for court or court-martialproceedings. However, ORS provides rapidaccess to detailed information as well as

broad statistical analysis.

Standard reports generated through ORSmay be requested and used as needed at theinstallation level, or they may be used to

satisfy a regulatory requirement forstandard information such as the lawenforcement and discipline report. Featuresof ORS include computer-generated reportsthat identify crime by location, summarizeall offenses by type, profile adjudication of persons apprehended by the MP, andproduce separate reports on any casesinvolving juveniles. Additionally, ORSmonitors the status of all open MP reportsreferred to MPIs, USACIDC, traffic, or otherinvestigative agencies. It further recognizesoverdue suspenses for DA Form 4833

(Commander’s Report of Disciplinary orAdministrative Action). ORS is beneficial inassisting MP in the identification of problemareas or units on an installation. For

assistance on how to use the ORS, see theOffense Reporting System Functional Users

Manual.

VEHICLE REGISTRATION SYSTEM

The VRS is a stand-alone system, indepen-dent of other MPMIS systems, that canprovide useful vehicle data to the MP andunit commanders. It entirely automates theregistration of vehicles authorized on anyinstallation. The necessity for the timelyretrieval of vehicle information isfundamental and can most efficiently andeffectively be achieved through automation.VRS complements the registration process by meeting the increasing demands of lawenforcement for timely information.

Whether or not the actual registrationprocess is conducted by personnel assignedto the PM is not important. Informationstored through VRS is equally valuablethrough the process of data query andstandard reports.

Reports are requested as required by theMP. The types available include registration by decal number, state license number, orpersonnel type. Additionally, VRS monitorsthe status of driving privilege suspensionand revocation as well as validation of safety inspections, insurance, and postdecals. For assistance on how to use theVRS, see the Vehicle Registration SystemFunctional Users Manual.

CORRECTIONAL REPORTINGSYSTEM

The CRS assists in the management of theArmy’s confinement facilities. Informationon each prisoner is taken from confinementorders, release orders, personal historydocuments, and other sources. Thisinformation assists the correctional facilitystaff in monitoring the custody and control

of all prisoners assigned. The data base isused to generate various types of daily,monthly, and quarterly reports as required by regulation. Reports provide information

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on the status of the prisoner population.Reports make it possible for prisoner gainsand losses to be tracked. Reports also make itpossible for statistical analysis to be

DEVELOPING AND USING MP INFORMATION FILES

MP information files must contain asmuch information as possible, cover asmany years as possible, and be efficientlyorganized, consistent with the limitationsimposed by AR 380-13. Information files areretained indefinitely. (To request modifica-tion of the Army filing system and method of storage and retention, see AR 25-400-2.)These files must be excluded from generalinspection or review by anyone other thandesignated persons except upon authori-

zation from the commanding general orinstallation commander. Cross-referencing of files is mandatory. Automatic dataprocessing is used to the maximum extentpossible.

The sensitive nature of these files must beunderstood by all persons concerned. Filescontain offense charts, statisticalsummaries, blotters, DA Forms 3975, andinformation from MP and criminalinvestigations. These files also includerumor, supposition, conjecture, and gossip;this information may be damaging tootherwise innocent persons. These files mayalso contain information on friends,relatives, or fellow MP. From contacts madewith other MP and MPIs and informationalready contained in the files, MP canpinpoint establishments, activities, friends,and problems.

MP patrols and their supervisors are alertand observant for all items of interest. Theyreport such items fully and promptly. Theyquestion the identities of personsencountered in unusual places at unusual

times. They ask their reasons for being inthose places at those times. And they mayask for other information as well. Interviewinformation, if it does not lead to an

performed on the information in the data base. For assistance on how to use the CRS,see the Correctional Reporting System Users

Manual.

immediate apprehension, is reported bypatrol personnel. Usually a locally devisedfield interview card is used for this purpose.It should contain spaces for completeidentification of the individual (and vehicleif applicable), the time and place of theinterview, the reason for the interview, andthe person’s stated reasons for being in thearea. Additional space can be provided forany remarks of the MP and for his signature.Data compiled from field interview cards are

transferred to information cards filed in thepolice information file.

AREA FILESArea files include information on any

definable geographic area that has activitiesof police interest. On a CONUS installation,it may include housing areas, supply andstorage areas, and recreational or trainingareas. Off post, it may include bar, hotel, orpawn shop areas, or any area of potentialcivil disturbances. With only slightmodifications, the same considerations

apply in overseas areas. In overseas areaswhere units or specific groups move into anarea and more or less claim it as their ownarea, files become very revealing andextremely important. In rear area protectionor in stability operations, areas of policeinterest may include those areas wherepopulations are known to be unfriendly tothe United States or allied forces, areassuitable for guerrilla training or bases, andareas that may provide potential sources of supply and equipment for insurgent forces.

ACTIVITY FILESThe activity files contain all informationof interest to the MP. The categories in thissystem vary, and the information is not

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limited by the area of influence or by jurisdictional considerations.

All activities that can pose a threat tomilitary personnel, functions, or propertyare included in an activity file. Informationconcerning persons and organizations not

affiliated with the Department of Defensemay be acquired, reported, processed, andstored under the authority of AR 380-13 onlyif in the judgment of the commanderconcerned there is reasonable basis to

believe that one or more of the following hasor is likely to occur:

Theft, damage, or sabotage of weapons,ammunition, equipment, facilities, orrecords belonging to DOD units orinstallations.

Compromise of classified defense

information by unauthorized disclosure orespionage.

Demonstrations occurring on orimmediately adjacent to Active or ReserveArmy installations which are of such sizeor character that they are likely tointerfere with the conduct of militaryactivities, as defined in AR 380-13.

Direct threats to DOD military or civilianpersonnel regarding their official duties orto other persons authorized protection byDOD resources.

Activities or demonstrations endangeringclassified defense contract facilities or keydefense facilities.

Acts occurring on Active or Reserve Armyinstallations in violation of laws orregulations.

Subversion of loyaltv, discipline, ormorale of military and DOD civilianpersonnel (18 USC 2387).

A distinction must be recognized between

the various restrictions governing thecollection, storage, and dissemination of information in a peacetime environment andthe need to gather information in support of tactical operations. Normally, the

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restrictions of AR 380-13 do not apply in thetheater of operations.

INDIVIDUAL FILES

Any individual identified as being of special significance to the MP, either

because of activities, leadership, contacts, oreven as a symbol of some nature, has adossier within the restrictions of AR 380-13.This dossier is nothing more than a complete biography to include information on habits,income, friends, weaknesses, and personalhistory. The individual’s police record,disciplinary record, and details of othercontacts with law enforcement agencies areincluded. See AR 340-17 and AR 380-13 forguidance regarding non-DOD-affiliatedpersonnel.

INVESTIGATORY FILES

Investigatory files compiled for enforcingcivil, criminal, or military law are consideredexempt from mandatory release provisionsof the 1974 Freedom of Information Act(5 USC 552). Information requestsconcerning data determined to be releasable

by the PM and SJA are honored inaccordance with the provisions of AR 340-17.Requests for information from representa-tives of the press will be processed through

the appropriate command informationofficer. Information is not released torepresentatives of the press if it is likely to—

Interfere with law enforcementproceedings.Deprive an individual of fair andimpartial justice.Invade the personal privacy of anindividual.Disclose nonroutine investigationtechniques and procedures.Disclose confidential investigativeinformation and sourcesReveal information thatthe lives or physicalenforcement personnel.

of information.might endangersafety of law

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USING OTHER INFORMATION SOURCES

NATIONAL CRIME INFORMATIONCENTER

The NCIC is a computerized informationsystem established by the Federal Bureau of

Investigation (FBI) as a service to all lawenforcement agencies—local, state, andfederal. The system operates by means of computers, data transmission overcommunication lines, terminal devices, and,most important, people. Its objective is toimprove the effectiveness of law enforcementthrough the efficient handling and exchangeof documented civil and military policeinformation.

The NCIC makes centralized criminaldata rapidly available to law enforcement

agencies. Patrol tactics and investigativehabits must be reviewed in light of thiscapability if the system is to attain optimumuse. The success of the system will depend onthe extent to which patrols, supervisors, andinvestigators use it in daily operations.

The US Army participates in the NCICsystem in conjunction with other lawenforcement agencies. The system affordsthe Army timely police informationregarding deserters; wanted persons; andstolen, missing, and recovered automobiles,

boats, securities, license plates, weapons,and other identifiable property.

The NCIC provides data on militaryabsentees and deserters as provided inAR 190-9 and AR 190-27. Data areobtained from DD Form 553 (Test)(Deserter/Absentee Wanted by the ArmedForces) forwarded by PMs to the USADIP atFort Benjamin Harrison, Indiana. TheUSADIP, staffed by MP and personnelspecialists, ensures that informationreceived is current and correct, and that it isentered into the NCIC and disseminated toall appropriate law enforcement agencies.

The Office of Army Law Enforcement,Deputy Chief of Staff for Personnel

42

(DCSPER), is responsible for overall Armyparticipation in the NCIC. In addition tooperating the Army’s central terminal in theNCIC system, it maintains liaison with theFBI on NCIC matters. Currently, Army fieldterminals in the NCIC are located atdesignated installations and the MilitaryDistrict of Washington. AR 190-27 specifiesprocedural requirements for Army users of the NCIC system. The FBI publishes amanual containing standards, procedures,and instructions for NCIC participants.PMs maintain and update a copy of theNCIC operating manual and refer to thismanual when questions arise concerningproper procedures for using the NCIC.FM 19-20, AR 190-9, and AR 190-27 provide

further details concerning the NCIC.CRIME RECORDS CENTER

The USACRC receives and maintains thepermanent files of USACIDC reports andinvestigations and designated MP reports.USACRC ensures retention of these recordsand supplies data and copies of files ordocuments to agencies authorized to requestsuch information. USACRC also maintainsliaison with other federal intelligenceagencies as prescribed in AR 195-2.

The function of the USACRC is to—Receive and file all USACIDC reports of investigation.

Receive and file MP reports acquiredunder the provisions of AR 190-45.

Operate and maintain criminal datareference files.

Provide record checks, both emergencyand routine, for USACIDC elements,other federal investigative agencies, and

other authorized users.Develop specialized statistics and reportson crime within the Army as required byHeadquarters, Department of the Army.

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Transmit, upon reqest, copies of USACIDC reports of investigation andMP reports to USACIDC elements,Department of the Army, federalinvestigative agencies, and otherauthorized users.

The USACRC will, upon request of authorized users, conduct a search of available files for information on aparticular individual. File searches can bemade as part of a crime survey check of employees at a particular establishment.Such checks are considered routine.Requests for immediate record checks may be forwarded by telephone, telecopier, orteletypewriter. Telephonic format iscontained in AR 195-2. Letter or messagerequests are addressed to Director, US ArmyCrime Records Center, 2301 ChesapeakeAvenue, Baltimore, Maryland 21222.Requests contain, if available, the name,date of birth, place of birth, social securitynumber, and military service number.

FEDERAL BUREAU OFINVESTIGATION

The FBI investigates all violations of federal laws, with the exception of specified

violations, such as counterfeiting andinternal revenue violations. The FBIclassifies and maintains fingerprint files onall present and past federal employees(including military personnel) and allpersons apprehended for the commission of serious crimes. The bureau also maintains

the NCIC.The 1984 Memorandum of Understanding

between the Department of Justice and theDepartment of Defense relating to theinvestigation and prosecution of certaincrimes (see AR 27-10) provides guidance oninvestigative responsibility between the FBIand military criminal investigativeorganizations.

DRUG ENFORCEMENTADMINISTRATION

The Drug Enforcement Administrationhas prime responsibility for enforcing lawsand statutes relating to narcotic drugs,marihuana, depressants, stimulants, andhallucinogenic drugs. The agency will assistfederal, state, and local law enforcementagencies in the exchange of information andtraining to control the use and trafficking of narcotics and other drugs.

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PART TWO

LAW ENFORCEMENT OPERATIONS

Military police law enforcement operationshelp the commander keep his commandcombat ready and combat efficient. Theenforcement of military laws, orders, andregulations is a function of command.Commanders, by enforcing laws andregulations, ensure order and discipline.Each commander is responsible formaintaining order and discipline in his unit.

Leaders are the key to order and discipline.From on-the-spot corrections to referrals foraction under the Manual for Courts-Martial,leaders execute their responsibilities throughthe chain of command. To assist the chain of command, MP are empowered by division,

corps, and echelons-above-corps command-ers to exercise control over soldiers whoviolate military laws, orders, and regula-tions. MP at all levels support the com-mander in his responsibility for commandand control by ensuring that his directivesare complied with.

Sometimes it is not in the commander’s best interest to employ MP assetsspecifically on law enforcement operations.Yet even then MP efforts continue to reducethe opportunity for crime. All MP missions

contribute to the preservation of law andorder. Law enforcement is an implied factorin all MP operations. In the course of anyoperation MP perform, MP operate in amanner and with intent to encouragesupport and to enforce the commander’sdiscipline and military law.

Even in a theater of operations when theintensity of battle dictates the need toconcentrate MP efforts on combat supportoperations, the opportunity for crime isnonetheless reduced as a result of MP

missions. MP battlefield combat supportoperations and peacetime law enforcementoperations use many of the same measures.Sometimes the purpose for using themeasures is the same. TCPs and checkpoints

are used on and off the battlefield to helpensure critical personnel, equipment, andsupplies arrive where they are needed.Sometimes the purposes for using themeasures differ. In a peacetimeenvironment, MP use physical securitymeasures to reduce the opportunity forcrime. In a theater of operations, themeasures are used to protect critical facilitiesand supplies from the enemy. Yet themeasures still suppress the opportunity forcrime. (Battlefield uses for traffic control andphysical security measures are discussed inFM 19-4 under Battlefield CirculationControl and Area Security.)

It is, however, recognized that most MPefforts that directly enforce laws and supportorder are undertaken mainly in a peacetimeenvironment. These efforts include bothproactive and reactive measures. MPundertake and support preventive programsto remove conditions promoting crime and toreduce opportunities allowing crime. MPenforcement efforts encourage voluntarycompliance by all personnel with laws,orders, regulations, and directives of thecommander.

Military law enforcement is best served byachieving the greatest compliance with ruleswith the least amount of punitive action. MPaccomplish much at potential trouble spots

by encouraging law-abiding persons tocooperate actively in helping fellow soldiersact properly. Friends and buddies areencouraged to remove troublemakers fromthe scene. And proprietors are encouraged tocall MP when there may be disorders. Butwhen necessary, MP undertake activeenforcement measures. MP take immediateaction to halt crimes in progress, to

apprehend perpetrators, and to aid victims.MP undertake enforcement measures thatrange from conducting raids and seizingillegal drugs to patrolling roadways andregulating traffic.

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CHAPTER 5

Having Authority and Jurisdiction

M ilitary police carry out their lawenforcement operations with strict regard for

the needs of the Army and the safety of themilitary community. At the same time, MPmaintain a strict regard for the rights of theindividuals making up that military com-munity. Just as MP undertake their lawenforcement operations in the military com-munity to protect and preserve the life of thecommunity, they also protect and preservethe legal rights of members of the militarycommunity. In so doing, MP carry out theArmy policy of equality before the law.

EXERCISING AUTHORITY

AND JURISDICTIONAll military personnel performing police

work operate within their jurisdiction andauthority. Jurisdiction and authority are notthe same. MP may have the authority toapprehend a suspect, but the militarymay not have jurisdiction to try the suspect.Authority is the lawful right of designatedpersons or agencies to exercise governmentalpower or control. Military jurisdiction is theextent of and limitation on the right of anarmed force to exercise authority and control

over persons and offenses.AUTHORITY

The authority of MP to enforce militarylaw, orders, and regulations, by appre-hension if necessary, is derived primarilyfrom the President of the United States asCommander in Chief of the armed forces. MPmust familiarize themselves with thecontents of the articles of the UCMJ if theyare to perform their duties effectively.National Guard and Army Reserve MPusually exercise no authority overactive dutymilitary unless they are themselves subject tothe UCMJ. In a domestic territory undermartial rule, the authority of the MP overpersons other than those subject to the UCMJis derived from policies and orders of the

CONTENTSPage

EXERCISING AUTHORITY AND JURISDICTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Authority . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Authority Over Persons Subjectto UCMJ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Authority Over Persons not Subjectto UCMJ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Posse Comitatus . . . . . . . . . . . . . . . . . . . . . 47

Jurisdiction. . . . . . . . . . . . . . . . . . . . . . . . . . . . .47

Military Jurisdiction . . . . . . . . . . . . . . . . . . . 48Civil Jurisdiction . . . . . . . . . . . ... . . . . . . . . . 49

PROTECTING LEGAL RIGHTS . . . . . . . . . . . 49

Rights Warning . . . . . . . . . . . . . . . . . . . . . . . 49Temporary Detention . . . . . . . . . . . . . . . . . . . . . 53

military commander which must be basedupon federal law.

The authority of MP in a friendly foreignnation or territory may be, and in most casesis, different from MP authority in the US.This difference arises from the law of thecountry concerned (except as otherwiseprovided by agreement) being applicable toall persons, including MP in that country.Consequently, in the absence of an

international agreement to the contrary, UStroops in a friendly foreign nation are subjectto the UCMJ and the laws of the nation inwhich stationed.

An agreement to resolve jurisdictionalconflicts is the status of forces agreement.Basically, the SOFA authorizes onegovernment to take action in cases where both governments could take action. Aformula decides which government will act ina particular case. The North Atlantic TreatyOrganization (NATO) SOFA was the firstsignificant agreement negotiated and has become the model for most later agreements.For example, during joint NATO operationsUS Army MP can be tasked to be a part of aNATO combined MP detachment (see NATOStandardization Agreement [STANAG] 2085).

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Authority Over Persons Subject toUCMJ

MP have authority to take appropriateaction with persons subject to the UCMJ.This authority is not limited to militaryreservations or federal property. All active

duty military personnel are subject to theprovisions of the UCMJ. It also pertains tosome retired members and other personnelenumerated in Article 2, UCMJ.

The UCMJ, as established by Congress,provides one basic code of military justiceand law for all services. The code authorizesthe President of the United States to set rulesof evidence; pretrial, trial, and posttrialprocedures; and maximum punishments forviolations of the UCMJ. Under thisauthority, the President has issued the MCM.

The MCM is a primary source document formatters relating to military justice. It is anexecutive order implementing the provisionsof the UCMJ. It establishes the military lawof evidence.

Ordinarily in the US, MP have the sameauthority to apprehend friendly foreignmilitary personnel as they have to apprehendcivilians. On post this authority arises fromthe installation commander’s inherentauthority to maintain order on theinstallation. However, after authorization by

the President and upon request of thecommanding officer of a friendly foreignforce having service courts in this country,MP may apprehend a designated member of the friendly foreign force and deliver him toUS military authorities for delivery to therequesting force.

Authority Over Persons Not Subject toUCMJ

In areas under military jurisdiction orcontrol, MP in some cases may take persons

into custody whether or not they are in themilitary services:Persons not subject to the UCMJ who arefound committing a felony or amisdemeanor amounting to a breach of thepeace on a military reservation may be

apprehended and detained long enough to be turned over to civil authorities.Civilians not subject to the UCMJ alsomay be apprehended for violation of properly promulgated post regulations.These persons then may be escorted to the

entrance of the post and may be forbiddenreentry by the installation commander.

Civilians not subject to the UCMJ may becited for violations of the AssimilativeCrimes Act not amounting to felonies or breaches of the peace (such as fishingwithout a valid permit) and referred to aUS magistrate.Civilians not subject to the UCMJ may besubject to military authority in situationsinvolving martial law or hostilities.

Thus, commanders and MP have authorityto apprehend civilians in many circum-stances; they may also detain civilians for areasonable period of time in order to effecttheir arrest by civilian law enforcementauthorities. The local SJA is consultedregarding the applicable rules. AR 600-40provides general guidance regardingapprehension and restraint of persons notsubject to military law.

Commanders have the authority to ejecttrespassers on the installation and to enforce

the ejection of any person previously barredfrom entry. This authority comes from 18USC 1382, which provides that “whoever,within the jurisdiction of the United States,goes upon any military, naval, or CoastGuard reservation, post, fort, arsenal, yard,station, or installation, for any purposeprohibited by law or lawful regulation; orwhoever reenters or is found within any suchreservation, post, fort, arsenal, yard, station,or installation, after having been removedtherefrom or ordered not to enter by theofficer in command or charge thereof, shall be

fined not more than $500 or imprisoned notmore than six months or both.”

The US Magistrate System provides theDepartment of the Army with a means of processing and disposing of certain minor

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upon the admission of the state into theUnion. In the exercise of exclusive

jurisdiction, the federal governmentassumes sole jurisdiction over thedesignated area. For example, manymilitary installations have exclusive federal

jurisdiction. The federal government thenexercises its executive, legislative, and judicial authority over that area and thepersonnel within it. To avoid the difficulttask of enacting and maintaining a code of criminal laws appropriate for all areas underits legislative jurisdiction, Congress passed18 USC 13, commonly referred to as theAssimilative Crimes Act. In this statute,Congress provided that all acts or omissionsoccurring in an area under federal

jurisdiction, which would constitute crimes if the area were under the state jurisdiction,

will constitute similar crimes, similarlypunishable, under federal law. This act doesnot assimilate crimes based on state statutesthat are contrary to federal policy and law,such as civil rights legislation, nor does itassimilate state law if there is an existingfederal statute or law on the subject.

Concurrent jurisdiction exists when theUS is granted authority that wouldotherwise amount to exclusive legislative

jurisdiction over an area, but the state inwhich the area is located retains the right to

simultaneously exercise its authority alongwith that of the federal government. It is anarea of dual jurisdiction. Under concurrent

jurisdiction, state criminal laws areapplicable in the area and can be enforced bythe state. The same laws can be enforced bythe federal government under theAssimilative Crimes Act, which is applicableto areas under concurrent as well asexclusive jurisdiction of the US. Federalcriminal laws also apply. Many crimes fallunder both federal and state sanction, andeither the federal or state government, or

both, may take jurisdiction over a givenoffense.

Proprietorial interest applies to instancesin which the federal government hasacquired some right or title of ownership to

an area in a state but has not obtained jurisdiction. Where the federal governmenthas no legislative jurisdiction over its land,it holds such land in a proprietorial interestonly and has the same rights as any otherlandowner. In addition, there exists a right

of the federal government to perform thefunctions delegated to it by the Constitutionwithout interference from any source. It mayresist—by exercising its legislative orexecutive authority, or through courtproceedings—any attempted interference bya state instrumentality of its exercise of constitutional responsibilities. Congressalso has authority to enact laws for theprotection of US property. Subject to theseconditions, when the US acquires only aproprietorial interest, the state retains all the

jurisdiction over the area it would have if a

private individual rather than the US ownedthe land. The Assimilative Crimes Act doesnot apply to areas of federal proprietorial

jurisdiction. In such areas, MP exerciseauthority in compliance with theinstructions of the appropriate commander.

Military Jurisdiction

Military jurisdiction is exercised throughthe application of military law, the law of war, military government, martial law, andmilitary orders and regulations –

Military law regulates the entire militaryestablishment of the US.Law of war is that segment of treaty andcustomary international law applicable towarfare.Military government is the administra-tion by which an occupying powerexercises executive, legislative, and

judicial authority over occupied territory.Martial law or martial rule is thetemporary exercise of control overdomestic territory by a militarycommander as authorized by thePresident.Military orders and regulations are usedin a military organization for its internaldirection.

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Military jurisdiction extends to militarypersonnel whether or not they are in an areaunder military control. The military hasexclusive jurisdiction to try persons subjectto the UCMJ for offenses purely military innature, such as unauthorized absences. TheSupreme Court has abandoned the

requirement of showing a “serviceconnection” for off-post offenses before aservice member can be tried. A servicemember may now be tried in a court-martialregardless of any service connection. It isArmy policy that a service member will notordinarily be prosecuted under civil

jurisdiction and later under military jurisdiction for the same offense. Themilitary rarely has jurisdiction to trycivilians.

Civil JurisdictionCivil jurisdiction is exercised through the

application of state and federal law. Underthe Constitution the states retain the right toregulate conduct of persons within their

boundaries. Penal laws, which declarecertain acts to be unlawful, are defined and

PROTECTINGAn MP can make contact with a person in

any place the MP is lawfully situated.Examples of lawful contacts includequestioning of witnesses to a crime andwarning a pedestrian that he is entering adangerous area. These types of contacts arereasonable, permissible, and within thenormal activities of MP and commanders.They are not detentions in any sense. MPmay inspect or walk through barracks or theunit area. MP may be any place whereconsent has been given by a person who hasthe power to give consent. They may be anyplace with the consent or authorization of a

commander, or any place where they arepresent to effect a lawful apprehension.

An MP may make a contact when theperson is not subject to the Fourth

enforced by state, county, and localgovernments and their regulatory agencies.For example, traffic regulations, liquor laws,and closing hours are usually set by locallaw. Some penal laws pertain to specificmatters or areas within the civil jurisdictionof the federal government. Such federal law,

like customs regulations and counterfeitinglaws, is enforced by federal agencies.

Under international law, a friendly foreignpower normally has primary jurisdiction toprosecute nonmilitary offenses committedwithin its borders by members of a visitingforce. This power may be further defined orsurrendered to military authorities throughSOFAs and other treaties or agreementsdepending upon the nature and circum-stances of the offense. This limitation to

prosecute does not prohibit commandersfrom taking administrative action againstsuspects. Guidance on the exercise of military jurisdiction subsequent to action bycivilian authorities is found in AR 27-10.When doubt exists on jurisdiction over aparticular individualSJA.

LEGAL RIGHTSAmendment. This is

or offense, consult the

a proper activity of a

commander or MP. Every contact betweenthe police and a citizen is not a detention,and does not demand a basis for the contact.Many contacts between MP (and commanders)and other persons are not based on suspicion of criminal activity. However, some contacts mayresult in finding evidence of a crime.

Contacts between MP and others mayoccur without thought of criminal activities.MP assist disabled people, untangle con-gested traffic, and escort intoxicated personsto shelter. MP perform other helping

activities as required.RIGHTS WARNING

The law requires that a military memberwho questions a military or civilian suspect

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or accused must be exercising some form of police or disciplinary power before he isrequired to read the person his rights. If anapprehending MP considers it important toquestion a suspect while in the field, theMP must advise the suspect of his rights.Any individual can be read rights before

even the most innocent questioning.However, a commander or MP who isquestioning a suspect is performing adisciplinary role and has to read the personhis or her rights. When in doubt, read therights.

When a law enforcement official orcommander intends to question an accusedor suspect of an offense and knows, orreasonably knows, that counsel either has

been appointed for or retained by theaccused or suspect with respect to that

offense, the counsel must be notified of theintended interrogation and given areasonable time in which to attend before theinterrogation may proceed. A suspect oraccused who is intoxicated or who issuffering from a serious injury or illnessshould not be interrogated. Nor should asuspect or accused be interrogated who ishysterical or emotionally upset. In thesecases the court may rule that the suspectcould not give an intelligent, knowingwaiver of his rights. During an interrogationthe questioner will not attempt to persuade,trick, or threaten the suspect or accused intowaiving his rights. The suspect or accusedwill make his own decisions. The questionerwill not subject the suspect or accused toprolonged questioning without a break. Thequestioner will not threaten the suspect oraccused into confessing and will notphysically abuse the suspect or accused.

A suspect or an accused must be warnedwhenever answers are wanted to questions.If a person will be asked to perform an actthat might be the equivalent of speech, such

as pointing to a coat worn on a specific date,the rights must be read. It is not necessaryfor the warning to be given beforeconducting a lawful search of the suspect.But if any doubt exists, the rights are read.

On many occasions, an individual mayapproach an MP, a commander, or anoncommissioned officer and furnish in-formation concerning criminal activities.Listening never requires a warning.However, any time the listener wants tointerrupt the person giving the statement

and clarify some information, questioningdoes take place and a warning is required.

A warning is not needed before question-ing a person who is merely a witness to acrime. Nor is it needed to question someonewho may know something about a crime butwho is not a suspect. For example, asking awitness to a crime which way the perpetratorwent requires no warning. Nor would askingsomeone to show his identification card if the identification card is not suspected to beevidence.

The warning is repeated any time there isa significant delay in questioning. If questioning a person who after waiving hisrights and agreeing to answer questions has

been released for the night, the next day thatperson must be rewarned of his rights. But if the person is released for lunch or is releasedto go back to the unit to get some clothing, anew warning is not required. And if it isknown that an accused or a suspect has beenwarned by another officer and has chosen towaive his rights, there is no need to give

another warning when there is nosignificant delay in questioning. Thewarning also is repeated to a suspect if heindicates that he did not understand the firstwarning or that he might want to change hismind about answering questions.

If a suspect remains silent after he has been given the required warnings and has been asked if he wants a lawyer and iswilling to make a statement, he is notquestioned further. However, if the personmerely indicates that he will not sign awaiver form but is willing to waive his

rights, the questioning can continue. When aperson waives his rights but objects to notetaking by the questioner, the questioningcan continue; but the note taking stops forpractical reasons.

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If the accused or suspect first agrees toanswer questions and then says that he doesnot want to talk or say anything more, thequestioning stops. If the accused or suspectanswers some questions, then stops andrequests a lawyer, the questioner must stopasking questions until a lawyer has been

provided or the accused or suspect initiatesfurther questioning.

When a lineup will be used, the suspectmust be warned of his lineup rights and hisright to counsel. If a suspect is under anyform of pretrial restraint, or if charges have been preferred against him, then beforeplacing him in a lineup at the MP station,the MP must warn the suspect of his right tocounsel.

“Although you do not have a right torefuse to appear in a lineup, you havethe right to have a lawyer present whenthe witnesses to the crime view thelineup. If you wish, a military lawyer willbe appointed for you to represent youfree of charge.”

To ensure the pretrial lineup is notsuggestive, the following steps are taken:

There are at least four fillers in the lineup.MP are not to be used as fillers in lineups.

Additionally, fillers in a lineup are notinformed of who the suspect is otherwisenonverbal communication by them may

be communicated to the witness. Fillers inthe lineup resemble the suspect. When thecharacteristics of the suspect cannot bematched, it may be better to use some sortof photographic identification.The person conducting the lineup is not to be involved with the specif icinvestigation. The person is not to makeany suggestions because they mayadversely affect the integrity of the lineup.

Witnesses must be separated before andafter any identificationOne witness may haveinfluence on another.

FM 19-10

of the suspect.an unfavorable

Witnesses to the lineup are not allowed tomake an identification in the presence of one another.The suspect or his counsel is allowed todetermine the suspect’s position in thelineup. The suspect is allowed to changehis position after each viewing.When individuals in the lineup arerequired to try on clothing or to performother acts, all individuals perform theseacts, not just the suspect.The suspect’s counsel may request certainchanges in the lineup procedures;however, he has no right to dictate howpolice will conduct the lineup. See FM 19-20for more information on lineups.

The warning must be given by using thewarning shown on the back of DA Form 3881

(Rights Warning Procedure/WaiverCertificate). A service member’s rights underthe self-incrimination clause and Article 31ensure that he cannot be forced to answerany incriminating questions or to make anyincriminating physical acts equivalent tospeech (for example, soldiers cannot beordered to point out the clothes that wereworn at the time of a rape offense). Thetaking of such evidence is considered to berequesting a statement within the meaningof Article 31.

Correct use of DA Form 3881 requires thenarrative warning on the reverse of the form be read verbatim to the suspect. (See FM 19-20for a detailed discussion for issuing rightswarnings.) Warning the individual of hisrights means more than just reading thewarning found on the back of DA Form 3881.To waive his rights, the suspect must showsome understanding which ordinarily willrequire, after each warning, an answer onthe suspect’s part that proves hisunderstanding. The individual must state,first, that he is willing to make a statement,

and second, that he does not wish to have anattorney present nor to consult with anattorney before questioning can continue.The suspect is then asked to execute thewaiver portion of the form documenting his

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desires concerning questioning. If the form (waiver block) and the investigatorsuspect agrees to answer questions butrefuses to sign the waiver portion of DA Form 3881, the heading blocks of theform and the rights portion are completed asusual. The investigator then prepares astatement for the waiver block of the form.

The statement must state that the suspectunderstands his rights, does not want alawyer, wants to discuss the offense underinvestigation, but refuses to sign the waivercertificate. The statement is added to the

signs the form where indicated. The suspectis asked to initial the investigator’s state-ment, but initials are not essential. Guidancefor preparing DA Form 3881 can be found inFM 19-20. When a suspect consents toquestioning, the statement is recorded on

DA Form 2823 (Sworn Statement). Whenquestioning is completed, a DA Form 3975 isfilled out and the required entries made onDA Form 3997 and DA Form 3998 (MilitaryPolice Desk Reference).

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The individual requesting a statement orconducting the interrogation will probablydo so in the English language. If thereappears to be a language barrier, theinterrogator must ensure that the individualis aware of his rights in his native language,The understanding of the rights also comesinto play when an individual is grosslyintoxicated. Such an individual cannotmake a voluntary waiver.

TEMPORARY DETENTION

Detention is temporary. It is not used forpurposes of confinement. Persons aredetained only when military necessity, thesafety of the individual, or the safety of others makes it necessary.

Juveniles are detained only if all or some

of the following conditions are met:The detainment is authorized by theinstallation commander.The juvenile is suspected of a seriouscriminal offense requiring the exercise of

jurisdiction by civilian law enforcementauthorities.The parents or other suitable relatives arenot available to take custody of theoffender at the time of apprehension.The detainment is for the purpose of

transferring custody of the juvenile, at theearliest possible time, either to the child’sparent or to the appropriate state orfederal agency having jurisdiction.

If a juvenile must be detained until theappropriate juvenile authorities arecontacted, the MP will then notify themilitary sponsor’s unit commander. In caseswhere the juvenile has no military sponsor,the MP will follow the directions given bythe juvenile authority. Because of specialprotections accorded juveniles under many

state statutes, MP may not obtainfingerprints or photographs of a juvenilewithout written consent of the juvenile

judge. Nor may names or pictures of the juvenile be released to the public.

The youth must be kept entirely away fromoperational activities of the MP station. Thearea where juveniles are detained must becomfortable, private, and out of public view.Unless there is another suitable area, thePM’s office may have to be used. Since

juveniles are not subject to the UCMJ, thedetainment of juveniles in correctionalcustody, detention cells, or hospital prisonerwards is forbidden. A detention cell may beused for juveniles when there is a threat tothe community, the juveniles, or MPinvolved and authority has been obtainedfrom the installation commander throughlegal channels. (See Chapters 6 and 10 formore information on juveniles.)

Facilities for temporary detention of adults apprehended by MP are locatedwithin the MP station. These facilities are

close enough to the desk for continuousobservation. They are sufficiently removedso normal operations will not be hindered.These facilities must not be open to casualview by visitors. If the cell location does notpermit desk personnel to maintainobservation when occupied, a guard or anMP must be posted. Closed circuit televisioncan be used as an alternative method of observation. In detaining females, femaleMP must be present for security andobservation purposes. Male and femaledetainees are not placed in the same cell.

Detention of suspects requires a blotterentry that shows who ordered the detention,the reason, the time detention began, and thetime of release. Detainees are furnishednormal amounts of food and water. Beddingis provided if detained more than 12 hours.Normally, detention does not exceed 24hours. However, the installation commandermay extend the period to 72 hours. Use of showers and latrine facilities for women isdetermined by individual PMs per AR 190-38and available facilities.

If the decision is made by the PM orresponsible MP supervisor to place asuspect in detention, a thorough searchmust be made. Personnel performing thesearch and those acting as witnesses must

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be of the same sex as the offender beingsearched. After the search has beenconducted, the offender is then placed in acell. Money, other valuables, and personalproperty (other than individual clothing andwedding rings) are taken from the offender,

inventoried in his presence, and secured.Items of clothing that could be used to inflict bodily injury are taken from the suspect if deemed necessary by the responsible MPsupervisor. The suspect is given a receipt,DA Form 4137 (Evidence/Property CustodyDocument), for all items taken. The reasonfor and degree of any use of force required isalso recorded in either the desk blotter or theDA Form 1594.

A DA Form 3975, DA Form 3998, andDA Form 4137 must be prepared on any

detention involving an offense. This

includes suspicions or allegations of offenses. The suspicion or allegation isdescribed in the report, whether or not it isderogatory to the person detained. Entriesare made on the MP blotter on all temporarydetentions.

Persons who are under the influence of drugs, injured, or ill must be examined by amedical officer before or immediately after being placed in detention. A blotter entry ismade indicating time, diagnosis, disposition,and the name, rank, and organization of themedical officer or physician’s assistant.Minor injuries requiring simple first aid,such as cuts and abrasions, are treated byMP unless the suspect specifically requestsa medical officer. Written certification must be filed by the medical officer concerning theperson’s health if an examination is

required.

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CHAPTER 6

Undertaking Preventive Programs

M ilitary police law enforcement

programs support command strength,readiness, and well-being. And they helpassist and protect the military community.Most MP programs are proactive.Preventing crime by suppressing theopportunity for it is at the base of all lawenforcement planning. MP programs arediverse. Major programs are directed towardsupporting military law enforcement needs.But a number of efforts like customsinformation services and wildlife conser-vation are equally supportive of civilian lawenforcement needs. And often the liaisonand interaction between MP and the civiliancommunity that makes a program effectiveis, in itself, proactive for law and order.

CRIME PREVENTION

Crime prevention is a primary goal for allArmy law enforcement elements. Stronginstallation physical security programs andvice control programs support installationcrime prevention programs. The DA crimeprevention program goal is to provide asecure environment for service members andtheir families, government employees, andthe general public. Crime prevention is acommand responsibility having a con-tinuing command emphasis.

Crime prevention employs proactivemeasures aimed at protecting persons andtheir property and the property of the federalgovernment. Basic policies of crimeprevention are presented in AR 190-31. Useof specific preventive techniques is madeafter a careful review of a problem and itscausative factors. Concern is focused on thenumber and types of crimes being committedand where crimes are being committed.

Crime prevention is an ongoing process of planning, implementing measures, evaluating

CONTENTSPage

CRIME PREVENTION . . . . . . . . . . . . . . . . . . . . ...55

Providing Physical Security . . . . . . . . . . . . ...57Controlling Vice Activities . . . . . . . . . . . . . ...58

Prostitution and Gambling . . . . . . . . . . ...59Alcohol and Drug Abuse . . . . . . . . . . . . ...60

Preventing Juvenile Delinquency. . . . . . . ...62

Diagnostic Interview . . . . . . . . . . . . . . . ...62Police and School Liaisons. . . . . . . . . . ...63

Juvenile Council . . . . . . . . . . . . . . . . . ...64

Controlling Traffic . . . . . . . . . . . . . . . . . . . . ...64

Installation Traffic Control. . . . . . . . . . ...65Traffic Offenses . . . . . . . . . . . . . . . . . . . . ...66

ABSENTEE/DESERTER PROGRAM . . . . . . . .70WILDLIFE LAW ENFORCEMENT PROGRAM 70

MP CUSTOMS INFORMATION SERVICES ..70

DISASTER RELIEF AND AREADAMAGE CONTROL . . . . . . . . . . . . . . . . . . . . . ...72

their effectiveness, modifying measures, anddeveloping further information. During theplanning step of the crime preventionprogram development, the PM mustgenerate sufficient, accurate, and up-to-dateinformation with which to organize a viableprevention plan. A series of priorities must be established to determine where MP assetsare needed.

One of the principal means for developinginformation on the extent of a criminalthreat is the use of a crime preventionsurvey. This is an examination of allphysical and geographical features withinand adjacent to military facilities in order todetermine any conditions that may ease orencourage criminal acts that will bedetrimental to the command. This thorough,

complete, and continuing report includes thecomposition of both military and civilianpopulations, a review of the state of orderand discipline in the command, and a studyof any physical features of the military site.

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It becomes the principal guide fordetermining the personnel, equipment, anddirection of the crime prevention program.Military peculiar offenses, such as disrespectand disobedience to orders, are commandconcerns and must be prevented by the unitcommander. Installation crime prevention

efforts focus on preventing the more violentcrimes, such as murder, rape, and assault, byactive enforcement and patrolling activities.In a mature theater of operations crimeprevention program, the major effort of thePM is toward detecting organized criminal

behavior that threatens the command as awhole. These areas include organized viceactivities, wholesale pilferage of arrivingsupplies, black-market operations, currencymanipulation, organized deserter bands, andnarcotics activities. Such areas are acommand-wide concern and requirecommand-wide participation in their sup-pression and prevention.

The crime prevention plan is placed intoaction; orders, plans, and operationalprocedures are published. Educationprograms are implemented to alert membersof the command to any criminal threat thatexists. Organized task forces may beemployed to aggressively move againstthose criminal threats considered by thecommander to be the most threatening togood order and discipline within the

command.Most often when crime does occur, the

Crime Prevention Branch, augmented byMP investigators, conducts a crime analysisto identify problem areas. The areas are thentargeted by crime prevention and MPIpersonnel in a manner which makesapprehension highly possible. This permitsthe uniformed patrol to remain in theirpatrol area, deterring crime throughmaximum visibility.

The system may require additionalpersonnel to be assigned to the CrimePrevention and/or MP Investigationsections based on an increased role intargeting high crime areas. However, the

high visibility of uniformed patrols usuallyresults in a decrease in crime rates.

Evaluation is made as a result of analysisand review developed through statisticaldata on the effectiveness of the commandprogram. Based upon the analysis and any

change of priorities by the commander, theinitial program is altered to become moreeffective. The cycle then begins again.

The PM, as the chief law enforcementofficial of the command, has primary staff responsibility for crime prevention. Hisefforts are supported by staff members,subordinate commanders. members of governmental and law enforcement agencieswithin the civilian community, and otheragencies. The installation crime preventioncouncil meets to review findings of physicalsecurity and crime prevention inspectionsand corrective actions taken. They alsoreview the financial impact of installationcrime and preventive measures. Theyaddress crime trends and conditionsconducive to crime. And they discuss theeffectiveness of existing crime preventionprograms. The council looks for ways toincrease the usefulness of the program. Thecouncil is chaired by a member of theinstallation command element. The PM orsecurity officer serves as the coordinator.The council includes delegates from the in-stallation staff, major unit commanders, anddelegates from tenant or attached units.

A crime prevention officer, appointed inwriting by the installation commander,manages the installation crime preventionprogram (AR 190-31). MP with extensiveexperience in physical security or MPinvestigators are normally assigned ascrime prevention specialists. Unit crimeprevention officers (E6 or above) aredesignated in writing at all levels of command. Unit crime prevention officers—

Conduct announced or unannounced

crime prevention inspections of unitareas.Ensure electro-stylus etching markers areavailable to the military community for

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marking government and personalproperty.Develop crime prevention themes forinstallation and local commandinformation programs.

Crime prevention personnel support theinstallation council by performing crimedata analysis, drafting programs for the

council’s consideration, inspecting theimplementation of council-mandatedmeasures, and coordinating the efforts of unit/activity crime prevention officers inimplementing the installation crimeprevention program. For a state-of-the-art

discussion of crime analysis, crimecountermeasures, and community crime pre-vention programs, see DA Pamphlet 190-31.

PROVIDING PHYSICAL SECURITYAn effective physical security program

supports installation crime prevention. Astrong physical security program helpsidentify, reduce, eliminate, or neutralizeconditions favorable to criminal activity.Physical security inspections and surveys

are conducted as a part of the overallprogram. Physical security inspections andsurveys reduce the opportunity, and desire,for engaging in criminal acts. Physicalsecurity inspections and surveys are madeon designated mission-essential or

vulnerable activities within a command.This includes reserve centers and ReserveOfficers’ Training Corps (ROTC) activitiesthat a command supports. The results of physical security inspections are reported onDA Form 2806- 1-R (Physical SecurityInspection Report). Physical security

surveys are reported on DA Form 2806-R(Physical Security Survey Report). (SeeAR 190-13.) Activities examined may beinternal (such as cash flow procedures) orexternal (such as lighting intensity or doorsecurity).

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Physical security inspectors are selected by the PM, security officer, or installationcommander. Inspectors must hold militaryoccupational specialty (MOS) 95B and meetthe qualifications listed in AR 190-13.Civilian inspectors must meet Office of Personnel Management qualificationstandards. (These standards can be found inthe local civilian personnel office.) Qualifiedphysical security inspectors are issuedDA Form 4261 and DA Form 4261-1 (PhysicalSecurity Inspector Identification Card).

Before conducting inspections the inspec-tors must know the function or mission of the area, facility, or activity being inspected.They must be familiar with the regulationsand directives required for the operation of the activity. They should know of offenses orincidents that have occurred in the past.They review prior surveys or inspectionsconducted and who conducted them. Theyalso note deficiencies found and if anypersonnel changes have occurred.

Inspectors check to see if adequatesecurity safeguards are provided. They notepractices or conditions that contribute to thecommission of crimes. They look for changesor additions required. That is, they see whatpersonnel, regulations or directives, pro-cedures, or equipment is needed to satisfysecurity requirements. And they note the

actions needed by the commander, PM, orother staff officers to provide requiredsecurity.

After inspecting, the inspector makes athorough analysis of findings. He or sheweighs deficient measures, factors, orconditions against existing standards andrequirements. The inspector balancesmanpower and financial costs of recommended measures against theprotection provided. Then the inspector briefs the PM on the findings using maps,

plots, sketches. He recommends correctiveaction. If necessary he makes on-site visitswith the PM to clarify the recommendations.

Following the inspector’s final briefing,the PM reports the findings of the survey

with recommended actions to the com-mander. Upon receipt of the commander’sdecision, a written report is provided to theresponsible office for action and reply. If extensive time is needed for the correctiveaction, target dates for completion areestablished and reported in the reply.

Follow-up inspections should be made of the facility, activity, or area inspected aftera lapse of not more than three months. Thiswill show if recommendations have beencarried out. It will also show if majorchanges in mission or personnel may makefurther study and evaluation necessary.Specific guidance in establishing andmaintaining a practical, economical, andeffective physical security program iscontained in AR 190-13. For activities thatmay require surveys and inspections, see

FM 19-30, AR 195-2, and AR 190-13.

CONTROLLING VICE ACTIVITIES

An effective vice control program helpsensure a command’s strength, readiness,and well-being. Vice activities have adverseeffects on the health, welfare, and morale of a command. Prostitution, gambling, nar-cotics, and other types of vice can lower thecommand’s readiness or contribute tocriminal incidents. MP suppression of vicehelps the commander maintain discipline

and order.On post, the control of vice is a PM

responsibility. Off post, the control of suchactivities rests in the hands of the civilauthorities. But MP may assist in theprevention of offenses outside a militaryinstallation by enforcing off-limitsregulations. And they can warn militarypersonnel to avoid known trouble spots andareas.

The provisions of the Posse Comitatus Actprohibit participation by MP in raids,searches, and seizures of establishments off post conducted by civil police. However, inoverseas areas where this act does not applyMP may participate in such action if requested by civilian authorities and when a

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military member is involved. Since SOFASand international law will apply, the localSJA office is contacted before participatingin any such activity.

Prostitution and Gambling

AR 190-24 and AR 210-10 provide thatprostitution will be suppressed by allcommanders in areas under Army controland among persons subject to Army

jurisdiction. The regulations specify thatplaces of prostitution will be placed off-limitsto military personnel. Commanders areenjoined to cooperate with agencies engagedin activities designed to suppressprostitution affecting military personnel.

The suppression of prostitution is anestablished policy of the Department of theArmy in its program for the welfare of personnel, the development and guidance of character, and the control of venerealdisease. The policy applies to all overseascommands as well as those commandswithin the continental United States. It isthe responsibility of all commanders tosecure compliance with this policy. Allpractices that can in any way be interpretedas fostering or condoning prostitution will beprohibited. Violations will be handledthrough appropriate disciplinary actions.Identified houses of prostitution will bedeclared off-limits to all US militarypersonnel. Action taken in this connectionwill be coordinated with proper authorities of the other services. In the United States, thecivil authorities have complete control overthe suppression of prostitution off themilitary installation. The policy of suppression is accomplished throughcooperation with civilian law enforcementagencies and health organizations. Fullcooperation will be given civilian and other

government agencies engaged in thesuppression of prostitution and theelimination of sources of venereal infection.Where local authorities fail to cooperate, thecommander may appeal to higher authorityto negotiate improvement of conditions. The

commander may also take necessarycountermeasures, such as temporarilydeclaring the affected area or establish-ments off-limits to soldiers.

The May Act, 18 USC 1384, was initiallyenacted by Congress in 1941 as anemergency measure to prohibit prostitutionwithin such reasonable distances of militaryand/or naval establishments as theSecretaries of the Army and Navy shoulddetermine to be needed for the efficiency,health, and welfare of the Army and Navy.The act makes it unlawful within such“reasonable distance” to engage inprostitution, to aid or abet prostitution, or toprocure or solicit for the purpose of prostitution. Persons or organizations notsubject to the articles of the UCMJ who are

guilty of violating the May Act will bedeemed guilty of a misdemeanor punishable by a fine of not more than $1,000, or byimprisonment for not more than one year,or both.

Department of the Army policy stressescontrol of gambling rather than suppression.But Army regulations prohibit gambling inservice clubs (AR 215-1) and gambling bydisbursing officers (AR 37-103). Excessivelosses because of gambling may lead tocommission of other crimes and offenses,such as robbery, burglary, and embezzlement. The PM is familiar with the gamblingsituation within his jurisdiction andadjacent areas. The PM studies its impact onoffense rates and the conduct of personnelwho are off duty. When appropriate, the PMrecommends to the commander thatconsideration for off-limits action bepresented to the Armed Forces DisciplinaryControl Board. Information on dishonestgambling practices is made available to civilagencies concerned with controllinggambling.

Preventive action against gambling isimplemented through appropriate commandchannels. Publicity relating to gambling isused to inform all personnel of the inherentdangers of gambling.

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Alcohol and Drug Abuse

The introduction, sale, possession, and useof alcoholic beverages are permitted on Armyinstallations as authorized by AR 215-2. Butcommanders must ensure that persons under21 years of age are not permitted to use,

possess, buy, or introduce intoxicating beverages in any form to an activity unlessthe laws of the state allow it. Persons under21 years of age must not be employed in anycapacity for the sale, handling, dispensing,or serving of any intoxicating beverages.Nor may intoxicating beverages be sold,used, consumed, or permitted in, on, or aboutthe premises of any service club, craftsfacility, or youth activity facility. The PMenforces the command’s adherence to thisregulation.

The costliness of drugs and difficulty inobtaining them can result in the userresorting to criminal acts to obtain them.Commanders and PMs at all levels curb theuse or sale of narcotics and other prohibiteddrugs through education, detection of trafficking, and prompt apprehension anddisposition of users and suppliers.

In areas where narcotics, marihuana, andother dangerous drugs are readily availableto military personnel, information on thedangers of using these drugs, the aid that

can be given to police authorities, and theprogress made in prosecuting sellers andusers of narcotics is disseminated throughcommand, public information, and humanself-development program channels. Forexample, specially trained personnel mayspeak to assembled troops on the dangers of drug use.

Public awareness is an important factor inthe prevention of alcohol and drug abuse.Coordination with civilian law enforcementand Alcoholics Anonymous can help to

formulate and implement drug and alcoholabuse awareness programs. These programsalso can help identify on- and off-postconditions that contribute to theinstallation’s alcohol and drug problem.

Installation commanders, with the help of the post MP, will maintain an alcohol safetyaction program (ASAP) and an alcoholcountermeasures program patterned afterthe Department of Transportation AlcoholSafety Action Projects. These programs aredesigned to help identify alcohol and drugabusers. Rehabilitation programs requireextensive planning, coordination,supervision, and an understanding of theoffender to be effective. Evaluations of accident rates, driver’s license suspensionand revocation actions, public opinion, andfeedback from counseling and medicalpersonnel are used to enhance theseprograms.

The public must be aware of the alcoholand/or drug problem, the behavior of anintoxicated driver or drug user, and theimpact these problems have on thecommunity. Individual actions that may betaken by the public need to be emphasized.To enhance the MP enforcement effortagainst alcohol and drug abuse, the publicmust be educated in the—

Nature of the ASAP and its objective.Enforcement and countermeasuresemployed.Implied consent provision.Blood alcohol content index and its

applicability.Legal and administrative consequences of driving while intoxicated.

The PM analyzes past and present alcoholand drug offenses. Traffic studies, asdescribed in FM 19-25, maybe undertaken todetermine factors such as voluntarycompliance with speed limits, effectivenessof traffic control devices, and accidentpatterns. The PM then attempts to isolateareas requiring additional trafficsupervision and enforcement beyond

normally available resources. Once the PMidentifies the factors that contribute toalcohol and/or drug problems, counter-measures are adopted and corrective actionstaken.

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Countermeasures will be proportionate to SJA, the information officer, and the unitthe resources available for the mission and commander will have an active part in theseto the nature of the specific problem. Some programs as well.effective countermeasures include— The unit commander will ensure military

Checkpoints at installation entrances to personnel are referred to the installationcheck vehicle registrations/driver’s alcohol and drug program for evaluationlicenses and to determine if the driver is or

when convicted of, or subject to, officialhas been drinking. administrative action for any offenseTraffic patrols dedicated solely to involving driving while under the influencedetecting and apprehending drinking of alcohol or drugs. The person’s past historydrivers. of such offenses will determine if referral to aConcentrated public education programs. mandatory drug-alcohol education or

rehabilitation program is required. DrivingThe PM is concerned with all aspects of privileges will be revoked in accordance withthese programs, but other staff agencies AR 190-5 for all drunk driving convictions as

such as installation medical authorities, the well as for those individuals who refuse toalcohol and drug counselor, the chaplain, the submit to chemical intoxication tests.

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PREVENTING JUVENILEDELINQUENCY

Military sponsors are responsible for theproper conduct of their dependents.Investigation into the causes of misconductand the collection of background data are

limited to essential information. But MPmay extend their investigation to include theconduct of the child’s military sponsor if thatconduct is dangerous or harmful to the child.Depending upon the frequency and nature of the juvenile’s offenses, a number of corrective measures may be taken.

In CONUS the commander has severaladministrative options that may be usedseparately or collectively. The commandermay find it sufficient to accept payment forproperty that was damaged, destroyed, or

stolen. The juvenile may be barred from usingspecific post facilities in which the offense tookplace. Hospital, dental, and other statutoryprivileges can be denied only underextraordinary circumstances (10 USC 1076). Thecommander also may order the youth off thepost and barred from reentry. The com-mander may take more serious administra-tive measures for youths who reside on post by terminating the sponsor’s governmentquarters. When OCONUS the commandermay reduce or suspend the juvenile’sprivileges, officially reprimand the sponsor,

or return the sponsor and dependents to theUnited States.

In CONUS the commander’s judicialoptions include considering thecircumstances of the crime, jurisdiction, andprior offenses of the juvenile. Close liaisonmust be established between the PM, SJA,and civil authorities.

State and local juvenile courts are thedesired agencies for handling minor juvenilecases as prescribed by 18 USC 5032. If an

offense committed by a juvenile is a statecrime and not committed in an area of exclusive federal legislative jurisdiction,local police and courts may assume

jurisdiction.

If a juvenile offense is committed on a postwhere there is concurrent jurisdiction andMP investigation reveals that a dependent

juvenile has committed a state crime, finaldisposition could include administrativeaction or trial by the appropriate civiliancourt or both. Many state statutes do provide

for appeal of an adjudication of delinquency.If a state provides for an appeal, the juvenilecourt will provide the PM’s juvenile sectionthis information and further guidance.

Damage to federal property is a federalcrime. When juveniles commit seriousfederal offenses, the appropriatecoordinating agencies may include the FBI,US Marshals, and the US Attorney’s Office.The ability to prosecute juveniles in federaldistrict court is limited by 18 USC 403.According to the Supreme Court of the

United States, a juvenile has no con-stitutional right to appeal. When the offensetakes place OCONUS the juvenile may beprosecuted in HN courts if the case is seriousand upon the advice of the SJA.

Diagnostic Interview

When an offense has occurred that in-volves a juvenile as a suspect, a juvenileofficer or noncommissioned officer (NCO)conducts a diagnostic interview as soon aspossible after the offense is committed. The

purpose of the interview is to seek an answeras to why the offense occurred, and to gatherinformation to determine what dispositionwould be in the best interests of the youth,the family, and the military community.Investigation into the causes of themisconduct and the collection of backgrounddata are limited to essential information.But MP may investigate the conduct of thechild’s military sponsors if that conduct isdangerous or harmful to the child.

The diagnostic interview is conducted with

the juvenile, with one or both parentspresent. The intent is to deal with theproblem in a family context if possible,rather than as the youth’s problem alone.The interview may be conducted in private if

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parents are uncooperative, domineering, or if their presence has an adverse effect upon the

juvenile. While commanders have everyright to monitor the situation and to receivereports of diagnostic interviews, they are notallowed to actively participate in counselingsessions.

During the interview the juvenile officerattempts to find out if the juvenile has aprevious history of delinquency and behavior problems and, if the youth was arunaway, where he or she went and whathappened. The juvenile officer attempts tofind out the youngster’s feelings about thefamily and behavior at home as well as theparents’ feelings about the youth and theirperception of the current problem. The

juvenile officer also attempts to find outwhat actions, if any, the parents and the

juvenile are taking to solve the behaviorproblems. Guidance on investigating juvenile delinquency and conducting juvenile interviews and interrogations isfound in FM 19-20.

Based on the interview, the juvenile officermay counsel the juvenile and the family if asatisfactory solution appears to have beenagreed upon. The youth may be referred tothe school guidance counselor, a chaplain, orother social service personnel if the youthand family express a desire to seek

professional help for their family problems.Or the youth may be referred to the mentalhygiene clinic, an Army social worker, orother appropriate agency if it appears thatdeeply rooted problems are impairing theyouth’s normal functioning in the family orcommunity. The juvenile officer mayrecommend to the PM that administrativeaction be taken against the youth. Normally,this is reserved for repeat offenders. Or the

juvenile officer may recommend that the juvenile be referred to the appropriate civil juvenile court system.

MP overseas often must contend with both juvenile dependentstary and civiliandependent juvenile

FM 19-10

of United Statespersonnel andcitizens of the

mili-non-host

nation. This calls for great discretion andtact. Delinquent behavior off the installa-tion may affect relations with the hostnation. In incidents occurring on theinstallation, MP become involved in theinvestigation on referral of the incident tothe proper social service activity for

disposition. Minor incidents may bedisposed of without formal action. Theparents are counseled and the youthreprimanded, with a warning as to theconsequences of future delinquency. Moreserious incidents involving juveniledependents which are detrimental to thecommand may result in administrativeaction being taken.

Police and School LiaisonsPolice and school liaison programs include

MP visiting installation schools to createongoing communication between the PM,the MP, the school faculty, and the student body.

The PM can establish good relations withlocal school officials by—

Becoming acquainted with school officialson both a formal and informal basis.Reviewing the school delinquency preven-tion program and tactfully recommendingimprovements and offering otherassistance.

Working with the school guidancecounselor or other school staff todetermine disciplinary problems andother relevant data.Offering to speak and show films to thestudents on bicycle safety, drug andalcohol information, and other programsthat will aid in creating a feeling of trustand friendship.Making MP assets available for schoolfunctions or affairs, such as open housedisplays, career days, athletic programs,

and tours of military facilities.Meetings between parents and the MP and

school staff can do much to educate theparents to the causes of delinquency. The

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development of a close working relationshipwith area schools will increase theeffectiveness of any plan for delinquencyprevention and control. The activeassistance of school officials is necessary if plans for the welfare of the students are to besuccessful.

In a school environment the MP may serveas a resource person for school counselors.Depending on local policy, the MP may even

become a part of a carefully structuredschool counseling and referral team. The MPmay present safety and other lectures andadvise school authorities on means of controlling theft and vandalism. The MP isnot used to enforce school regulations,maintain order within classrooms, or

become directly involved in ordinary school behavioral problems.

Juvenile Council

The juvenile council maintains an ongoingliaison with federal, state, and local juvenilesystems and planning agencies. The juvenilecouncil seeks to coordinate the juvenilewelfare services of all installation agencies.It makes the system responsive to the child’sneeds by eliminating jurisdictional disputesand misconceptions. The juvenile councilreduces duplication of juvenile services andprovides for efficient delivery of such

services through systemwide planning.Planning must be flexible and responsive tocommunity needs.

Members of the council review juvenilecases, dispositions, and follow-up treatmentto ensure proper handling. The council isalso responsible for the formulation andreview of post delinquency programs.Representation on the council by theinstallation commander will allow juvenileproblems and trends to be closely monitoredand can generate interest within thecommand for juvenile programs.

CONTROLLING TRAFFIC

MP control traffic to enable the safemovement of personnel and supplies. On the

battlefield, control of traffic is a part of themain MP mission of BCC. In combat MP usemany of the same basic measures for BCCthat in a peacetime environment are used toaccomplish their law and order mission.Traffic control is accomplished as mainsupply route regulation enforcement. The

traffic control measures used for BCCinclude measures of—

Operating traffic control posts.Operating mobile patrols.Emplacing temporary route signs.

Other, more specialized, measures includeoperating—

Holding areas.Roadblocks.Checkpoints.

Defiles.StragglerStraggler

See FM 19-4

control posts.collecting points.

for detailed discussion of trafficcontrol as part of BCC.

In a peacetime environment on militaryinstallations, in addition to the measuresused routinely to control circulation on the

battlefield, MP enforce installation trafficlaws. They investigate motor vehicle trafficaccidents within their jurisdiction. Theyassist civilian agencies investigating trafficaccidents involving military personnel ormilitary vehicles. As part of their trafficcontrol measures, MP may coordinateconvoy movements with civil policeauthorities or provide convoy escort. Theymay also conduct vehicle registration. Theymay supervise the installation’s vehicle im-poundment lot. And to help ensuremovement of traffic, MP often employ speedand intoxication detection equipment toscreen for unsafe drivers.

MP conduct traffic control studies toobtain information on specific trafficproblems and usage patterns unique toan installation. Traffic control studies(see FM 19-25) provide information on types

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of accidents that occur most frequently, thetime of day when accidents are mostfrequent, the place where accidents are mostlikely to occur, and driving offenses andother factors that tend to cause accidents.ADP equipment used for storage, retrieval,

interpretation, and validation of trafficcontrol information has greatly improvedthe usability of traffic data. These data, oncecollected and analyzed, can be used toprevent traffic accidents. The PM can usethese studies to determine present and futureneeds concerning traffic control andassociated traffic programs.

The PM can also use these studies toanalyze past and present alcohol and drugoffenses. The PM then attempts to isolateareas requiring additional traffic

supervision and enforcement beyondnormally available resources. Once the PMidentifies the factors that contribute toalcohol and/or drug problems, counter-measures are adopted and corrective actionstaken,

Results of traffic studies provide MP withmethods to prevent accidents. One method isto distribute MP effectively during the hoursand days when, and at points where,congestion is greatest or where accidents aremost likely to occur. MP must give particular

attention to the types of violations that arecausing accidents. MP also evaluateeffectiveness of traffic enforcementmeasures and emphasize driver training andpedestrian education. MP recommend moreeffective uses for traffic control devices andsafeguards. They also coordinate traffic flowwith facilities engineers. They recommendengineering improvements to eliminatehazards that cause frequent trafficaccidents.

Installation Traffic Control

The basis for a well-planned andorganized traffic control plan is a trafficenforcement program and educational andsafety programs. MP traffic control plansprovide for the safe and efficient movement

of military and civilian vehicles. These plansare coordinated with headquarters, staff offices, and civil authorities beforeimplementation. Plans will include accidentinvestigation and prevention and theconduct of traffic control studies and

surveys. When developing plans, movementof military convoys, emergency medicalvehicles, and fire trucks will take precedenceover all other vehicular traffic.

MP are responsible for implementing theinstallation traffic control plan. Theseresponsibilities include—

Enforcing all traffic laws, regulations,and orders.Reporting and investigating trafficaccidents.

Operating traffic control posts on theinstallation.Reporting traffic conditions.Performing escort and convoy escortduties.Recommending type and location of traffic control devices.Advising facility engineer of traffic signsand control devices that need repairingor replacing.

Whenever possible, traffic signs and

devices are used to indicate routes anddangerous points and to direct or controltraffic. Unmanned traffic control equipmentaids in providing maximum control using aminimal number of MP assets. MP posttemporary signs and route markings.Luminous paint or other appropriatematerial may be used for night illuminationconsistent with safety or blackoutregulations. Information concerning signscan be found in the Manual on UniformTraffic Control Devices.

The making and posting of permanentsigns and devices is a facility engineerfunction. MP on patrol report to the facilityengineer the location of traffic controlequipment needing repair. MP report to thePM control points requiring signs.

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Speed-measuring devices are used toconduct speed studies and increasecompliance with traffic laws. Whenplanning to use speed-measuring devices,the device or method best suited for thesituation must be considered. Theseconsiderations are—

Cost.Local recognition by judicial authorities.Training required for persons to usedevices.Maintenance requirements.

Mission and environment of unitemploying the devices.

Speed-measuring devices or methods used by the MP are–

Stopwatches.Radar.Aircraft.Pace method.

See FM 19-25 for more information onspeed-measuring devices and methods.

Traffic OffensesMP ensure military vehicles are operated

only by authorized military or civilianpersonnel. MP efforts are directed towardserious traffic offenses. Serious offensesinclude speeding, reckless driving, drunken

driving, overloading, and transportingcivilians without authority. The driver or thesenior passenger, or both, if charged with aserious offense, may be apprehended and thevehicle impounded. Minor offenses notreferable to the magistrate system may bereferred to the unit commander usingDD Form 1408 (Armed Forces Traffic Ticket)or DA Form 3975. All other traffic offenseswill be handled using DD Form 1805.

If the installation commander tasks thePM to have vehicles registered on post, thenDA Form 3626 (Vehicle Registration/Driver

Record) must be filled out and maintained.DA Form 3626 is prepared on each

registrant of a car. A separate form isprepared on persons who also drive the carand are involved in a chargeable trafficoffense or receive a moving traffic violation.

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—

It is made out in one copy. If the formindicates suspension or revocation of theregistrant’s driving privileges or showsaccumulation of points, the form is to bemailed to the PM of the gaining commandupon permanent change of station (PCS) of the soldier concerned.

The forms of military personnel who are being separated from the service and civilianpersonnel who terminate employment will bedestroyed. Information concerning decalsand control procedures is outlined in AR 190-5.

DD Form 1805 is used by law enforcementagencies in conjunction with the USMagistrate System to cite individuals withminor offenses. PMs must coordinate withthe US magistrate of his area for—

A list of minor offenses for which mail-inprocedures are authorized.

The amount of the fine for each specificoffense.A list of minor offensesmandatory appearance before the magistrate.

FM 19-10

which require aof the violator

Two copies are returned to the PM officefor transmittal to US District Court. A copyis returned to the PM office for filing. And acopy is issued to the violator or placed on theviolator’s vehicle. All violation noticesrequire:

Social security number of issuing MP.

Date of notice.Description of violation, including placeand time if applicable.Violation code number and issuinglocation code number.

DD Form 1408 is used for reporting minortraffic offenses. A copy of the form isforwarded through command channels.DD Form 1408 is administratively processedin accordance with AR 190-5. The form doesnot require any supporting forms or letters of transmittal. A copy is filed in the office of thePM. A copy is given to the violator. Or in thecase of an unattended vehicle violation, thiscopy will be placed under the windshieldwiper of the vehicle or otherwiseconspicuously affixed to the vehicle.

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DD Form 1408 may also be used as awarning notice. Void traffic tickets will bemarked VOID in large letters and all copiesturned in to the desk sergeant.

DD Form 1920 (Alcoholic InfluenceReport) is used to record observations of an

individual apprehended for an offense inwhich alcoholic influence, such as drunkendriving, is a factor. This form is made out insufficient copies to satisfy localrequirements. At least one copy will beattached to each copy of the DA Form 3975.

Detecting an intoxicated driver is both themost difficult task in the enforcement effortand the most important. If MP fail to detectviolations, other countermeasure programswill also fail. Several methods may be usedto deter violators. An effective installation

intoxicated driving prevention program mayinclude the use of systematic gateinspections, a cone maze, or regular, trainedpatrols.

Systematic gate inspections may be usedto deter violators. These inspections may beconducted to ensure security, militaryfitness, or good order and discipline. Gateinspections must be coordinated with thelocal SJA and authorized by the installationcommander. Gate inspections must bedocumented, and signs must be displayed to

warn personnel that they are liable to searchupon entry, exit, or while on the installation.Incoming personnel who object to beinginspected are not searched over theirobjections. In this case they can be deniedthe right of entry. Personnel exiting theinstallation cannot refuse inspection. MPselected to participate in the inspection arethoroughly briefed. MP maintain a logrecording all significant events.

The cone maze is setup in an S shape andalso is an effective detection aid. Normally,the unimpaired driver will see the cones at areasonable distance, perceive the problem,slow down, and carefully adjust to thechallenge. An impaired driver, on the otherhand, because of inadequate perception,unusually fast vehicle speed, or the inability

to make multiple turning movements withinthe lane of travel, will knock down or runover cones.

The MP observes visual clues when thesuspect is operating a vehicle. An effectivedetection program begins with the

recognition that those who drive under theinfluence have certain behavior patternsthat can be identified.

The typical contact involves threeseparate and distinct phases. It should beemphasized that MP will probably not gothrough all three phases with everysuspected violator. Probable cause must beestablished to apprehend. Many times this isreadily apparent by phase two.

In phase one the MP observes the vehiclein motion to note any initial clues of apossible violation. The major decision is todetermine if there is sufficient cause to stopthe vehicle. The MP observes the manner inwhich the suspect responds to the signal tostop and notes any additional evidence of aviolation. The MP looks for clues such asdriver—

Attempting to elude the stop.Stoping vehicle in roadway whereshoulder is available.Useing the wrong turn signal.Obstructs other traffic.

Once the vehicle is stopped, phase two begins. In phase two the MP observes thedriver during initial contact. The majordecision is to determine if the suspect shouldexit the vehicle for field sobriety testing. TheMP observes the driver exit the vehicle andnotes any additional evidence of impairment. The MP looks for more obviousclues such as the driver—

Fumbling through his billfold.Leaning on the automobile for balance,Slurring his speech.Stumbling.Seeming to lack orientation.Having a flushed face.Having bloodshot eyes.

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If the MP is still undecided at this point,phase three begins. In phase three the MPadministers a preliminary breath test andformal psychophysical field sobriety testsconsistent with state law to evaluate theextent of the suspect’s impairment. The MPmust take adequate traffic control measures

during the testing phase to ensure thesuspect’s safety at all times. The majordecision is to determine if the driver is to beapprehended. Tests will help determineprobable cause. Once the decision toapprehend has been made, the successfulprosecution depends upon the MP’s ability toorganize and present all relevantinformation to the court. The MP’sobservations are critical.

Blood withdrawal is the most accuratemethod of determining different levels of

alcohol and/or drug intoxication in the blood. This procedure is done by authorizedmedical personnel. However, breathanalysis has been accepted as a substitutefor blood withdrawal for alcohol testing.Evidential blood alcohol testing equipmentis critical to the actual evaluation andsubsequent prosecution of violators. The useof the portable breath tester may providesufficient evidence for probable cause. Eachinstallation is authorized one chemical breath-testing device by Common Table of Allowances (CTA) 50-909. Chemical breath

analysts are selected and trained to use thedevice. The device provides rapid, reliable,and judicially acceptable test results. For

judicial purposes, the device used must beone that is authorized for use in the hoststate. Chemical breath-testing devices andthe percentage levels of alcohol impairmentare outlined in AR 190-5.

If the chemical breath-testing device is notavailable or is not legally usable in the area,then the formal psychophysical fieldsobriety tests are used. The one-leg stand,

the walk and turn, and the horizontal gazenystagmus test (HGNT) have beendeveloped by the National Highway TrafficSafety Administration, using many years of experience throughout the country, and have

FM 19-10

been refined by scientific research to makethem as accurate and discriminating aspossible. When properly administered andinterpreted, these tests are highly reliabletools used to evaluate a suspect’s degree of alcohol impairment. But the HGNT is adifficult and complex test to train. This test

can only be used if the MP has been trainedand certified competent by a qualifiedtrainer. PMs can send MP to the Driving WhileIntoxicated (DWI) Law Enforcement/InstructorTraining Course at Lackland Air ForceBase, Texas, to receive training in HGNTprocedures. MP who are trained can thentrain unit members.

The MP must use his or her judgment todetermine which test is used. The one-legstand test and the walk and turn test aredivided attention tests because they require

the suspect to divide his attention betweenmental tasks and physical tasks. Both testsrequire the suspect to balance and listen. TheMP must demonstrate the one-leg stand andthe walk and turn test before requiring thesuspect to perform the test.

The one-leg stand test requires the suspectto balance while counting out loud. The walkand turn test requires the suspect to—

Comprehend verbal instructions.Process information.Recall memory.

While administering this test, the MPdetermines if the driver—

Keeps his balance while listening to theinstructor.

Starts before instructions are finished.

Stops to steady himself while walking.Touches heel-to-toe.

Steps off the line.

Uses arms to balance.Loses balance while turning.

Takes the incorrect number of steps or just cannot do the test.

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ABSENTEE/DESERTER PROGRAMMP pursue an aggressive absentee/deserter

program that is preventive as well asreactive. The reduction of absenteeism isprimarily within the sphere of commandleadership. But the PM as advisor to the

commander emphasizes the preventivemeasures available to commanders to reduceabsenteeism in the Army. He also does thisthrough his participation as a member of theArmy Community Service Council, theArmed Forces Disciplinary Control Board,

and other related activities in accordancewith AR 190-9. Absentee/deserterinvestigations are undertaken to provide thecommand a broad-reaching ability to returnabsentees/deserters to military control. And

because good coordination and communica-tion between military and civilian lawenforcement agencies is basic to theabsentee/deserter program, the programalso serves to enhance MP/civilian policerelationships.

WILDLIFE LAW ENFORCEMENT PROGRAM

The Wildlife Law Enforcement Programoperates to enforce laws pertaining to waterpollution, litter, forestry, recreational

facilities, and boating. The intent is also toprotect government property such as range buildings, construction or range equipment,and telephone and power lines. Measuresused to accomplish the program range fromcheck stations at roadblocks andcheckpoints to publicity and administrativemeasures like information points.

The Wildlife Law Enforcement Programensures control of predators and domesticanimals on the installation. It ensures that

the hunting and fishing seasons aremonitored as determined by the installationcommander and state and federal laws. The

program also ensures the enforcement of environmental and safety regulations. Itensures that training on boating andhunting safety includes local, state, andfederal laws pertinent to the local area.Coordination is effected between the DEH,the installation recreation activity, thesafety office, and the game warden oncamping, boating and hunting safety. Theprogram ensures that help and informationare provided to persons using governmentrecreation facilities.

MP CUSTOMS INFORMATION SERVICESMP customs units furnish a wide variety of

customs information to entire commands aswell as units and individuals. MP customspersonnel often present briefings on customsinformation to units and other groups. Theunits provide desk sergeants of MP stations basic customs information for answeringroutine questions from the militarycommunity. The MP customs unitsthemselves can be contacted for detailed andtechnical information. General information,such as new or changed requirements,privileges, procedures, and so forth, arepublicized through newspapers, commandinformation publications, armed forces

radio, and similar news media. Generalinformation may be prepared in the form of news releases. Radio and television talksand interviews may be presented. Brief andconcise fact sheets can be developed, anddisplay posters may be produced anddistributed on items of current or continuingcustoms interest.

Specific information will be sought,particularly by individuals, on such mattersas sales or transfers of personal property, theimport or export of certain items, weaponsand vehicle registration requirements,

border crossings, and others. Specific

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information may be furnished bymaintaining and publicizing walk-in andtelephonic services to which all members of US forces have ready access. An importantpart of the customs information service isthe ready availability of all blank formsrequired for customs actions. Instructions

for completion of the blank forms shouldalso be made available. Display boards withcompleted samples may be maintained atwalk-in service locations.

The walk-in station may also display—Customs travel information for the hostand neighboring countries.A list of restricted trademark items.US rates of duty for various imports.State laws pertaining to importation of alcoholic beverages.

The addresses and locations of hostnation offices concerned with customs,tax, and registration matters.

Personnel assigned to provide customsinformation must be experienced and, as aminimum, familiar with the contents of—

DOD Regulation 5030.49-R.

The Gun Control Act.

ARs 40-12, 55-71, 55-355, 215-1, 600-290,and 608-4.

Pertinent international agreements.Command directives.

In addition MP customs personnel must befamiliar with applicable Army andcommand regulations that pertain to theoperation of sales facilities. Weapons andother tax-free items are often sold at rod andgun clubs in host countries. MP must makeevery effort to monitor these operationsfrequently. And MP ensure that managersand sales personnel are thoroughly informedof host country and US customs

requirements. Particular emphasis is givento transfer limitations, firearms registration,resale, importation requirements intoCONUS, and provision of accurateinformation to customers.

MP render customs assistance to salesfacilities by—

Briefing managers and sales personnel.Monitoring facilities frequently.

Providing managerial personnel withpertinent customs information and

ensuring that each facility hasregulations on file, to include weaponsregulations when applicable.

Providing a customs briefing at theannual rod and gun club convention, if one is held, or at any other meeting of themembership.

To ensure that sales personnel and membershave a basic knowledge of pertinent customsregulations, detachment commanders, fieldofficers, and NCOICs coordinate with eachlocal sales store manager and arrangeformal or informal customs classes. Theyalso maintain good rapport with managerialpersonnel and assist them in developing acustoms enforcement program.

Public events conducted by US forces inoverseas locations, such as open houses,Fourth of July celebrations, youth carnivals,and so forth, to which nonmembers of theforces may be invited or admitted, mayinvolve the transfer or sale of US forcestax-free items, particularly food and bever-

ages, to nonmembers. Such transfer or saleoften requires prior approval of the hostcountry customs and/or tax authorities.This approval will probably specify limits tothe amounts which may be so transferred orsold, as well as require that they beconsumed on the premises. Items such astobacco products on which taxes arecollected at the time of the sale are notnormally included in such approval. MPcustoms personnel can furnish assistance inan advisory capacity to persons planningsuch events and can assist them in

obtaining any required approval.Consultation with the local SJA office willnormally be required since a legalinterpretation of treaties and local statutes isoften involved.

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DOD Regulation 5030.49-R provides for with respect to plant products, animals, andUS military enforcement of US customs birds. The Department of the Army serves aslaws, postal regulations, and regulations of the executive agent for the DOD Militarythe US Department of Agriculture (AR 40-12) Customs Inspection Program.

DISASTER RELIEF AND AREA DAMAGE CONTROL

MP may be called upon to assist indisaster relief operations. The preservationof law and order following the developmentof disaster conditions can be a majorproblem. MP should report any indicationsof civil disturbances so that measures can betaken to prevent major incidents. MP mayassist in the prevention of looting; protection

of property, especially critical facilities;prevention of panic; and enforcement of emergency restrictions. They may also assistin traffic and circulation control, and theevacuation, and detention of civilians.Additionally, MP teams may be used toprovide guidance to other military unitsperforming law and order functions.

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CHAPTER 7

Planning Enforcement Measures

The PM bases his law enforcementmeasures on the premise of “selectiveenforcement.” Selective enforcement is the

key to effective law enforcement. The PMfocuses MP resources on the actions andareas where they are most needed. Policeincidents are usually caused by conditionsand acts that continue to cause trouble unlesscorrected.

Basing law enforcement measures onselective enforcement fosters an efficient useof manpower. And it lends direction to crimeprevention and law enforcement efforts. Itallows MP actions to be based on logical,systematic information that makes the bestuse of resources.

To employ selective enforcement the PMmust have access to up-to-date information. APM needs data that will provide pertinentfacts for solving continuing enforcementproblems. The PM must ensure he has thepeople and equipment he needs to do the job.And he must employ these resources wherethey are most needed. Effective lawenforcement is proactive and minimizesunproductive time. Checking a buildingduring hours when the facility is closed is notproactive. Being at the facility before it closes

is proactive. It eliminates the need to checkthe facility immediately after it closes. And itplaces the MP at the facility for maximumvisibility and deterrence at the mostvulnerable time.

PMs, like all modern police administrators,have learned through training andexperience that MP assets must be dispersedwhen and where police problems are likely tooccur. The amount or volume of crime thatoccurs is not evenly distributed over thecourse of a week or a day. In 100 offenses

reported during a seven-day period, morecrimes will have occurred on certain days of the week, at certain times of the day, and incertain places. Analysis of such information

CONTENTS

Page

COLLECTING, COMPILING, AND USINGSELECTIVE ENFORCEMENT DATA . . . . . . . .74

ACQUIRING DATA FROM MP REPORTSAND FORMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77

Recording Telephone Conversations . . . . .77Maintaining Radio Log . . . . . . . . . . . . . . . . . 78

PREPARING MP REPORTS . . . . . . . . . . . . . . . .78

Maintaining MP Desk Blotter . . . . . . . . . . . .80Submitting Criminal DataReference Cards . . . . . . . . . . . . . . . . . . . . . . . .80

keeps the PM alert to changing needs forpolice services. Then the services, matched to

the number of MP available, can be providedin the areas in which they are most needed.

Selective enforcement is founded on acontinuous process of accumulating,analyzing, and interpreting data.Information in complaint reports, vehicleaccident reports, and offense reports istabulated, computerized, marked on spotmaps, and filed in the proper files. Eachcomplaint or offense for which a report has

been made is studied.

An analysis of data accumulated over a

period of time can show the nature of aproblem and how often it recurs. Analysiscan also show the requirements for the mosteffective assignment of MP. This data allowsthe PM to plan enforcement activitieswithout relying on intuition or arbitraryplans.

The basis for selective enforcement isaccurate, historical data on time, place, type,and frequency of incidents or violations.Careful interpretation of this data can helpdetermine the cause of crime, project

operating costs, forecast personnel andequipment requirements, and maintainaccurate reports on the status of disciplinewithin the command.

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COLLECTING, COMPILING, AND USING SELECTIVEENFORCEMENT DATA

Selective enforcement requires the supportof statistical data. Proper collection andinterpretation of this data is essential if successful results are to be achieved. The bestsources of information are the routine recordsand reports readily available to PMs. To beuseful, the routine reports must be accurateand complete. If operating personnel likedesk sergeants, patrols, and investigatorsfail to record incidents, accidents, orviolations accurately, the resulting data willnot be factual.

Collecting and compiling enforcement datamust be done systematically. Clearinstructions must be available concerningthe information that is needed and the formatin which it is to be collected. Misunderstoodinstructions can result in lost time orerroneous decisions based on poor data. Theresponsibility for collecting and compilingdata is assigned to a specific individual orsection. If too many people work with thedata, the likelihood of misunderstoodinstructions, errors, or inconsistent orinaccurate data increases.

The method used to compile and organizethe data depends on available data resourcesand the desired results. Computer technology

helps. It can easily provide the statisticalanalysis needed to produce pertinentinformation. For instance, computers,sorting reports of crime by day of the weekand hour of the day, can make comparisonsreadily available. Specific types of information may be requested. Reports can be obtained that reflect increasing anddecreasing trends.

Raw data must be organized andsummarized before it will become meaningfulfor planning purposes. Data are usually

obtained from various reports, records, orsurveys and appear as unorganized numbersand facts. By systematicclassification, meaningmay be given to data.

74

rearrangement orand significanceThis makes the

information easier to compare with othergroups of similar data. It also offers a chancefor further analysis of the facts.

An imaginative PM will find many ways topresent selective enforcement data. Apresentation should be tailored to fit thesituation, the facts being presented, and theintended audience.

One useful method of organizing andpresenting data is by the construction of afrequency distribution table. The basic dataare located by finding the largest andsmallest numerical values. The difference between these two values (such as the range)is determined. The values are grouped in the

order of their magnitude, in groups of twos,threes, fours, fives, and so forth. The size of this grouping factor, called the classinterval, normally is such that not less thanten, nor more than twenty, of such groupingsresult. Consideration is given, however, tothe total number of numerical values withwhich it is necessary to deal. The completedtabulation is described as a frequencydistribution.

Presenting data in a frequencydistribution table places the data in logical

order. It condenses and simplifies the data.But essential details are retained. Afrequency distribution table groups items of the same class and specifies the number of items in each class. Data can be classed bytype of offense, time of day of offense, andage of offenders. With some types of data it isuseful to group classes together for easierinterpretation. For example, if we are listingnumbers of offenses by time of day, it would be helpful to combine two or more hourstogether to form an hour group or interval. Atable that lists offenses for three-hour

periods (such as 2100 hours to 2400 hoursequals 284 offenses for a six-month period)would be more meaningful for mostenforcement problems than a listing of 24different one-hour periods.

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Another statistical aid to the PM and his Percentages are also helpful in presentingstaff is the calculation of percentages. Data briefings and reports. A percentage is thepresented in percentage form give a clear relationship of a part to a whole calculated onpicture of problem area locations. the basis of 100.

This method may also be used to that an additional computation must bedetermine percentage of increase or decrease made to determine the actual increase orin troop strengths. The only difference is decrease involved.

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The rate of occurrence is generally or chart data can be quickly compared.expressed in terms of frequency per some Graphs permit the condensation of facts andstandard unit such as 100, 1,000, 100,000, figures and can demonstrate deficiencies1,000,000. These figures (100, 1,000, and so and trends. A graph can provide the sameforth) are arbitrary. They act as a common information as a table, but usually has thedenominator to make evaluation and advantage of greater simplicity and clarity.comparison easier. But care must be taken in the preparation of

A graph or chart provides the PM with a graphs to avoid faulty presentation andinterpretation. The following are features

medium for presenting facts in a clear, found in most graphs:understandable, logical, and interestingmanner. (See Appendix C for more A distribution of a group of values or

traits or characteristics.information on presenting statistical data.)A graph can give meaning to a collection of A brief, simple, and direct title describingfacts when that meaning, if presented in the topic the graph represents.another form, might not be clear. On a graph The unit or units of measure used.

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ACQUIRING DATA FROM

Complete, accurate, and timely completionof forms is of prime importance to lawenforcement. All the effort expended inenforcement and investigative activities iswasted unless data are properly recordedand reported. And based on accurate datacompiled from MP forms, the MP can plancrime prevention, traffic control, andenforcement programs that are timely andeffective rather than reactions to situations.

MP records and forms are unclassifiedexcept when they contain defenseinformation as defined in DOD 5200.1-R andAR 380-5. When privileged information iscontained as defined in AR 340-17, recordswill be marked “FOR OFFICIAL USEONLY” and safeguarded accordingly.

Records will be maintained and disposed of in accordance with Army regulations.

MP desk sergeants and supervisors mustensure that subordinates do not releaseinformation without proper authority andclearance from the post information officeror SJA (see AR 340-17).

Computer technology enhances the abilityto obtain and process information notpreviously possible because of time andresource limitations. When used to theirfullest extent, automated systems become

useful managerial and investigative tools.Computers have the ability to retrieve in avery short time obscure bits of informationnot readily available through the mostelaborate cross-indexing. Moreover, theability of computers to arrange statisticalinformation in a meaningful format canautomate crime analysis and assist MP inpatrol distribution and crime preventionefforts.

To obtain useful information, all dataentered into the computer must be timely

and accurate. The basis for building any lawenforcement data base comes from therecords and forms completed by the MP andsupporting agencies. Attention must begiven to the kind of information desired prior

MP REPORTS AND FORMS

to implementing an automated system.Consideration must be given to the mannerin which the computer stores and retrievesinformation. A systematic arrangement of files allows for specific query capability aswell as meaningful report generation.

RECORDING TELEPHONECONVERSATIONS

MP desk personnel are authorized by theDepartment of the Army to record telephoneconversations for a clear and accurate recordof emergency communications for command,operational, or record purposes. Thisauthorization extends only to reports of emergencies, analysis of reportedinformation, records of instruction or

commands, warnings received, requests forassistance, and instructions on locations of serious incidents.

There are restrictions when telephone andradio conversations are recorded:

All telephones connected to recordingequipment will be la bled “FOROFFICIAL USE ONLY–CONNECTEDTO RECORDING DEVICE.” Access will be restricted to desk personnel only.Recording equipment connection must becoordinated with appropriate telecom-

munications personnel.Official telephone numbers for the MPdesk will be listed in appropriatetelephone directories with a statementthat emergency conversations will berecorded for accuracy of records.Installation commanders must issueletters of authorization for such activities.One copy will be forwarded to Departmentof the Army.Conversation recordings in overseasareas must also conform to SOFAS and

other international agreements.Recording equipment at MP desks maynot be used to conduct wiretapping,investigative monitoring, and eavesdrop-ping activities.

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MAINTAINING RADIO LOG and serves as a backup reference for the deskDA Form 3945 (Military Police Radio Log) blotter and other reports. It is important that

is used as an official record of all MP radio the source, time, and subject of routine callscalls. The radio log is begun at 0001 hours be entered in the log. In the case of seriousand closed at 2400 hours each day and incidents, the radio log entry is morecontains all radio traffic to and from the MP detailed. Electronic tape-recording

station and patrols during the period. The equipment is routinely authorized for use onform is normally prepared in one copy. It is MP desks. Audiotapes may be used in placefiled sequentially in the desk sergeant’s files of DA Form 3945.

PREPARING MP REPORTS

DA Form 3975 is prepared on all com- The military police report is initiatedplaints received and incidents observed or immediately upon receipt of information. If reported to MP, except routine traffic time does not allow for the immediateviolations and those minor violations noted initiation of the report, the report should be

by MP where corrective action consists of a initiated as soon as practicable. This reportverbal warning. DA Form 3975 is also assures complaints are recorded, system-prepared when an apprehension is made or a atically assigned for follow-up, disposed of.military person is returned to US Army or referred, and posted to the MP deskcontrol from another apprehending agency. blotter.

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MAINTAINING MP DESK BLOTTER

The MP desk blotter is a chronologicalrecord of police activity developed fromreports, complaints, information, andincidents. The desk blotter is not a substitutefor the MP report. Its entries, in narrative

form, contain the essentials of the report. Itstates concisely the who, what, when, where,and how of an incident. It cites the identityof persons related to an incident. And itdirects readers to the MP report for details.Entries do not list names of juvenilesubjects. In certain types of incidents/offensessuch as rape and child molestation, names of victims should also be protected. In thesecases, entries reflect the term “protectedidentities” (PI) where the name of thesubject/victim is normally listed. If approved by the installation/activity PM,

this technique may be used wheneverinformation on a particular entry should becontrolled. In that case, the blotter willindicate that the entry is restricted. And itwill show the number of the associated MPreport. The action taken and the name of theperson recording the entry will be indicatedin the columns provided.

The desk blotter covers the period from0001 to 2400 hours. Time recorded in the“time column” reflects the time theinformation is typed on the blotter. The first

daily entry on each blotter is always “blotteropened” and the last entry on each blotter isalways “blotter closed.” The blotter isnormally prepared in original and twocopies. One copy is sent to the seniorcommander supported by the respective PMoffice (see AR 190-45). The original ismaintained in the PM files. The other copy ismaintained in the desk sergeant files. Withapproval of the senior commander, extractsmay be prepared for subordinatecommanders when the blotter containsentries that pertain to their respective

commands. As determined by local policy,the form may be used to provide informationto the supporting USACIDC element.Distributed copies of blotters or extracts willinclude the following statement (typed,

printed, or stamped): “This blotter or extractis a daily chronological record of policeactivity developed from reports, complaints,incidents, or information received andactions resulting therefrom. Entriescontained on the blotter may or may not becomplete or accurate and are notadjudications attesting to the guilt orinnocence of any person. ” The desk sergeantor duty officer verifies the entries. Anauthorized individual signs the blotter afterit has been closed.

Information concerning the administrationof the MP station, such as personnel changes,inspections, visitors, and other administrativedata, is recorded on DA Form 1594 andin the MP desk journal.

SUBMITTING CRIMINAL DATA

REFERENCE CARDSDA Form 2804 (Crime Records Data

Reference) is used to forward to the CrimeRecords Center information on subjects of investigations for—

Violations of Article 111 through 133,UCMJ.Violations of Articles 77 through 84, 87through 110, and 134, UCMJ, for whichthe maximum punishment prescribed inthe MCM is confinement for six months ormore.Offenses which result in revocation orsuspension of driving privileges or theassessment of six or more points asoutlined in AR 190-5.An offense under the Assimilative CrimesAct (18 USC 13) or other federal statute forwhich there is no corresponding offense inthe MCM and for which a maximumpunishment of six months or moreconfinement is prescribed.

A separate DA Form 2804 is submitted for

each identified subject (real name and aliases)of an investigation of a special categoryoffense, regardless of DA Forms 2804 pre-viously forwarded as a result of separateinvestigations. Completed DA Form 2804

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with completed DA Form 3975 is forwarded AR 195-2, except for the report of in- by the preparing office directly to Director, vestigation (ROI) number block, whichUS Army Crime Records Center, 2301 reflects the number shown in the USACRCChesapeake Avenue, Baltimore, MD 21222. control number block of the completedThe card is completed in accordance with DA Form 3975.

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CHAPTER 8

Operating Patrols

M ilitary police practice preventive patrol-

ling. Preventive patrolling places auniformed patrol in the right place at theright time. It has as its major feature theprotection of people, not property. Theprimary emphasis of preventive patrolling ishaving uniformed patrols work areas whereanalysis shows many people gather at timeswhen the likelihood of crime is greatest.Emphasis is placed on such establishmentsas the post exchange, commissary, package

beverage store, hospital (during eveningshift changes), banks, gas stations, and thenumerous recreational facilities.

The hours of operation of all estab-lishments are verified and plotted on a timechart to indicate opening and closingperiods. These are the times of the highest

CONTENTSPage

COMMUNITY PROTECTION ANDASSISTANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...83

PATROL METHODS AND MEANS . . . . . . . ...84

CONUS Off-Post Patrols . . . . . . . . . . . . . . ...86OCONUS Off-Post Patrols . . . . . . . . . . . . . . . . 86

PATROL DISTRIBUTION . . . . . . . . . . . . . . . . . . ..86

Distribution Policy Decisions . . . . . . . . . . ...87Patrol Distribution Data . . . . . . . . . . . . . . . ...87Computation of Patrol Hours. . . . . . . . . ...90

PATROL SHIFT DESIGN . . . . . . . . . . . . . . . . . ...92

Shift Reference Plan . . . . . . . . . . . . . . . . . ...92Special Shifts . . . . . . . . . . . . . . . . . . . . . . . . . .. 92

susceptibility of most establishments tocrime. Uniformed patrols are assigned tothese areas at those times for maximumvisibility and deterrence.

COMMUNITY PROTECTION AND ASSISTANCE

Whether providing soldiers a safeenvironment in which to train, providingcommanders a means to promote order anddiscipline, or providing military suspectsfair and impartial investigations, MPprotect and assist the military community.

The MP purview for implementing lawand order in the military community affectsmore than just commanders and theirtroops. The military community includesfamily members of military personnel. Itsometimes includes DA civilian employees.And it can sometimes include installationvisitors and the surrounding civilianpopulace.

MP on patrol work for positive communityrelations. Public cooperation and under-standing benefit both the community andthe MP. The handling of incidents requiresobservation, approach, and tactful correctiveaction or assistance by MP.

MP behavior is professional while on duty.MP follow proper procedures for handlingincidents. Their behavior is impartial, not

judgmental. Minor violations are usuallyinterpreted as noncriminal and require onlya warning or on-the-spot corrective action.Taking a subject into custody is only done asa last resort when compliance cannot beachieved by other means.

MP often are called on to assist personsunable to help themselves. Militarypersonnel may require assistance either fortheir own protection or because they areunable to care for themselves properly. Theymay be intoxicated, ill, confused, or in shock;they may be without funds or transportationfor return to their units; or they may, if notproperly assisted, become the victims of various offenses such as robbery, assault, orrape. Such persons are not apprehended ortaken into custody, although it may be

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necessary to take them to the MP station forreturn to their units.

MP also protect juveniles. Most MPcontact with juveniles occurs when patrolsinvestigate minor offenses like disturbingthe peace. Sometimes contact is made when

juveniles are seen committing acts thatcould be harmful to people or property.Usually, MP stop the misconduct and, whenneeded, refer the incident to the parents. Or,for those juveniles who have committedminor offenses, a verbal warning by the MPor making the child’s parents aware of thesituation may correct their actions.Investigation into the causes of themisconduct and the collection of backgrounddata are limited to essential information.But MP may extend their investigation toinclude the conduct of the child’s military

sponsors if that conduct is dangerous orharmful to the child.

MP on patrol respond to reports of crime.The initial action by MP at a crime scene is tolook for victims and, if there are signs of life,render first aid. Everything else is secondaryto the welfare of the injured person. Onlywhen death of the person is established, do

MP next take action to protect the crimescene. MP patrols also protect thecommunity by enabling militaryinvestigators to pursue their inquiriesexpeditiously.

The first MP to arrive at a crime scene havethe critical task of securing the scene. They

preserve its physical aspects so that it can beexamined in detail by crime sceneinvestigators and/or lab examiners.(See FM 19-20.) The patrol preventsunauthorized intrusions and protects thescene from change until an investigatorarrives. The MP prevent unneededmovement of physical evidence, which canrender the evidence useless. They rope off entrances and exits and routes possibly used by the suspect. They post guards to controlspectators near zones likely to yield physicalevidence. If needed, they reroute traffic. Theycover fragile evidence and areas that could beaffected by rain, snow, wind, smoke, or directsun rays. And when investigators arrive, theMP make all of their informationimmediately available. Knowing thatdetails are important, the MP who arriveand secure the scene provide theirobservations on any changes.

PATROL METHODS AND MEANSMP patrol activities are coordinated by the

MP officer or MPDO in charge of the MP

station. Patrol personnel report for duty to adesignated officer or noncommissionedofficer. The relief is formed and is reported tothe desk sergeant. The desk sergeant givesall personnel their specific dutyassignments. Personnel and equipment areinspected. Personnel are briefed by the dutyofficer, the desk sergeant, or the patrolsupervisor. MP assigned to traffic controlposts, gate duties, and foot and motor patrolsare briefed on the information they areauthorized and expected to furnish. Mapsand informational material to enable themto answer questions not covered in their

briefing are helpful.

MP patrols are dispatched by the desksergeant, desk clerk, or radio operator. The

patrol supervisors then take charge of dispatched patrol personnel. When two or

more patrol supervisors are directed tooperate in unison, the desk sergeantdesignates a leader for the operation. Thedesk sergeant keeps patrol supervisorsadvised of adjacent patrol operations andfoot patrol areas. This permits reinforcementof any areas if it becomes necessary.

There are many different ways to patrol.The method or combination of methods is

based on statistical analysis conducted bythe PM office.

When setting patrol areas and routes,consideration must be given to–

Mission of the patrol and directives andpolicies to be enforced.

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Billeting, transient, and residentpopulation centers.Hours of operation of theaters, serviceclubs, and community clubs.General information on any recentcriminal or mischievous activity.

Traffic patterns and frequent accidentsites.Post size and population density.Total mileage to be covered by the patrol.Location of adjacent military and civilpolice patrols.Location of nearest medical facility, policestation, and fire station.Communications capabilities and limits.Personnel available for patrol.Including patrol orders in patrol note-

books at-

the time of briefing:The means of patrolling usually depends

on operational needs and environmentalconditions. For example, MP can patrolusing mopeds, snowmobiles, or boats. Footpatrols provide intensive law enforcement inpotential or high crime areas such as–

Warehouses.Family member quarters.Commercial establishments.

Foot patrols check doors and windows for

security and signs of attempted or forcedentry. Foot patrols enhance communityrelations by providing assistance to peopleon a personalized basis. Use of foot patrols toenforce off-limits policies enables the MP tomonitor trouble spots and prevent offensesfrom occurring. (See FM 19-4 for specificprocedures for conducting combat footpatrols.)

Motor patrols provide highly mobile MPwho can respond to a wide variety of lawenforcement and emergency situations.

Motor patrols operating in defined areasprovide planned continuity of operationsand enhance the more intense coverageprovided by foot patrols. Motor patrols arealso used for traffic control and enforcement

of traffic regulations. Motor patrols mustmaintain constant communication with theMP base station. (See FM 19-4 for specificprocedures for conducting combat patrols.)

The type of patrol visibility required is based on each activity’s vulnerability to

crime. Visibility objectives should beestablished and “coded.”

EXAMPLE OF PATROL VISIBILITYCODES

CODE ASlow roll-by to be seen. Checks aremade of areas such as theaters and

bowling centers, with the patrolmoving toward these facilities atclosing time.

CODE B

Park in a visible area; dismount andwalk through the area. Checks aremade of hospitals, parking lots, andlike facilities during the 2300-2330change of shift.

CODE CPark in a visible area; meet themanager. Checks are made of facilities dealing with large amountsof cash receipts, or facilities locatedin more isolated areas.

The kind of check each activity receives is

based on its code patrol checks. A feedbackform, completed by each activity managerand provided to MP operations, permitsadjustment of patrols and patrol areas.

Motor patrol personnel must know how torespond to emergencies that requireimmediate and knowledgeable action.Knowledge of how to request aeromedicalassistance, emergency medical treatmentassistance, backup assistance andprocedures on proper defensive tactics untilhelp arrives is important.

Unmarked vehicles may be used if neededto provide limited warning of MP presence.The most effective use of unmarked vehiclesis during surveillance operations.

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Aircraft patrols can be used when MP arerequired to cover large, sparsely populatedareas where motor patrols are inefficient orineffective. Helicopters are normally used inperforming aircraft patrols.

MP patrols may be supplemented by

courtesy or unit patrols provided bycommanders of units other than MP. Thesecourtesy/unit patrols consist of NCOs whomay wear brassards for identification.Courtesy/unit patrols must rely on regularMP in securing crime scenes andquestioning suspects. Courtesy/unit patrolsmust not interfere or attempt to preventapprehension of personnel who havecommitted an offense. The MP duty officerwill brief and debrief courtesy/unit patrols.Briefings will emphasize procedures forobtaining MP support, limits of authority,

and any pertinent information concerningthe town area. Emphasis must be placed onthe procedure that courtesy/unit patrols dealonly with personnel from their unit;however, information concerning personnelfrom other units may be provided to the MP.

CONUS OFF-POST PATROLS

In CONUS off-post patrols will normallynot be employed. Where off-post patrols have been established, the desk sergeant will brief patrol personnel on—

Coordination of requirements with armedforces police detachments.Limitations of the Posse Comitatus Act asit applies to local laws.All policies governing off-post lawenforcement.

Published off-limits areas andestablishments as determined by theArmed Forces Disciplinary ControlBoard. (See AR 190-24.)Apprehension of personnel not on official

business who are present in off-limitsestablishments.Enforcement of curfews when established.Trouble spots based on post data.

OCONUS OFF-POST PATROLSIn overseas commands it is necessary that

MP have a working knowledge of SOFAsand pertinent international laws as well aslocal laws, agreements, and customs. Allworking agreements with host nations must

be reviewed by the SJA prior toimplementation. Due to the language barrierit may be advisable to have an interpreterfluent in the host nation language to assistin interrogations, investigations, and otheroperations. Due to host nation restrictionsthe jurisdiction and authority change fromlocale to locale.

PATROL DISTRIBUTIONEfficient use of manpower and other

resources is critical for effective patroloperations. Essential to the success of patroloperations is appropriate distribution of manpower. Supervisors must develop adistribution plan addressing both availablemanpower and the need for enforcement.

Military working dogs can be an effectivemeans of patrolling while reducingmanpower requirements. (See Chapter 11 for

more information on military working dogs.)One-man patrols conserve manpower. Theyare useful for emergency traffic control. Anda one-man patrol can respond to complaintsif chance of contact with a criminal is

minimal. But careful consideration must bemade based on the types of crime occurringon the installation. Consideration must also be given to backup requirements and theexperience level of assigned MP.

How many work hours of patrol time areavailable to the PM in a 24-hour period? Howshould these hours be distributed for themost effective patrol coverage? These aretwo of the questions that can be answered

using compiled data.Patrol distribution equalizes the work load

among patrol units. If the work load isunbalanced, one unit may spend its entire

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shift responding to calls and completingreports, while another is underemployed.Unequal work loads can also adverselyaffect MP morale. Equal patrol areas allowpersonnel to spend roughly equalpercentages of their time betweenresponding to service calls and preventivepatrol.

Standards for distribution will vary. Onone installation it may be the number of crimes or accidents, while on another it may be the number of buildings to be checked.The geography of the installation will affectdistribution plans. Railroads, bridges, andrivers must all be considered so that no areais denied protection.

Response time is another factor toconsider. Response time in most patrol areasshould be minimal and about equal to otherareas. The larger and more diverse the area,the more difficult it will be to equalize thepatrol areas.

Distribution plans consider the varyingnumbers of patrol units available for duty onany one shift, depending on the number of units on each shift, adjustments are made inpatrol area responsibilities.

DISTRIBUTION POLICY DECISIONS

Policies must be developed to adequately

distribute patrol force coverage. Whichservices will be handled by telephone and

which will require a unit to be dispatched?Which calls will be referred to moreappropriate agencies, such as ArmyCommunity Service or the unit commander?There must be a clear policy on the degree towhich patrol personnel handle crimeinvestigations. Do they gather witnesses aswell as secure the crime scene? The extentthat patrol vehicles will become involved intraffic control, investigation, andenforcement must be decided. The buildingsecurity tasks that will be accomplished bypatrol units must be set. The time period thatpatrol personnel can be separated from theirvehicle to accomplish these tasks must beset. The reporting responsibilities of patrolpersonnel must be delegated. Personnel mustknow what information and details mustappear in their reports. Even who will review

and type the reports and if the reports will bewritten in the station or at the scene must bedecided. And certainly, the priorities forassigning service call precedence if insufficient patrol units are available must

be known.PATROL DISTRIBUTION DATA

The PM has most of the data he or sheneeds to make a careful analysis of the pastevents occurring within a jurisdictionalarea. Data that can be used to project futureas well as current police needs are often a

part of the normal receipt of complaints andthe dispatching of patrols.

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The number of complaints received permonth varies markedly during the course of ayear. The complaints range from a highof 251 in August to a low of 124 in January.The monthly average of offenses is 167.17.For the following January, a conservativeprediction would be that the number of offenses would fall in the 124-251 offenserange, further defined by historical data forthe month of January and the previousyear’s average. Caution must be exercised insuch predictions to consider any changesthat might affect the rate of offenses, such asunit transfers or increased troop strengths.

A PM, knowing only dates and times thatcrimes or complaints have occurred, haslimited information concerning the numberof offenses or work load to be affected in

can be made if it is known how the offensesvaried by day of the week and hour of theday over the past year. The PM may want togive additional “weight” to certain offenses,such as assaults and robberies, compared tolesser offenses, such as curfew violations.Any patrol distribution plan must reflect thelogical requests for police service in the area.

A 24-hour day, 7-day week is used todevelop a frequency distribution table. Theresulting data shows that a large percentageof crime/complaints occurs on Friday andSaturday. The pattern shows a low onSunday of 10 percent and a high onSaturday of 18.2 percent of all reportedcrimes/offenses. Friday and Saturdayaccounted for 35.4 percent of all weeklyoffenses, Wednesday through Saturday for

upcoming months. More precise projections 65.6 percent.

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Once the high offense days of the week are uncontrollable variations such as weather orknown, the high offense hours of the day troop strengths. With this basic data, theshould be determined. The assumption is distribution of the patrol force by shifts andmade that prior patterns of offenses should days of the week becomes meaningful.occur in the future, subject to any

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COMPUTATION OF PATROL HOURSThis section describes a simplified patrol

distribution plan. For illustrative purposes itwill be assumed that the PM has 35 person-nel available for patrol duty per 24-hour day,or 1,400 work hours of available patrol

service per week. This figure is obtained bymultiplying the number of personnel by thenumber of hours worked per week (35 times40 equals 1,400 work hours).

In this sample plan, days off, holidays,and so forth are not considered. Each of the35 personnel work an eight-hour day and afive-day week. It may be desirable for thepurposes of a particular PM office to projectinto work hours available the leave time orother factors that reduce manpoweravailability.

The traditional 0001 to 0800, 0800 to 1600,and 1600 to 2400 hours shifts were selectedfor this distribution plan. Localconsiderations may dictate different shifthours.

The following information describes themanner in which the patrol distribution planshould be developed:

Take the percentages of complaints byday from the table that was developed toshow complaint levels by day and hour.Place these daily percentages at the

bottom of columns for each day of theweek, Sunday through Saturday, in a newtable for showing projected patroldistribution.

Construct columns showing the totalnumber of military police available andthe work hours available, and enter theappropriate figures.Determine the shift design to be used.Place the shift hours to be used in the far

left column. Using the table showingcomplaint levels by day and hour,determine the percentage of complaintsoccurring during the different shifts, andplace these complaint subtotals in acolumn immediately to the right of theshift column, matching the percentagesubtotals to the corresponding shifts. Forexample, 20.4 percent of all complaintsoccurred from 0001 to 0800 hours. Thispercentage is obtained by dividing 410complaints by 2,006 total complaints.Disperse the total number of work hours

of patrol service available by multiplyingwork hours available by the percentage of complaints received per shift. Enter theresults in a column showing average workhours (1,400 multiplied by 20.4 percent of complaints equals 286 work hours). Workhours should be rounded to whole work-hour weeks. In this example 286 workhours is rounded to 280 work hours.Divide this figure (280 work hours) by the40-hour work week of each MP. The resultis the number of MP required for the 0001to 0800 shift per week (seven MP in thisexample). Repeat this procedure for theremaining two shifts. Enter this data inthe columns titled average work hours

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and personnel available, opposite thecorresponding shifts.The work hours are then distributed basedon the percentage of complaints receivedper day of the week for each eight-hourshift. That is, the average work hours of

patrol service available is multiplied bythe percentage of complaints to obtain thework hours of patrol service required.These computations are also made for theother two shifts. Any numbers that must

be rounded are rounded up when thedecimal place is 0.5 or greater.

280(WORK HRS) X .10 (SUN) = 28 HRS REQ UIRED280(WORK HRS)X .115 (MON) = 32 HRS REQUIRED

Having constructed a projected patroldistribution table, the data are now used

to develop a table showing the actualpatrol distribution based on eight-hourincrements. The computed work hours of patrol service must be converted intoworking personnel. Increments of eightare used because each person works aneight-hour day.

In the example for projected patroldistribution above, note that 28 workhours have been assigned to Sunday onthe 0001-0800 shift. As this converts to 3.5personnel (28 work hours divided by 8-hour day), a decision will have to be madeon whether three or four personnel will beassigned to the shift. In this instance,three persons were assigned duty (3 MPtimes 8 hours equals 24 hours). Four of the28 work hours must be transferred toanother day on the 0001 to 0800 shift.Work hours are not moved from shift toshift, only from day to day on the sameshift.

This procedure is done for all remainingdays and shifts. At this point, the numberof patrol personnel per shift on each day

of the seven-day workweek has beendetermined. Thirty-three personnel have been scheduled for duty. The remainingtwo personnel will be used to replacepersonnel who are on TDY or leave or inthe hospital. Or they will be used inselective enforcement operations.

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PATROL SHIFT DESIGNThe shift arrangement worked by patrol

personnel determines to a large measure thelevel of their morale, job satisfaction, andeffectiveness. Poorly designed rotationalshifts create confusion, fatigue, and turmoil.

The number of shift patterns is infinite, so asatisfactory one can be designed for everyinstallation. The shift pattern should beresponsive to MP operations. MP assetsmust be available when needed. Squad andplatoon integrity should be maintained, if possible, under the same supervisorypersonnel. Patrol personnel should be fullyutilized. Nonoperational tasks such aspainting, unit training, and maintenanceare time-consuming, and, if not properlydistributed, can overwork personnel.

The methods used to design shifts aredetailed. The shift design process must takeinto account–

Analysis of the existing work schedule todetermine its effectiveness.Determination of the MP and securityforce staffing requirements.Allocation of personnel based on crimeand/or other analysis.Determination of the type of workschedule that would best suit the needs of the PM operation.

Regardless of which shift schedule isdesigned, when possible, consideration must be given to shift preference of personnel. Forfurther information on how to design a shift,see the US Department of Housing andUrban Development Work Schedule Design

Handbook: Methods for AssigningEmployees’ Work Shifts and Days off.

SHIFT PREFERENCE PLANShift assignments can do much to

motivate patrol personnel. Although someshift patterns are based on squad integrity,

incoming and assigned personnel can berotated between squads. Personnel whoattend schools, who have family problems,or who prefer working odd-hour shifts canhave their work preferences considered.

However, such a plan can be implementedonly in a stabilized patrol shift environment.

In establishing a shift preference plan, allpersonnel should initially identify the shiftthey want. Based on rank, time-in-grade,and efficiency of operations, the shifts areestablished. Guidelines must then be set toconsider future requests for transfer to othershifts. Merit, seniority, length of time on a,particular shift, and discipline are somestandards that have been used to governtransfers in units using this plan. For themost desirable shifts, a standing transfer listmay have to be established.

SPECIAL SHIFTSOccasionally it is necessary to temporarily

increase the number of MP patrols for

special events, for special operations, or forselective enforcement. If the on-duty squadcannot meet the added commitments, it must be augmented. In doing so, one objectiveshould always be to minimize the loss of off-duty time if possible.

On-duty hours for regularly scheduledshifts can be increased so that they willoverlap with the on-coming shifts for specialsituations. For example, on New Year’s Eveif the midnight shift reports for duty at 2200hours and the evening shift is retained until

0200 hours, the number of patrols can beapproximately doubled during the mosttroublesome period.

An extra fourth shift can be formed tooverlap two regular shifts. This fourth shiftdoes not have to be organized as a regularsquad but can be of whatever size the PMfeels is necessary. It would be subordinate toregular shift supervisors. As an example, thePM desires to apply a selective enforcementcampaign against drunk drivers. Most of these offenses occur from 1800-0200 hours.He could employ a fourth shift of six MP

organized into three patrols, working underthe regular shift supervisor. This extra shiftwould not have regular patrol areas butwould concentrate on gates, roads, and otherareas frequented by drunk drivers.

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CHAPTER 9

Conducting Searches And Seizures

The Fourth Amendment to the Consti-tution provides that the right of the people to

be free from unreasonable searches andseizures shall not be violated. It also providesthat no warrants shall be issued except upon“probable cause.” And without probablecause no search is admissible in a court of lawunless it is incident to a lawful apprehension,conducted with the consent of the personsearched, or is otherwise legal.

There is probable cause to search whenthere are reasonable grounds to believe thatitems connected with criminal activity arelocated in the place (room and barracks, pri-

vately owned vehicle, or quarters) or on theperson to be searched. MP must know andunderstand search and seizure procedures tofunction effectively within the law.

During raids MP must adhere to lawsgoverning jurisdiction and authority, searchand seizure, apprehension, and use of force inorder to ensure evidence obtained is ad-missible in court. MP must understand theprocedures involved in obtaining a searchwarrant or authorization. Probable causemust be shown before getting a searchauthorization. The seizure of items for use asevidence is limited. The items must bespecified in the search authorization, or theymust be in plain view; any illegal articles thatare found are confiscated. Seized property orevidence is receipted. Receipting for seizedproperty establishes its accountability andchain of custody.

CONTENTS PageDETERMINING SCOPE OF AUTHORIZED

SEARCH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...93Authorizing a Search. . . . . . . . . . . . . . . . . ...94Determining Probable Cause . . . . . . . . . . . ...94

Reliability Test . . . . . . . . . . . . . . . . . . . . . ...95Plain View . . . . . . . . . . . . . . . . . . . . . . . . . ...96

DETERMINING ARTICLES SUBJECT TOSEARCH AND SEIZURE . . . . . . . . . . . . . . . . . ...96

CONDUCTING ENTRY AND SEARCH TOPROTECT PERSONS OR PROPERTY . . . . . . . . 97

CONDUCTING AN IDENTIFICATIONSEARCH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . ...97

CONDUCTING AN AUTOMOBILE SEARCH .98

CONDUCTING AN AREA SEARCH . . . . . . ...99

CONDUCTING A CONSENT SEARCH...... 100

CONDUCTING A SEARCH OF ABANDONEDPROPERTY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...100

CONDUCTING A TRASH AND GARBAGECONTAINER SEARCH . . . . . . . . . . . . . . . . . . ...100

CONDUCTING A SEARCH OF PREMISESWITHOUT RIGHT TO PRIVACY. . . . . . . . . . ..100

CONDUCTING A FIRE SEARCH . . . . . . . . ...101

MAINTAINING STATUS QUO ORFREEZING THE SITUATION . . . . . . . . . . . . . ...101

CONDUCTING A BODY CAVITY SEARCH.101

SEIZING BODY FLUIDS . . . . . . . . . . . . . . . . . ...101

CONDUCTlNG A FRISK . . .. . . . . . . . . . . . ...101

CONDUCTING INVENTORIES . . . . . . . . . . ...102

CONDUCTING INSPECTIONS . . . . . . . . . . ...102

CONDUCTING RAIDS . . . . . . . . . . . . . . . . . . ..103Planning a Raid . . . . . . . . . . . . . . . . . . . . . ...103Determining Raiding Party Composition.105Determining Equipment Requirements. ..106Performing Reconnaissance . . . . . . . . . . ...106Executing a Raid . . . . . . . . . . . . . . . . . . . . . ...107

DETERMINING SCOPE OF AN AUTHORIZED SEARCHOnce authorization to search has been

obtained) the person conducting the searchmust carefully comply with the limitations

imposed by the authorization. Only thoselocations described in the authorization may be searched and the search may be conductedonly in areas where it is likely that the objectof the search will be found. For example, if an

investigator has authority to search thequarters of a subject, the investigator maynot search a car parked on the road outside.

Likewise, if the authorization states that theMP is looking for a 25-inch television, thatMP may not look into areas unlikely tocontain a television, such as a medicinecabinet or file cabinet.

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An authorization to search for contrabandimplicitly carries the limited authority todetain occupants of a home, apartment, or barracks room while the search is conducted.Also, the MP may detain occupants leavingthe premises at the time the MP arrive toexecute the search authorization.

AUTHORIZING A SEARCH

The commander may authorize the searchof a person or place under his command whenthere is probable cause to believe that itemsconnected with criminal activities are locatedin the place or on the person to be searched.When time permits, the commander consultsthe office of the SJA. A commander may notdelegate his or her authority to authorize asearch to another individual in the unit.However, the power may devolve to the nextsenior person present when the commander isabsent or when circumstances are such thatthe commander cannot be contacted.

When there is a military magistrate or judge on an installation, law enforcementpersonnel may obtain the magistrate’s or

judge’s authorization to search, following theprocedures set forth in AR 27-10. Law en-forcement personnel can also seek the com-mander’s authorization. Federal magistrateshave powers similar to military judges butare limited in area and authority by theirrespective district court.

AR 27-10 sets out the procedures forobtaining an authorization to search.Information in the form of statements, eitherwritten or oral (and which can be transmitted

by telephone or radio), must be presented to acommander, magistrate, or military judge. Itis not mandatory that these statements besworn, but an oath may be required by theauthorizing official and, in a close case, anoath may be the factor which determinesadmissibility. The authorizing official willthen decide, based upon the statements,

whether or not probable cause to searchexists. Once the authorizing official deter-mines that probable cause exists, the officialwill issue either an oral or a written authori-zation to search. Even though there is no

general requirement that probable causestatements or the authorization to search bein writing, various commands or units mayimpose additional requirements. Strictadherence to these requirements is man-datory. The authorizing official must specifythe place to be searched and the things to be

seized.DETERMINING PROBABLE CAUSE

To determine if probable cause exists, theauthorizing official will evaluate whether ornot the information furnished to him isreliable and reasonably warrants his actingon the basis of that information. The overallissue of reasonableness is composed of twoelements. The first is the source’s basis of knowledge, which may be established by–

Personal observation.

Statement of the person or accomplice to besearched.Self-verifying detail.Corroboration.

The basis of knowledge can be established by showing that the commander personallyobserved the criminal activities himself, orthat he is basing his authorization on the factthat a third party personally observed thecriminal activity, that this fact has beenrelated to him, and that such information has

been corroborated or substantiated.In the drug area, personal observation

must also include facts indicating there is a basis for belief that what was seen were drugs(that is, the commander has had a class ondrug identification, or the third party has hada class on drug identification or has fur-nished reliable information in the past as tothe particular drug in question).

The commander or the person seeking theauthorization from the commander may havetrustworthy information that items con-

nected with criminal activities are located inthe place to be searched based on informationobtained from a statement of the individualto be searched or an accomplice of theindividual to be searched.

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One way to pass the basis of knowledge testis by showing that the tip was so detailed thatthe information must have been obtained as aresult of a personal observation by the infor-mant or from a statement of the defendant oran accomplice. The best example of when atip is self-verifying is the one the Supreme

Court used in Draper v. United States(Illinois v. Gates, 1983; Massachusetts v.Upton, 1984).

In the above case, the arresting policeofficer had received a tip from an informantthat the defendant had departed Denver,Colorado, to travel to Chicago. The informant(1) said the defendant would return by trainon 8 or 9 September; (2) described thedefendant’s physical appearance; (3)indicated that the defendant would becarrying a tan zipper bag; (4) said the

defendant walks with a fast gait; and (5) saidthe defendant would be carrying heroin.Before making the arrest, the arresting policeofficer verified facts 1 through 4.

The court indicated that the tip was sodetailed that it could conclude that theinformant obtained his information in atrustworthy manner, such as by personalobservation or a statement of the defendantor a combination of the two.

When the police officer can verify a numberof the items listed in the informant’s tip, the

conclusion is that the other items in the tipmust also be true. The best example of corroboration is, again, Draper v. UnitedStates. A number of courts have indicatedthat the Draper situation could apply to notonly train stations but airports orrendezvous-type situations with automobiles.In the case of an anonymous tip, thiscorroboration is extremely important andmay be essential to a finding of probablecause.

Reliability Test

The commander must also be satisfied as tothe credibility of the person furnishing theinformation. This has been called thereliability test and may be established by oneor more of the following:

Demeanor of the individual furnishing theinformation to the commander.

Statement of past reliability.

Corroboration.Statement from victim or eyewitness of offense.Declaration against interest.Information from other law enforcementofficials.Information obtained from senior NCOsand above as a result of being passedthrough the chain of command.

When the information is personally givento the commander—not by an MP, but by thethird party who obtained the information—the commander can judge the individualsource’s reliability at that time. In manycases the individual may be a member of thecommander’s unit; thus, the commander is inthe best situation to judge the credibility of the person. Even when the person is not amember of the authorizing commander’sunit, it is an eyeball-to-eyeball situation inwhich the commander can question theindividual and determine the consistency of statements made by the individual. Theeyeball-to-eyeball situation may either lendto or detract from establishing credibility.The same is true when the individual is a

member of the commander’s unit. Again, thecommander’s personal knowledge of theinformant can lend to or detract fromestablishing credibility. Corroboration anddemeanor of the person are particularlyimportant when questioning first-timesources with no established record of pastreliability.

One of the easiest methods for determiningreliability is to know that the informant hasproven reliable in the past. There should besome indication as to the underlying

circumstances of past reliability—such asthis informant has furnished correctinformation three times in the past aboutwrongful possession of a particular type of drug, naming the drug.

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The person furnishing the information toUSACIDC and then to the commander mayfurnish information that is against theperson’s penal interest—such as he is awarehe is admitting an offense, and he has not

been promised any benefit. Thus, he may beprosecuted himself. This lends a great degree

of reliability to the information furnished.Obtaining information from other law

enforcement officials through normalchannels gives a presumption of reliabilityconcerning the information. This factorcomes into play when the desk sergeant putsout an all-points bulletin. It is not necessaryfor the apprehending MP to personallyobtain the information from the source. Of course, the original source of theinformation must satisfy the reliability test.But this determination can be made later

and need not be made by the MP whoreceived the all-points bulletin. In otherwords, reliance on another MP is consideredto be reasonable. The same is true forreliance on the report of the victim of acrime. Remember if acting on the basis of ananonymous tip, corroboration of theinformation may be essential to a finding of probable cause.

Plain ViewAn MP who is lawfully in any place may,

without obtaining a warrant or a com-mander’s authorization, seize any item inplain view or smell which he has probablecause to believe is contraband or evidence of a crime. This is so even if the seizable item isnot related in any way to the crime that theMP is investigating. Seeing an item in plainview in proximity to an individual may

justify an apprehension or further search of the same area or another area.

An MP may use binoculars, flashlight, orin some cases, a ladder or stool. The samerationale that applies for plain view alsoapplies for plain smell.

The commander or MP can lawfullyapprehend or search during a lawful, hotpursuit. They also may lawfully apprehendor search while conducting an investigationat a unit or office premises.

Listed are a few of the places where thecommander or MP can lawfully apprehendor search.

Areas of public or private propertynormally accessible to the public or to thepublic view.Any place with the consent of a personempowered to give such consent.Any place pursuant to an authorization tosearch the particular place.Any place where the circumstancesdictate an immediate police response toprotect life or prevent serious damage toproperty.Any place to effect a lawful apprehension,such as business, home, on the street, or ina vehicle. (In the absence of exigentcircumstances, a prior authorization isrequired to apprehend someone in aprivate residence.)

While on patrol, an MP may observe anitem in a parked car; or while making aroutine spot check of a vehicle, the MP maynotice something that will aid in a criminalprosecution. The MP may seize that item.

When an MP is lawfully at a place to makean apprehension, he may not examine theentire premises solely to look for evidence.With an apprehension authorization, an MPmay go to the on-post quarters to apprehendan individual for an offense. While standingin the foyer of the quarters, the MP may seesome item that will aid in a criminalprosecution. He may seize the item that isvisible from the foyer. He may not, withoutinvitation, go to the other rooms of thehouse.

DETERMINING ARTICLES SUBJECT TO SEARCH AND SEIZURE

Items can be subject to seizure when search conducted under a commander'sspecified in a legal search warrant, during a authorization, or during an otherwise lawful

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search. All seized items should be clearly During a lawful search, any evidencemarked with the initials of the person relating to crimes other than that specifiedmaking the seizure and the military date and by the search warrant or searchtime. While it may be desirable to seize authorization may be seized, provided it is inproperty in the presence of the accused, it is plain sight during the search or in a placenot mandatory; however, a DA Form 4137 where the specified evidence couldmust be issued and the chain of custody reasonably be found.maintained.

CONDUCTING ENTRY AND SEARCH TO PROTECT PERSONS ORPROPERTY

A commanding officer or noncommis-sioned officer may search governmentproperty used in connection with assignedduties (such as desks and filing cabinetslocated in an individual’s assigned office or

building) to look for contraband or propertyheld in a representative capacity. Anyevidence found in the desk may be

admissible at a trial.An MP may make a warrantless entry intoany premises whenever he has reason to

believe that it is necessary to prevent injuryto persons, to prevent serious damage toproperty, or to render aid to someone indanger.

While on patrol in the housing areas or barracks area, an MP may hear sounds of afight or cries for help coming from a

building. Upon hearing these sounds, hemay enter the building to prevent injury or

damage. Once the danger or emergencyconditions have ceased, he may take only thenecessary steps to carry out the purpose of the original entry.

An MP, who is pursuing a person who hehas probable cause to believe is armed andhas just committed a serious crime, mayenter a vehicle or building believed to have

been entered by the suspect and may searchthe multiple dwelling unit or vehicle for theperson or any weapons that might be used tofurther his escape. Once the individual

pursued is apprehended, the search will belimited by the search incident toapprehension rules.

When the person pursued is not found onthe premises, the MP may search thepremises for evidence of the suspect’sidentity or the location to which he is fleeingif it is unknown.

The hot pursuit rule will apply when theMP receives a report of an armed robbery orrape and shortly thereafter receives thedescription of the person who has committedthe offense, and pursues the suspect, atwhich point the suspect enters a quarters onpost. He and the other MP may enter the

building (for example, quarters or house)and search wherever the suspect may behiding.

An MP may go to the on post quarters of

an individual when the MP has been notifiedof a domestic disturbance. At the particularhouse, the officer will try to quell thedisturbance, and if the MP views anycontraband or any other item which hereasonably believes to be evidence of criminal activity, these items may be seized.Additionally, the disturbance may be suchas to give the MP a basis for apprehendingone of the individuals at the home.Thereafter, a search incident to theapprehension may be conducted.

CONDUCTING AN IDENTIFICATION SEARCHAn identification search applies to an inca- effects of any person who appears to be

pacitated person or to an unsecured or stolen incapacitated, to learn either the cause of thevehicle. An MP may examine the personal incapacitation or to identify the individual.

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When MP are called to a barracks, theymay find an individual unconscious becauseof an overdose of prescription drugs or aprohibited substance. The MP may gainentry to the room and call for medical help.After the call for medical help, the MP maysearch the immediate area and the personal

effects of the individual to obtain evidence of identity. The MP may also search theimmediate area to determine whatsubstance was used to overdose, so medicscan treat the illness properly.

An MP on patrol at night may observe acar in a parking lot after the establishmenthas closed. If someone is observed in thevehicle apparently unconscious, it is properfor the MP to open the vehicle, learn if theindividual is unconscious, notify a doctor,and then obtain evidence of the identi-

fication either from the individual or fromthe car itself.An MP who finds a vehicle unsecured—

one that is registered on post or has avisitor’s pass and is capable of beingsecured—will secure the vehicle, leaving anote that the individual who owns thevehicle should secure it himself next time. If the vehicle registered on post cannot besecured, the MP will attempt to learn theidentity of the owner by first calling the PMoffice if time permits and, if not, by

searching the vehicle for identification. If the vehicle is not registered on post or does

not have a visitor’s pass, the MP may searchthe vehicle for identification.

If while searching the unsecured car, theowner of the vehicle is identified, the personmaking the search for identification willattempt to contact the owner and ask him to

secure his vehicle in the future. If whilelooking for identification evidence of a crimeis found, the evidence may be seized andmay lead to appropriate action against theindividual for criminal conduct.

If the owner of the vehicle cannot bedetermined by looking for identification, thevehicle should be secured temporarily by theMP, and an attempt should be made throughall available means to determine the owneror if the vehicle was stolen.

In some states license plate numbers maynot be stored in a computer. It may bedifficult to determine whether or not avehicle is stolen unless the identity of theowner can be determined immediately.

When the MP is permitted to make asearch for identification, the scope of thesearch is limited to areas such as glovecompartments and consoles where ownerand vehicle identification are normally kept.The scope of the search may also includereading documents that are lying inopen view inside the car. Once identificationhas been established, the search is ended.

CONDUCTING AN AUTOMOBILE SEARCH

An apprehending MP may make awarrantless search of the interior of a car atthe time and place of apprehension if there isprobable cause to apprehend one of theoccupants. The scope of the search can beextended to the entire automobile if there isprobable cause to believe there is evidence inthe trunk or under the hood. The warrantless

search need not take place where theapprehension of the occupant took place if there is a valid reason for conducting thesearch at another place such as at an MPstation.

Where there has been a stop of anautomobile, the MP stopping the automobilemay make a protective search of thepassenger compartment of the automobile if the MP possesses reasonable suspicion thatthe vehicle contains weapons potentiallydangerous to the MP. Whether or notreasonable suspicion exists depends on the

same factors discussed later for a frisk of anindividual. The investigative search extendsto those parts of the passenger compartmentin which a weapon may be placed or hidden.

Just because there is a stop of an automobile

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does not mean the MP may conduct aninvestigative search.

When an individual is stopped for arobbery that has occurred on post and thedriver is apprehended on post and taken tothe MP station, the car may also be taken to

the MP station. If the robbery has recentlytaken place, there may be probable cause to

believe the car contains evidence of therobbery, and it may be searched at the MPstation, even though there is noauthorization from the commanding officerto search the vehicle.

An individual may be stopped for a trafficoffense, and the MP may see items in plainview such as drugs or drug paraphernalia orevidence of other crime. This would give theMP probable cause to believe that otherevidence is located in the vehicle. Thus, thevehicle can be searched there or it can be

taken to the MP station where a search of theentire vehicle may be made. If the car wasnot in motion prior to the owner being takeninto custody, and there is no likelihood of thevehicle being removed by a third party, asearch warrant should be obtained to searchthe vehicle..

CONDUCTING AN AREA SEARCHIf an offender has left the scene, an

adequate number of MP teams should be

detailed to participate in an area search. Anarea search is conducted by using thequadrant method. The area to be searched isdivided into four equal pie-shaped wedgesradiating outward from the crime scene. Oneor more units are assigned to each quadrant.The search is begun at the outer perimeter of the quadrant. Units search inward towardthe crime scene using a zigzag pattern. It isrecommended that units overlap each other’spatterns to ensure complete area coverage.

The search for the offender continues untilan apprehension is made or the search isabandoned.

In initiating a search, speed is important.

Patrol personnel should not wait until acomplete description of the offender and/orvehicle is obtained. They shouldimmediately deploy with the informationavailable and start the search. Further

information can be forwarded to units in thefield by radio or other means of

communications as it is made available.An area search may be conducted by using

a motor vehicle or setting up a fixed post. Ora foot search may be conducted. Whenconducting a motor vehicle search patrolpersonnel remain in their vehicles andconduct a rapid area search of fields,parking lots, sidewalks, large throughwayalleys, and roads. They are limited in theirability to search because they areconspicuous in a patrol vehicle and thuseasily avoided. Also, they are unable to

search in detail behind bushes, in doorways,and so forth. Fixed posts are useful atintersections or other vantage points onpossible escape routes. These positions can be either single vehicles or formalroadblocks. When conducting a foot searchthe patrol vehicle is parked, and the searchis carried out on foot. Personnel conductingsuch a search should stop frequently andlisten for sounds of the offender. Trees,

bushes, and other concealment should beused to protect approaching searchers from being seen by the suspect. Personnel in the

area should be questioned. They may haveseen the fleeing suspect or strange vehiclesin the area. Foot searches can also beinitiated to find witnesses and to look forevidence.

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CONDUCTING A CONSENT SEARCH

An MP who wishes to make a search thatis not otherwise authorized may do so if theperson or persons in control of the immediatearea or object to be searched voluntarily givetheir consent. To ensure that the consent is

voluntary, the MP should warn theindividual of his intent to search. Ideally theindividual’s consent would be in writing.

“I have no authorization to search. Iwould like to search you or a particularplace. ”

If the person consents to a search, it will bea voluntary waiver of his Fourth Amend-ment rights. It must be voluntary and not

mere acquiescence to authority. A refusal toconsent to search, like evasive answers to aquestion, may arouse suspicion, but thisevasiveness is not enough to amount toprobable cause to search. When you have the

subject’s consent, you may continue with thesearch without authorization. A pitfall of consensual search is that it may alert asuspect and permit him time to dispose of evidence or to escape from the installation.

One question a subject may ask is, “Whathappens if I do not consent to search?” Theanswer should be that appropriate actionwill be taken. If the subject persists, tell himyou will apply for a search authorization. Donot tell him you will get one.

CONDUCTING A SEARCH OF ABANDONED PROPERTYMP lawfully in any place may, without While on patrol an MP may apprehend an

an authorization to search, recover any individual for a traffic offense. Prior to theabandoned property and examine its vehicle coming to a complete halt, with thecontents for seizable items. While on patrol offender in it, he notices the offenderMP may observe an abandoned vehicle on throwing a small envelope from the vehicle.an isolated road. It is proper to search the The MP may recover the envelope and seizevehicle for any items that may be seized. any objects inside.

CONDUCTING A TRASH AND GARBAGE

CONTAINER SEARCH

MP lawfully in any place may, withoutobtaining authorization to search, examinethe contents of a trash or garbage containerthat is not located next to on-post quarters or

CONDUCTING A SEARCH

RIGHT TO

MP may, without authorization,search any premises to which a suspect nolonger has a right of possession or has

demonstrated a lack of intention to returnAn individual who has been a resident of

the guest house, but who has checked outearlier in the day, has given up the right to

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not located in the driveway of the on-postquarters. Thus, the garbage cans located onany street near the curb may be searchedwithout authorization to search.

OF PREMISES WITHOUT

PRIVACY

object to a search of his former room.Additionally, when an individual has leftthe guest house and has not returned for twoor three days, and has not provided someintention of returning, that room may besearched. Any items found will be ad-missible in court.

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CONDUCTING A FIRE SEARCHAfter a fire in private quarters, the fire

marshal and MPI may investigate the causeof the fire so long as the fire fighters are stillpresent performing their duties. Once thisinvestigation is discontinued and the MP

and the fire fighters leave the scene, the MPmay not return unless an authorization tosearch the premises without consent has been obtained or it is an emergency. An

emergency is when there is an immediatethreat that the fire might rekindle.

When the premises are completelydestroyed, investigators may return at anytime to investigate the cause of the fire.

Additionally, when fire officials leave because of darkness and smoke, they mayreturn within a reasonable period tocontinue their investigation.

MAINTAINING STATUS QUO OR FREEZING THE SITUATIONIn some instances, probable cause may not with the crime or that he knows what

exist without further investigation, or the weapon was used, but he will not tell the MPMP may want to seek advice from a SJA. In where it is located. If the husband has beensuch situations, the MP may want to hold a legally apprehended or is consensually athouse, room, or automobile in a status quo. the MP station and there are no children in

Assume the husband has taken his spouse the family, the MP may want to place notices

to the hospital because of a gunshot wound. out on the premises that no one will beHe implies that he may have been involved allowed to enter without MP permission.

CONDUCTING A BODY CAVITY SEARCHUnder certain situations, a search of body with the SJA is recommended before

cavities may be permitted. Coordination conducting a body cavity search.

SEIZING BODY FLUIDSAn individual may consent to giving a

blood or urine sample. Nonconsensualextraction of blood and urine may be madepursuant to a search authorization.Nonconsensual extraction of blood or urinemay be made without such an authorizationonly when there is a probable cause thatevidence of crime will be found and when thedelay that would result if an authorizationwere sought could result in the destruction of

the evidence. An order for the individual togive blood or to collect a urine specimen ispermissible if done as part of a lawfulinspection.

The voluntary and involuntary extractionof blood or urine must be done by a medicalspecialist, physician’s assistant, medicaldoctor, or other person who is authorized tocollect samples.

CONDUCTING A FRISK

An MP may frisk any person whom he has stop—whenever a reasonable suspicion tolawfully stopped when the MP reasonably frisk arises.suspects the person is carrying a concealed A number of factors may be examined inweapon or dangerous object, and the frisk is determining whether or not there isnecessary to protect the MP or others. The reasonable suspicion that the individual isfrisk may be conducted immediately upon armed and that the frisk is necessary for themaking the stop or at any time during the protection of the MP or others.

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Listed are a few factors that may givegrounds for a frisk:

Appearance.Actions.Prior knowledge of the individual stopped.

Location of the stop and whether or not itis a high crime area.

CONDUCTING INVENTORIESA commander may direct an inventory of

an individual soldier’s property when thesoldier is absent from the unit on ordinary oremergency leave or when hospitalized. If thecommander or his designated representativediscovers items that would aid in a criminalprosecution, these may be seized and used asevidence. A commander or his designated

representative also may conduct aninventory of the property of an individualwho has been placed in military or civilianconfinement.

When an individual is apprehended fordriving while intoxicated or is a subjectunder apprehension which involvestransportation to the PM office, the vehicleof the individual will be secured. When there

Time of day.Purpose behind the stop.Companions of the person stopped.

If, while conducting a frisk, an MP feels anobject which he reasonably believes to be aweapon or dangerous item, he may seize thisobject.

is space at the place of apprehension, thevehicle may be secured there; however, if there is no place to secure the vehicle, it will be impounded at the PM office and in-ventoried.

When a person is apprehended for DWI ashe pulls into his quarters parking lot, there isno reason to impound the vehicle. However,if a person is apprehended on one of the outerroads of the post and there is no place tosecure the vehicle and there is a possibilitythat items may be stolen, the vehicle should

be impounded at the PM office and in-ventoried. (AR 700-84 and DA Pam 600-8contain more information on conductinginventories of personal clothing andproperty.)

CONDUCTING INSPECTIONSThe commander has the inherent right to

inspect the individual barracks in whichindividual soldiers are housed to ensure thecommand is properly equipped, functioningproperly, and maintaining standards of readiness, sanitation, and cleanliness, andto ensure that personnel are present, fit, andready for duty.

Such an inspection may include anexamination to locate and confiscateunlawful weapons and other contraband if the primary purpose is to determine if theunit is functioning properly, is maintaining

standards of readiness, and is fit for duty.This inspection may also include an orderfor the individual to collect a urine specimen.

A commander conducting an inspectionfor these reasons may find items he believes

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may aid in a criminal prosecution. These

items may be seized. The inspector may onlylook in those areas that will enable him toachieve the purpose and scope of thisinspection. When inspecting for food orflammable products, such as lighter fluid, hemay look in cigar boxes or other suitablecontainers.

Normally a commander will conductperiodic security checks to ensure that walllockers and footlockers are locked. If thecommander or his representative conducts asecurity inspection and notices a wall locker

or footlocker unlocked, he may take thevaluables from the locker secure them in theunit supply room until the individual returnsto the unit. If, while removing the valuables,the person conducting the inspection sees

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items that would aid in a criminalprosecution, these may also be seized.

The commander has the right to conduct asearch for weapons after a unit has beenfiring on the range and has returned to theunit area and found a weapon missing.

Under these circumstances the commanderor his designated representative mayconduct a search of all persons who were onthe range and others who were in a positionto steal the weapon, to include their livingarea and private automobiles.

Under no circumstances may an in-spection or inventory be used as a subterfugefor a search (United States v. Roberts,

2 Military Justice Reporter 31 [Court of Military Appeals, 1976]).

If the commander is looking for evidenceof a specific crime, or suspects that anindividual or group of individuals havedrugs in their possession but does not have

probable cause for such a belief, he may notuse the inspection of the unit as a subterfugefor a search of the individual or group of individuals. Subterfuge normally takesplace when a commander or MP “feels” anindividual has contraband in his possession’or living area but not enough information toamount to probable cause and uses aninspection of the type previously mentionedin this section to search for the contraband.

CONDUCTING RAIDS

A lawful raid is a surprise, legal invasionof a building or area. A raid may be made toapprehend offenders, to obtain evidence of illegal activity, or to recover personal or USgovernment property. Occasionally this raidis made to prevent the commission of a crimeor to confiscate contraband.

A raid must be justified. It must have aclearly stated purpose. The authority toconduct a raid stems from and is justified byhaving probable cause. Probable cause for a

lawful raid comes from information obtainedthrough surveillances, registered/confidentialsources, criminal intelligence, or othersources.

Raids are conducted by the agency thathas jurisdiction of the case. This agency willhave mission responsibility and may beaugmented by other agencies based on thereputations of those being raided.

Military authorities authorize and conductraids in areas under military control. Civilpolice conduct all raids in areas not under

military control. Military authorities canrequest that civil police conduct a raid if enough justification exists. And MP orUSACIDC special agents may accompanycivil police as observers. Although forbidden

by the Posse Comitatus Act to participate ina raid, MP or USACIDC special agents mayhelp identify persons or property seized. If military personnel are apprehended in a civilpolice raid, they may be released toobserving MP or USACIDC special agentswithout formal receipt.

A raid must be coordinated with units andagencies that will be affected by the raid orthat can add to the raid’s success.Coordination with the SJA helps ensure that

the results of a raid can be used in court. Inthe interest of security, however, coordi-nation is limited to that which is essential.The time of the raid should be selected, if possible, to ensure minimum interferencefrom heavy traffic and allow rapidmovement to ensure the presence of subjectsand illegal items.

PLANNING A RAID

To be successful raids must be planned.Plans must include not only team compo-sition, equipment, and operational concept,

but also any special arrangements that must be made. And alternate plans should bedeveloped. The raiding party can switch tothe alternate plan on prearranged signals if the original plan goes awry.

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A raid plan should be concise, simple, Support forces.flexible, and should generally follow the The effectiveness of a raid depends largelysteps used for planning an operations order.It must be based on sound tactical concepts

upon specific planning and preparationincluding use of criminal intelligence.

and should be adaptable to any contingency. Essential to the effectiveness of any raid isA raid is planned in detail with each the speed and surprise with which it is

member of the raiding party briefed on the—executed. Although some raids must be

Objective of the action. staged with a minimum of planning andpreparation, the factors of proper coordi-

Number of offenders and their names, nation, manpower, and equipment to includedescriptions, injuries, and so forth. special weapons must not be overlooked.Act the offender is suspected of committing.Reputation, background, characteristics,and mental state of the offender.Hostages or other bystanders involvedand their descriptions.Location of the offender (apartment, floor,

room number, window, and so forth).Offender and if he is armed, and, if so, thetype of weapon and amount of ammunition if known.Physical layout of the operation (sewers,

Essential factors in planning a raid are—

Mission.Opposition expected.Items to be searched for or seized.Composition of raiding party.Orientation of personnel.

Position and role of each member.

Planning time can be reduced by followingan SOP. The SOP contains checklists to helpplanners. And it gives guidelines for

skylights, adjacent buildings, type recurring raid factors common to allconstruction; for example, wood, brick, successful raids. These factors are surprise,and so forth). speed, simplicity, superiority, and safety.

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Surprise keeps subjects from organizingresistance to the raiding party and fromdestroying or concealing evidence. It keepsthem from escaping or helping other subjectsescape. And it lessens their chances forsuicide attempts if they are so inclined. Thesubjects of the raid must not know they are

targets until the operation begins. The fewerpeople who know a raid is planned, thegreater the likelihood of surprise. Once theraid begins, it must be carried out with speedand precision. The time of the raid must beplanned to fit the circumstances. The besttime to carry out a raid is when fewuninvolved people are about. Raids are oftenconducted at daybreak. The element of surprise is usually on the side of the raidingparty at that time of day.

Speed of execution is vital to the success of

a raid. And speed can only be obtained if,from the planning stage onward, allparticipants have and know their specificassignments. Thus, simplicity of the plan isa key factor for a well-organized raid.Raiding party instructions must be clearlystated. And they must be easy to carry out.

Superiority in manpower and equipmentcan make the difference between a raid’ssuccess or failure. Superiority comes fromknowing and exceeding the subject’scapabilities. The need for superiormanpower or maneuverability dictates thenumber of members used in the raidingparty. And superiority of firepower isdesirable in any raid situation. If criminalsknow the raiding party is better armed thanthey are, they are less likely to resist. If criminals are armed as well or better thanthe raiding party, they may believe theyhave a chance for escape and thus offergreater resistance.

Safety must have a high priority in any

MP operation. Danger is inherent in anyraid situation. The raiding party must bethorough, cautious, and safety conscious.Speed must not be gained at the expense of safety. Using trained and experienced

personnel reduces the hazard of injury to ordeath of innocent persons. Every raidmember must be able to recognize all mem-

bers of the raid party. In multiorganizationalraids, distinctive clothing, like raid jackets,can clearly identify raiding party members.Each member of the multiorganizational

raiding party must be familiar with allaspects of the operation, as well as his or herown mission.

DETERMINING RAIDING PARTYCOMPOSITION

The raiding party’s composition isdetermined by the situation and theresources available. There is no set numberof people or teams who should make up aparty. A suggested organization, which can

be modified as needed, is composed of a raid

commander; entry, security, prisoner,reserve, and medical teams; and theirrespective commanders. Sometimesspecially detailed persons or teams augmentthe raiding party. For example, a chemist ora special dog handler team may accompanythe basic party.

The raid commander has the overallresponsibility for planning and conducting araid. Raid commanders are selected for theirexperience and leadership ability and fortheir knowledge of the situation. Team

commanders are responsible to the raidcommander for the supervision of theirrespective teams. They, too, are selected forexperience and leadership ability. A reserveteam commander is usually named as theassistant raid commander. He assumescommand of the raiding party if thecommander is injured. A chain of commandis established for the raiding party andwithin each team.

The entry team is the maneuver element. Itenters the target area to make apprehen-sions, as needed, and/or recover property.The entry team may have a recorder, aphotographer, and an evidence custodian.The recorder makes notes of events, andproperty recovered during the raid.

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The photographer complements the record-ers notes with photographs of items orevents. The evidence custodian assembles,tags, and receipts for the evidence or prop-erties seized.

The security team provides cover for the

entry team. It also seals off possible avenuesof approach and escape.

The reserve team reinforces or assistswherever needed. Part of this team may staymobile for use as a pursuit unit. If the reserveteam is not needed for its basic purpose, itcan augment processing and help control theraid site.

The prisoner team enters the building orarea after it is secured. It takes charge of prisoners apprehended by the entry team.The prisoner team must be aware that theentry team does not make a complete searchof the prisoners at the time of apprehension.

The medical team should include a doctorif possible. The medical team normallyremains with the reserve team. The medicalteam treats injuries incurred by members of the raiding party or subjects of the raid.

DETERMINING EQUIPMENTREQUIREMENTS

Equipment is selected to suit the raid’s

purpose and the expected degree of oppo-sition. Special equipment like public addresssystems, night-vision devices, and drugdetector dogs are carefully chosen. Too muchequipment can slow the raiding party. Toolittle equipment can hamper the raid’seffectiveness.

The raid commander selects the weaponsto be used. He considers the subject’s arma-ment, the terrain of the neighborhood, andthe degree of resistance expected. He ensuresthat MP armed with special weapons are

proficient in their use.If riot control munitions are used, theymust be planned for. (See FM 19-15 forspecific procedures for use of riot controlagents.) Clearance to use riot control

munitions must be obtained from theinstallation commander. The raiding partymust have protective masks. And winddirection, traffic, and population densitymust be considered. Type of munitions must

be considered. For example, using burning-

type munitions in wood structures can causefires.

Effective communications are a must for asuccessful raid. Natural voice, visual, andradio communications give the raid com-mander control over his various elements. Ata minimum, the raid commander and eachteam leader need a radio. Members of thesecurity team occupying likely avenues of escape also need radios. (Radio equipmentmust be checked before use. Use of relaysmay be necessary.)

Hand and arm or whistle signals are oftenused to direct movements, such as when to begin the raid. Visual and sound signalsshould be backed by radio communications.The reverse is also true. The local telephonesystem can be used as well. The importantpoint is to have an alternate means of communication. One method is not enough.

PERFORMING RECONNAISSANCE

If time permits, the raid commanderperforms a reconnaissance of the building or

area to be raided. He may have photographs,maps, blueprints, or sketches collected tosupplement visual observations. And hemay consider covert operations to gainentrance to help develop his raid plan.

When performing a recon, the MP look forthe best route of entry to the target. Theycheck for vantage points and patterns of occupants of the area. And they note pointsoffering observation and fields of fire for theraiding party and/or the occupants.

When reconnoitering a specific building,MP may enter only if doing so will notcompromise the raid. MP can obtain blue-prints from the facility engineer to gain athorough knowledge of floor plans and

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interior arrangements of a building. MP cannote the doors and windows, theirconstruction, and the direction in which theyopen. They can note likely exits andentrances to include emergency doors andfire escapes. They seek interviews withreliable persons who are responsible for orwho have previously entered the area. Andthey identify persons who may or will be inthe building. They spot the location of activities in the area; for example, MP maynote the placement of dice and card tablesused for gambling. They also assess likelyproblem areas.

EXECUTING A RAID

No two raids are alike. But many raids are based on similar types of information andfollow similar sequences of actions.

Night raids are more hazardous thandaylight raids. In many civil jurisdictions anight raid must be justified to a magistrate.The magistrate must be convinced that thepurpose of the raid could not be achievedduring the daytime, perhaps because thesubject would not be at home. This legalrestriction is not written into military law.But the principle applies. The law supportsthe point that a raid should be announcedand the raiding party should clearly identifythemselves as MP before the party enters.

This identification is difficult at night because visibility is limited. Command andcontrol are also harder at night. And thechance of injury to police personnel,subjects, and innocent bystanders is greater.

Special situations result when females and

juveniles are present or are the subjects of araid. If it is believed females will beapprehended during a raid, arrangementsmust be made to have them searched andattended by a female MP who is assigned tothe raiding party. When juveniles are thesubjects of a raid, care must be taken to useminimum force. Plans must be made toprocess them separately from adultoffenders. And they must be maintainedseparately until they are released to theirparents or transferred to juvenile facilities.

If a covert agent is operating within thesubject group, he should be advised to beabsent at the time the raid will take place. If he cannot be absent, he must be appre-hended during the raid or given a plausiblemeans of escape. If apprehended, his laterdisposition will depend upon the situation,his mission, and his prior identification as acovert agent to the local police. The identityand description, if possible, of the covertagent should be given to all members of theraiding party to prevent any accidentalshooting of the covert agent.

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CHAPTER 10

Conducting Apprehensions

M ilitary police must be prepared to take CONTENTS

immediate, coordinated action at the scene of Page

a crime. This action sometimes involves AUTHORITY TO APPREHEND . . . . . . . . . . . . .108apprehension. MP must be familiar with APPREHENSION OF JUVENILES . . . . . . . . .109standing operating procedures, laws of apprehension, use of deadly force, handling

MEANS OF APPREHENSION . . . . . . . . . . . . .109

and custody of evidence, and crime scene Cordon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .110Pursuit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .110

protection. In cases involving felony crimes, Contacts and Stops . . . . . . . . . . . . . . . . . . .110

procedures are prearranged for notifying the EXECUTION OF AN AUTHORIZATlON

USACIDC office and other law enforcement TO APPREHEND. . . . . . . . . . . . . . . . . . . . . . . .111

agencies. Prompt investigation can often aid SEARCH IN RELATION TO AN

in the swift apprehension of offenders. APPREHENSION . . . . . . . . . . . . . . . . . . . . . . . . . .112

AUTHORITY TO APPREHEND

MP and civilian guards or police employed by the Army have the same authority toapprehend. Their authority is derived fromthe installation commander’s inherentauthority to maintain order on theinstallation. AR 600-40 affirms that—

All members of the military have theordinary right of private citizens to assistin maintenance of the peace. This includesthe right to apprehend offenders. Citizen’sarrest power is defined by local law. In

exercising this power, care should be takennot to exceed the right granted by law.Service members also must be familiarwith the limits imposed upon militarypersonnel by the Posse Comitatus Act.The restraint of the person imposed underthe provisions of AR 600-40 will not exceedthat reasonably necessary, nor extend beyond the time required to dispose of thecase by transfer of custody to civilauthority or otherwise, under the law.

The laws of most jurisdictions are

relatively clear on the arrest authority of peace officers. They are also somewhatobscure on the authority of privateindividuals. The SJA should be asked toconduct a survey of local laws relating to

citizen’s arrest on and off the installation. Asthe authority for the citizen’s arrest is the lawof the local jurisdiction and not AR 600-40,any variance between it and AR 600-40should be made clear to all concerned.

Limited authority exists to apprehendpersons not subject to the UCMJ. This doesnot mean these offenders go unpunished. If administrative measures are not sufficient,action may be taken as provided in AR 27-40,which sets forth procedures for filing

complaints with US magistrates.In applying the law authorizing appre-

hensions in the capacity of a private person,the following terms must be understood:

A felony is any offense punishable bydeath or imprisonment for more than oneyear.A misdemeanor is any offense not a felony.A breach of the peace is a public offensewhere violence or the threat of violence iscausing or likely to cause an immediate

disturbance of public order. Any act whichinvolves the use of force or the threat of immediate use of force towards the personor property of another is a breach of thepeace.

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A private person is any person other than apeace officer or police officer, whether he isor is not a citizen of a particular state orarea or resident therein. The authority of aprivate person to make an apprehensionmay be broadened under local law.

APPREHENSION

Juveniles may be apprehended under theconditions set forth in AR 600-40. Uponapprehension, MP will follow normalapprehension procedures and SOPs and willnotify juveniles of their legal rights and theoffense for which apprehended.

The authority of MP on an installation, asfar as juveniles not subject to military law areconcerned, is derived from the installation

commander’s inherent authority to maintainorder on the installation.

The general authority placed upon theinstallation commander by Armyregulations gives that commander broadpowers to create policies and publishregulations governing the conduct on post of civilian and dependent juveniles. Theinstallation commander may authorize theMP to make a citizen’s arrest when moreserious criminal offenses are committedon a military reservation by a juvenile.Since state laws may vary regardingcitizen’s arrest power, the SJA isconsulted for guidance.

Immediately upon arrival at the MPstation, the offender’s parents or guardiansmust be notified of the apprehension. Parentsor guardians must also be told of the

juvenile’s rights and the offense for whichapprehended.

Generally, it is restricted to felonies and breaches of the peace.

The phrase “in his presence” means thatan act occurs within range of any of theperson’s five senses.

OF JUVENILES

The initial interview of a juvenile isnormally done by the MP immediately afterapprehension. During the initial interview,the parents are read the youth’s legal rights,acquainted with the facts of the suspectedoffense, and given an appointment to meetwith the juvenile officer as soon as ispracticable. After the MP duty officer or dutyinvestigator has conducted the initialinterview, the youth will be released to the

parents. If a major offense such as rape orarmed robbery is involved, the initialinterview is deferred to the appropriateauthorities who have jurisdiction. The

juvenile will be released to civil authoritiesfor detention upon completion of the initialinterview. See FM 19-20 for more detaileddiscussion of interviewing juveniles.

Juveniles may be referred to legal state juvenile courts. An MPI may refer a juvenilewhom he apprehends in the course of unlawful activity, takes into custody via acomplaint, or apprehends as a result of anongoing investigation.

DA Form 3997 will not list names of juvenile subjects, their parents or sponsors,or the juvenile victims of such offenses asrape or child molestation. Refer to AR 190-45for detailed procedures. The desk blotter mustindicate that the person is a minor withprotected identity.

MEANS OF APPREHENSION

The need to apprehend an offender can apprehension. A plan of action for each typeoccur with little warning. It can happen at of apprehension is immediately available toany time. Speed in erecting barricades, the desk sergeant. The plan considers theredeploying patrol units, and performing placement of temporary roadblocks,similar actions are necessary for rapid checkpoints, and methods of alerting patrol

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units. It considers decisions on when to uselights and sirens. It considers traffic controlin the operations area. It considers locationand employment of specialized equipmentand communications requirements. Itconsiders evacuation of bystanders and theapprehension of offenders at the scene of thecrime. It considers the pursuit of armedsuspects and area searches for suspects andwitnesses. It considers coordinating withother military, federal, and civil lawenforcement agencies. And it considerssecuring crime scenes for investigators.

CORDONPatrols converging on the scene of a crime

may establish a hasty cordon. Reservepersonnel, temporary barricades, and otherdevices are used by MP to complete the

encirclement of the area. All personnelstationed along the cordon prevent entry of unauthorized persons. A separate force isnormally used to accomplish the actualapprehension. All cordon MP are given adescription of the person, vehicle, or propertysought. Action is not delayed to awaitaccurate, detailed descriptions.

Checkpoints and barricades are used whenfugitives are known to be proceeding along adefinite route or in a definite direction. Thishelps to block their escape.

PURSUITFormal written arrangements between

military and local civilian police are requiredfor “hot pursuits.” These agreements setforth procedures to be followed andlimitations imposed on hot pursuits. Theseagreements provide for mutual assistanceduring pursuits. MP must not leave their

jurisdiction without written arrangements.Hot pursuit is a direct, continuing pursuitwith the immediate probability of apprehension. When apprehended, the samesearch may be made as is authorized for anylawful apprehension.

Because of the danger involved in high-speedpursuits, specific guidance is provided. MPpolicy specifies types of offenses that justify

a high-speed pursuit. Pursuit of an armedrobbery suspect is normally warranted. Thedangerous pursuit of traffic violators ismuch less justified. Lights and sirens arealways used in pursuits. Normally only onevehicle will use a siren. When twoemergency vehicles approach the sameintersection from different directions, thesound of each siren tends to mask that of theother. This increases the chances of thevehicles colliding.

Emergency and pursuit vehicles areexempt from most traffic regulations. Apursuit is never carried to the extent that thesafety of bystanders or the MP is endangered.MP do not operate military vehicles in areckless manner during pursuits or partici-pate in unlawful pursuits. If necessary, thepursuit is terminated.

Pursuit cutoff speeds are set based on localpolicy. The same speed on a range road would be excessive in a housing area. Other vehiclesare not passed on the right. If a driver doesnot see the MP vehicle approach until it isvery close, he may instinctively pull to theright to allow it to pass. This could cause aserious accident. Intersections must beapproached with caution as not everyonehears or heeds warning lights and sirens.

MP never fire weapons from a moving

vehicle. Bystanders could be hit with missedshots and ricochets. MP in pursuing vehicleskeep the MP station constantly advised of their location and direction of travel. Thiswill allow a multiunit pursuit to be initiatedand coordinated.

CONTACTS AND STOPSAn MP or commander must conclude that

an apprehension or stop is justified. If not,communication with a person begins with acontact. Contacts and stops are similar

actions but have differences. (See Chapter 5.)MP must stop any person they reasonably

suspect has committed, is committing, or isabout to commit a crime. This action must bein a place the MP has a right to be. Both

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pedestrians and occupants of vehicles can bestopped. If a soldier who is stopped is asuspect and is to be questioned, the MP mustread him his Article 31 rights.

The term “reasonable suspicion” cannot beprecisely defined. The stop must be based on

more than a hunch. The MP must be able tostate specific facts for his decision to stop theindividual. Factors to be used in determiningreasonable suspicion are—

Personal appearance. Does the persongenerally fit the description of the personwanted for a known offense? Does heappear to have a recent injury? Does heappear to be under the influence of alcoholor drugs?Actions. Is he running away from anactual or possible crime scene? Is heotherwise behaving in a manner toindicate possible criminal conduct?Prior knowledge of the person. Does theperson have an arrest or conviction

record? What is the person’s reputation onpost or in the unit?Demeanor during contacts. Does theperson act evasive or suspicious orknowingly give false information whenquestioned? This behavior may be a basisfor a stop after the initial contact.Area of the stop. Is the person near an areaknown for the commission of certaincrimes? Is it a high crime area?Time of day. Is it a very late hour? Is itusual for people to be in the area at thistime of day? Is it the time of day whencriminal activity of the kind suspectedusually occurs?Police training and experience. Does theMP making the stop have the training todetermine if the pattern of conduct sets amodus operandi for that type of crime?Source of the information. Can sources of information be used to establish probablecause?

EXECUTION OF AN AUTHORIZATION TO APPREHEND

MP must have a search warrant to enter athird party’s residence to execute anapprehension. When MP are not authorizedto apprehend there must be an emergencysituation or consent must be given before MPmay enter private quarters, bachelor officers’quarters (BOQ), and bachelor enlistedquarters (BEQ), on or off post, to apprehend.Authorization is not needed to apprehend in barracks; however it is encouraged.

A commander, military judge, ormagistrate may authorize an apprehensionat private quarters, BOQ, or BEQ. Theauthorizing official must have jurisdiction toorder such apprehension. There is norequirement to have both an apprehensionand a search warrant unless the authorizingofficial has found both probable cause to

search and probable cause to apprehend.There is probable cause to apprehend whenthere are reasonable grounds to believe thatan offense has been committed. There also isprobable cause to apprehend when it is

believed that the individual to beapprehended has committed the offense. Allcommissioned officers, warrant officers,petty officers, noncommissioned officers,and DOD police officers and guards mayapprehend persons when there is probablecause for such apprehension.

Timeliness of the information is a keyfactor in proving probable cause. Forexample, we may have reliable informationfrom an informant who has proven reliablein the past. He obtained his information 30days ago by personal observation. The factthat the offense was committed 30 days agoand was based on personal observation froma reliable informant gives us probable causeto apprehend. It does not give probablecause to search an area under the exclusive

control of the offender. If a small quantity of drugs was seen in the offender’s possession30 days ago in the company billets, thiswould not give probable cause to search the

billets today. There would be no basis to

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believe that the drugs are still present. knowledge test and reliability test must beHowever, a basis for apprehension and for a satisfied in determining the existence of search incident to the apprehension still probable cause.exists. Additionally, both the basis of

SEARCH IN RELATION TO AN APPREHENSION

During an apprehension the suspect issubject to a full search of his person. Thesearch is lawful only if there is probablecause for making the apprehension. Anysearch has both time and geographicallimits. During the apprehension, orimmediately afterwards, the MP must tellthe suspect he is being apprehended andstate the specific offense. The apprehendingMP may search not only the suspect but also

the area immediately around the suspect.Searches are limited to the area in which aperson can reach a weapon or destroyevidence. This includes any distance fromwhich a weapon could be reached by asudden lunge, leap, or dive from where thesuspect is.

If a driver or passenger in an automobile isplaced under apprehension, a search of theclosed and locked trunk is not justified asincident to that apprehension. But the MPmay search the passenger compartment of

the automobile. This includes all containersfound in the passenger compartment.(“Containers” denotes any object capable of holding another object.) This search mayalso include closed or open glovecompartments or consoles. Other receptacleslocated anywhere within the passengercompartment, such as luggage, boxes, bags,clothing, and so forth, are subject to search.

Normally, MP do not make a full search of a traffic offender. However, if the offenderleads MP to believe he may be armed or a

threat to the MP’s safety, the person may befrisked. If MP believe the offender isconcealing evidence of a crime, then MPhave probable cause to search the offenderand the offender’s car.

If a person is stopped for speeding and MPsee him make a motion to place somethingunder the front seat or grab something fromunder the front seat, it is permissible to friskthe person and check the immediate area. If,when issuing a traffic citation or making anapprehension, MP view items in plain viewthat they believe are evidence of a crime,they may seize, these items even though theyare not on the person or in the immediate

area.Prior knowledge of past violent behavior

may provide justification for searching anindividual. Under unusual circumstances,search of the individual and the immediatearea can be made at a different time or place.One reason for doing this is that apotentially unruly crowd may have gatheredwhere the initial apprehension took place.The search could not be conducted at thetime and place of apprehension for securityreasons or for crowd control reasons.

Lighting conditions are another validreason.

Information gathered at the time of apprehension may indicate that seizableitems are on the premises and in immediatedanger of destruction, concealment, orremoval. In this case the MP mayimmediately search for and seize theseitems.

When an apprehension is made at aperson’s on-post quarters, the apprehendingMP makes a cursory view of the premises to

see if other people are present who mayimpede the apprehension. If, while makingthe cursory view, other items come into plainview that would aid in a criminalprosecution, these items are also seized.

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A person who is apprehended at hisquarters or place of business may have toobtain wearing apparel or a change of clothing for a stay at the detention cell. If the apprehended person requests permissionto gather other things to bring with him, the

MP may search the immediate area wherethe additional materials are located. This isdone to protect the apprehending MP and toprevent the destruction of evidence. The MPmay not, however, move the suspectthroughout the home simply in order tosearch other rooms.

When an apprehended person has noreasonable expectation of privacy, theapprehending MP may make an inspectionof the entire area. For example, an MP isinvestigating a break-in of the auto craftsshop. He finds the door jimmied and enters

to find an individual in the garage. The MPcan inspect the entire crafts shop, lookingfor other evidence of a crime. This is becausethe suspect cannot have an expectation of privacy in the crafts shop.

When there has been a lawful appre-hension and the person has been takento the MP station or the person consented togo to the MP station, the following actionsmay be compelled:

Fingernail scrapings if there is probablecause to believe that such scrapings willaid in a criminal prosecution.Fingerprints.Voice exemplars.Handwriting exemplars.Bite plates to identify teeth marks whenthere- is probable cause to believe thatsuch evidence will aid in a criminalprosecution.

The rights warning is not required to takethese actions as the individual is not beinginterrogated and is not being asked to makea statement. The Fifth Amendment onlycovers “testimonial communication” andnot the physical display of the body orsimilar actions.

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CHAPTER 11

Employing Military Working Dog Teams

M ilitary working dog teams support a

variety of MP operations. They are used inpeacetime environments to extend MPresources. And on the battlefield MWDteams can support MP tactical unitsinvolved in all MP missions. The MWDteams can prove an additional asset forsecurity measures. MWD teams can be usedto help MP deter and detect the enemy. In

CONTENTS

Page

PATROL DOG TEAMS . . . . . . . . . . . . . . . . . .114In Peacetime Environments...................115In Combat Areas.................................116

NARCOTICS DETECTOR DOG TEAMS. . .116

EXPLOSIVES DETECTOR DOG TEAMS....117

peacetime MWD teams make a valuable Installation PMs can enhance thecontribution in the detection, investigation, effectiveness of law enforcement operationsor prevention of criminal activity. by employing MWD teams.

PATROL DOG TEAMSThe functions of MWD teams focus on the

skills of the dog. The patrol dog is the basicArmy MWD. All of the MWD employmentconcepts that have been developed revolvearound the basic skills of the Army patroldog. Some patrol dogs may subsequently betrained in additional skills, such as tracking,narcotics detection, and explosivesdetection.

The decision to employ patrol dogs must beweighed carefully by the responsiblecommander to be sure that if patrol dogteams are committed, all lesser means of force have been reasonably attempted andhave failed. PMs, security officers, or MPcommanders will establish proceduresgoverning the release of patrol dogsconsistent with Army use of force policy (seeAR 190-12 and AR 190-28).

Patrol dog teams are not generally used fortraffic control or accident investigationduties. If exceptional circumstances requirethat they perform these duties, the dog is

secured in the vehicle. The patrol dog istrained todetectingpersonnelsecondary

114

perform the primary function of the presence of unauthorizedand warning its handler. Thefunction of the patrol dog is to

pursue, attack, and hold any intruder whoattempts to avoid apprehension or escapefrom custody. Releasing the dog constitutesthe conscious application of physical force.Patrol dogs may be released to apprehend anintruder who is suspected of committing aserious offense and tries to escape or usedeadly force.

Patrol dogs must be used cautiously inconfrontation situations, since theirpresence could aggravate a situation. Unlikepeople, a patrol dog does not fear an armedperson and, if fired at, will pursue andattack. A patrol dog handler who isconfronted (for example, in a club or housingarea) avoids entering a building or a closedarea alone with the patrol dog. The handlerwithdraws safely from a confrontationalsituation and then immediately reports theincident to his supervisor so that necessaryactions can be taken.

Patrol dogs are not to be used for crowdcontrol or direct confrontation with

demonstrators unless determined to benecessary by the responsible commander.Use of patrol dog teams for directconfrontation with demonstrators is notrecommended. The duty of the MP is to

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prevent escape or effect a lawful apprehensionof a person engaged in a criminal act. In acrowd situation, there is no certainty that apatrol dog will attack, pursue, and hold theperson against whom the dog has beenreleased. Therefore, under no circumstances

will dogs be released in a crowd.Using patrol dogs in dependent housing orin the vicinity of troop billets helps detercriminal actions. The team has the ability tomove quickly from one area to another, butactual patrolling of housing and billet areasis done mostly dismounted.

IN PEACETIME ENVIRONMENTSA patrol dog team may be used on gate

duty or other entry control functions. Thedog’s primary function is deterrence and

protection of the handler. Use of MWD teamsfor entry control, however, is notrecommended because of the high volume of traffic, the large number of distractions, andthe reduction of the handler’s ability tomaintain positive control over the dog.

If circumstances necessitate using MWDteams at entry control points, the dog is notconfined inside a gate house where it cannotrespond to its handler if needed. Further, theMWD team will need to be frequently movedto other duties to keep the dog alert and

proficient.The primary function of a patrol dog teamon a fixed post is surveillance over an area or

building. If used outside, the team is locateddownwind where the dog can detect anintruder by scent, sound, or sight. If this isnot possible, the team is located so anintruder can be detected by sight and sound.When used inside, the dog depends mostly onhis hearing. Other MP maybe used with dogteams on fixed posts.

The patrol dog’s contribution to the lawenforcement effort is most effective when theteam is used on foot patrol. Some of the lawenforcement duties that a patrol dog teamcan do as a walking patrol include checkingor clearing buildings and patrolling parkinglots, family housing areas, and troop billet

areas. Patrol dog teams used to escort andsafeguard funds may deter some people fromattempting to rob the courier.

Giving patrol dog teams a mobilecapability significantly increases theirpotential area of coverage and allows theteams to perform a greater range of functions during a duty shift. The team isnormally unaccompanied, but other MP maygo with the team when the need arises.

Mobile patrols are most effective when thepatrol dog team uses the ride-awhile, walk-awhile method. The team is able to helpcover a large patrol area, and the periodicexercise helps to keep the dog alert.

The patrol dog team can check buildingsvisually while patrolling by vehicle. The

patrol dog team can also stop and dismountso the handler can physically check doorsand windows. To take maximum advantageof the dog’s scenting ability, the handlerapproaches buildings from downwind.

To check identification or to apprehend,the handler always warns the person that if he or she displays any hostility to the patrolor to the handler, the dog will attack withoutcommand. Once the handler has beenalerted by the dog, it becomes theresponsibility of the handler to cope with the

situation in the most appropriate manner.Frequently, the appropriate action is to keepthe intruder or area under surveillance untilother MP personnel can arrive. After anapprehension, a search is always done withthe patrol dog in the guard position. A backup MP patrol is used to transportapprehended personnel.

Dog teams are useful to detect andapprehend thieves and vandals in vehicleparking lots. Also, the presence of the patroldog team may deter potential acts of theftand vandalism. The team can be mosteffective by alternating between vehicle andfoot patrol in a parking lot. During hours of darkness, when there is no activity in aparking lot, the team approaches the lotfrom the downwind side.

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If a building is open or forced entry isevident, patrol dog teams may be used totrack hidden intruders from point of penetration to their location. In respondingto an alarm at facilities such as clubs,finance offices, or banks, the patrol dog team

should be among the first MP on the scene.When the need for tracking arises,

personnel who are on the scene avoid thearea and keep other personnel from enteringthe tracking area. This will reducecontamination of the area with extraneousor confusing scents.

The dog begins tracking as soon aspossible because success often depends onthe strength of the available scent. Thepassage of time, wind strength, and otherenvironmental conditions will affect thestrength of the scent. Human scent adhereswell to grass and brush which can improvethe chances of success. Paved or gravel areasand strong scents such as fertilizer, burnedgrass, or spilled oil or gasoline impede thetracking ability. Human scent remainslonger on cool, moist ground. Directsunlight, extremely dry ground, or heavyrain dissolves scent rapidly, makingtracking more difficult.

The methods used to track lost personnel,especially children, are different from thoseused to track a fleeing suspect. Only dogswho have been trained to track successfullyfor lost personnel are used, to avoid anydanger of harming innocent persons.

Not all patrol dogs have been trained totrack. Among the dogs trained to track, notall have the same tracking ability. Thekennel master must know which of his

assigned patrol dogs are good trackers anduse the best patrol dogs for trackingmissions.

IN COMBAT AREAS

MWD teams provide support for crime

prevention and law enforcement activities.MWD teams may be employed in routinepatrol duties in heavily populated areas withsafety and efficiency. They can be used tosupport police operations in searching crimescenes. They can track fleeing saboteurs.They can clear buildings of sympathizers orstay-behind pilferers. They can alsoapprehend criminal offenders. MWD teamscan perform perimeter security duties atisolated activities. Patrol dogs may beemployed on fixed security posts or inconjunction with security patrols. MWD

teams can protect ammunition supply pointsand critical resupply areas. They can protect bridges, railway marshaling areas, andairfields. They can work with MP securityunits at remote communications sites and atisolated MP circulation control points. Theyare also highly useful in cordon and searchoperations. In fact, on the battlefield just asin a peacetime environment, MWD teams areuseful wherever the dogs’ highly developedsenses of smell and hearing can be used todetect the presence and location of otherwiseinvisible intruders or enemy. (The use of dogs

in the vicinity of petroleum, oil, and lubricantpoints must be infrequent and of shortduration because of damaging effects onpaws and to sense of smell.) In additionexplosives detector dogs have been trained todiscriminate the scent of explosives. Theymay be used in detecting, tracking, andsearching buildings, aircraft, and vehicles toprotect government property and personnel.

NARCOTICS DETECTOR DOG TEAMS

The abuse of drugs by military personnel, particularly to the military community fromtheir dependents, and civilians, who may those who sell or abuse drugs.enter military areas for work, business, orrecreation, presents a continuing problem for Narcotics detector dogs serve as effectivethe Army. Every effort must be made to investigative tools for trained personnel inreduce the potential danger to society and detecting narcotics and other contraband

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The most common use of EDD teams, andprobably the most important, is to searchareas or buildings against which a bombthreat has been made. A well-trained EDDteam can conduct a significantly moreeffective search of any area or facility thanalmost any number of people. However, when

persons who work in the specific, threatenedarea are available to identify unfamiliarobjects, planners should consider theircontribution to an EDD search. If the dogalerts during an actual search, explosivesordnance disposal (EOD) personnel areimmediately notified of the location of thealert. EOD will dispose of any suspect devicesor objects. Using EDD teams also helps toreduce the potential risk to persons whowould otherwise have to do the searchwithout benefit of the dog’s superior sense of smell. Neither the MP nor any other personattempts to move, open, or tamper with anyobject suspected of being an explosive deviceunless they have been specifically trained todo so.

EDD teams can be useful in manyinvestigations involving almost any type of weapon, ammunition, or explosive. They areparticularly useful if there is a need to locate

one or more items which may have beenhidden in an area.

The most frequent tasks performed byEDD teams are in response to bomb threatsagainst military or civilian resources. Thegeneral requirements for providing EDDteam support to civil authorities is stated in

AR 190-12. However, many units are alsousing EDD teams in random searches atentry control points, for inspection of troopand family housing areas, and for checks of aircraft and aircraft areas; sensitive or highvalue equipment storage areas; and mail, baggage, freight shipments, and so forth.The expanded use of EDD teams for thesefunctions presents many of the same legalproblems for explosives searches that arecharacteristic of narcotics detector dog teamsearches for drugs. Whenever the operationalsituation may result in the apprehension and

possible criminal prosecution of offenders,the procedural and record-keepingrequirements defined in AR 190-12 apply toEDD teams. However, compliance withprocedural requirements is not to be anobstacle to protecting life and property. TheEDD handler is always prepared to establishthe EDD team’s credibility with training,utilization, and proficiency records.

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CHAPTER 12

Enforcing Customs Laws and Regulations

In some locales MP may be called upon toenforce US customs laws and regulations.MP may be tasked to visually inspect bothincoming and outgoing mail at local Armypost offices for customs violations. MP may

be aided by military narcotics or explosivesdetector dogs in performing these customsinspections. Mail containing narcotics,explosives, or other contraband is processedin accordance with directives issued byDepartment of the Army.

MP may be required to operate controlposts and border patrols and to supervisecrossing points at international borders.Many countries control the movement of

military personnel and civilians at their borders. Border control is maintained forreasons of security, customs and tariff enforcement, protection of the civilianeconomy, and apprehension of criminals,absentees, and persons of intelligenceinterest. Control is maintained through theestablishment of authorized road or railcrossing points, border patrols, control posts,and, if feasible, liaison with authorities of neighboring countries. Prohibited orrestricted zones are often used to help controlcirculation at borders.

In border control, MP normally coordinatewith host country police, counterintelligenceunits, and civil affairs units. Border controlposts and patrols are also furnished borderalarms. They are to watch for individuals oritems that may be involved in criminal andcustoms offenses. Normal procedures forchecking personnel, luggage, vehicles, anddocuments at border crossing points includethe following requirements for MP customspersonnel:

Establish the identity and purpose of US

forces members crossing borders andexamine vehicles and travel documents.Instruct US forces members to make oral

C O N T E N T S

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MILITARY CUSTOMS INSPECTORS......120

CUSTOMS OPERATIONS PROCEDURES..121

or written customs declarations asrequired.Conduct searches of vehicles, luggage,and any other property being imported orexported by US forces personnel.Seize contraband items that are inviolation of customs regulations. In allcases where property or contraband isseized, DA Form 4137 will be prepared infour copies.

MP customs personnel concern themselveswith individuals subject to militaryauthority who enter or leave aninternational port or control point of a hostcountry. Members of US forces may bereferred to MP customs inspectors by hostcountry authorities for partial or final borderprocessing.

MP in HNs may be tasked to enforcecustoms laws and regulations in support of local government officials. US militaryenforcement of customs laws of countries inwhich US forces are stationed is often part of

agreements like the NATO SOFA betweenthe United States and the host nation. Underagreements MP enforce customs laws of thehost country with respect to US forcespersonnel and their dependents. MP help—

Prevent the illegal sale or transfer into thelocal economy of US forces’ goods whichenter the country free of customs duty andtaxes.Authenticate and issue customs importdocuments to members of the US forcesfor importation of personal property

(except for hold baggage or householdgoods which enter as official consign-ments of the US forces).

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Issue permits to transfer customs/duty-freepersonal property to nonmembers of USforces.Verify the status of retired US forcespersonnel residing in the country so thatthese personnel, who are not members of the US forces as defined in the SOFA,may apply to the host country customsauthority for customs certificates. Thesecertificates entitle them to purchase itemsin commissaries and post exchangeswithout payment of import duties or taxes.

Work with host country border police andcustoms agents to prevent import/exportviolations by members of the US forces.At overseas airports MP customs

personnel may be tasked to provide customscontrol. They may make customs andantihijack inspections for all outbound

military and civilian personnel and familymembers and accompanying baggagepending departure on Military AirliftCommand (MAC) charter aircraft. They arealso tasked to prevent contraband,unauthorized weapons, and illegal drugsand narcotics from being introduced intoCONUS or the HN.

The enforcement of administrative MACregulations is beyond the scope and range of MP customs inspector duties (for example,oversize baggage is rejected only by MAC

counter personnel). Safety and securityrequirements, however, are enforced by theMP customs inspectors.

US military customs personnel assigned toduty at ports and control points are grantedauthority to apprehend and detain anyperson subject to the UCMJ who—

Avoids, or attempts to avoid, a customsinspection.Fails to make a declaration required bylaw, or who is suspected of making a falsedeclaration.Conceals, or attempts to conceal, anyproperty’ or goods from a customsinspection.Illegally enters, leaves, or attemptsillegally to enter or leave any area underUS control or HN control.

MP custom inspectors must be familiarwith the various types of US passports andother identification documents that areshown to them at ports of entry and bordercrossing points. AR 600-290, AR 640-3, andAR 630-5 provide pertinent information.Command directives may also providespecial requirements, such as the US Army,Europe (USAREUR) requirement, that a“Certificate of Status” be stamped in thepassports of dependents of members of theUS forces or civilian component.

MILITARY CUSTOMS INSPECTORS

DOD Regulation 5030.49-R provides forthe selection and training of militarycustoms inspectors. These inspectors checkhousehold goods and hold baggage andcertify them as customs-processed. Theyfunction under the supervision of designatedcommanders and in close cooperation withTransportation Corps personnel. They aretrained and certified by the MP customsunits which also monitor and spot-check

their operations. A friendly and courteousattitude by MP customs inspectorsrequired for all public contact. Suchattitude promotes the cooperation

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isanof

passengers, enhances enforcement, andfosters a favorable image of the MP. Beforeassuming MP customs inspector duties,personnel are trained and oriented torecognize various types of narcotic drugs.(See FM 19-20 for a detailed discussion ondrugs.) Customs inspectors also receiveannual refresher training and daily

briefings before assuming shift duty.As questions and special situations arise,

all MP customs inspectors refer unresolvedproblems to their respective squad leader,the field office NCOIC, the detachment com-mander, or group headquarters, as required.

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Information is available so that on-dutycustoms personnel can contact supervisorypersonnel on a 24-hour basis.

When personnel are apprehended, MACcounter personnel are notified immediately.Removal of Army personnel from a flight for

a felonious act or for suspicion of a feloniousact is coordinated through the MAC and theArmy Aerial Port Liaison Office. Air Forcepersonnel or other service personnelcommitting felonious acts or suspected of committing such acts are referred to the AirForce security police. Aggravated oruncorrectable offenses will be cause for theoffender to be cited on DA Form 3975.

Military personnel who refuse to submitthemselves or their baggage for inspectionwill be ordered to comply. If they continue to

refuse, MAC counter personnel will benotified, an offense report issued forviolation of Article 92, UCMJ, and theoffender released to proper service police forreturn to unit or origin. Civilian personnelwho refuse to have themselves or their

baggage inspected will be advised thatrefusal can cause them to be deleted from theMAC aircraft passenger manifest. If theycontinue to refuse, MAC counter personnelwill be notified, a written report issuedconcerning the incident, and the civilianconcerned will not be allowed to pass thecheckpoint.

Detailed searches will be performed on allpersonnel detected to be in possession of prohibited drugs, prohibited items,contraband, unregistered weapons, and/orpersonnel attempting surreptitious entry or

engaging in actions to circumvent controlsof customs checkpoints.

MP customs supervisory personnel willobserve the influx and circulation of passengers to detect suspicious or evasiveactions.

The technique of spot-checking isemployed when necessary at the baggagecheckpoint and whenever appropriate at thepersonnel checkpoint. Calculated, ratherthan random, judgment must be applied.Many factors must be considered. Forexample, hijackers often displaynervousness and may attempt evasion atcheckpoints. The neat, orderly-lookingsoldier is less suspect of carryingcontraband than the sullen or boisterousone. Talking to a passenger undergoingcustoms processing is essential to detect

nervousness or evasion. Experience,alertness, and the application of good judgment are the keys to proper enforcementtechniques.

An amnesty box is made available to allpassengers and crew members for deposit of prohibited or nonadmissible articles prior toinspection/examination. Transactionsinvolving the amnesty box will not bechallenged. In addition, personnel are madeaware that the box can be used to discardexplosives. In such an event, or if a

suspicion exists, the area must beimmediately cleared and Air Force and EODrepresentatives notified. The routineemptying of amnesty box contents will beaccomplished in the presence of authorizedpersonnel in strict accordance with commanddirectives, maintaining detailed inventories.

CUSTOMS OPERATIONS PROCEDURES

Five MP customs inspectors are A baggage checkpoint and a personnelconsidered ideal coverage at an average size checkpoint are established within the mainairport. One of the five MP inspectors should airport building to process passengers and

be a female to facilitate the search of female their accompanying baggage. The baggagepassengers and hand-carried baggage. checkpoint is located near the entrance door.

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All personnel who enter the main processingarea of the passenger terminal are requiredto pass this checkpoint. Emergency doorsproviding bypass capabilities will be keptclosed and posted to preclude unauthorizedpassage. The purpose of the checkpoint is todetect and prevent baggaged contraband

from being stowed in the cargo compartmentof the aircraft.

All passengers presenting themselves for baggage inspection are asked if they haveany weapons, contraband, prohibited items,or prohibited drugs. Declared items are thenexamined for proper documentation.Firearms and ammunition must be listed onorders and have all required treasury andcustoms forms or a certificate of priorCONUS possession attached. They mustthen be repacked in baggage to be stowed in

the cargo compartment of the aircraft. Smallarms ammunition must be packedindividually in complete lots and must notexceed 1,000 rounds. Drugs must beconsistent with prescriptions and be inreasonable quantities for use only duringpending trip and related leave. Anycontraband, prohibited items, or prohibiteddrugs will be seized, a receipt given, and anoffense report rendered. Personnel whosurrender prohibited drugs or explosives will

be apprehended.

When possible all cargo compartment baggage is inspected. Under nocircumstances will the customs checkingprocedure be the cause for delay in loadingan aircraft. Spot checks may be performedwhen passenger volume exceeds thecapability of MP customs personnel.

Before a customs inspection is done at baggage checkpoints and before passengersenter the main processing area, MP customsinspectors brief all departing personnel onthe location of the amnesty box and itspurpose. Passengers are told that once a

customs check is done the amnesty box canno longer be used to discard prohibiteditems. Passengers also are told thatdetection that discloses an offense will result

in the issuance of an offense report andsubsequent disciplinary or administrativeaction.

The personnel checkpoint will be locatedat the entrance of a customs exclusion area.The checkpoint will be opened uponannouncement by MAC personnel thatprocessing for a specific flight is initiated.The purpose of the checkpoint is to detectcontraband on the person or within items to

be handcarried aboard the aircraft. Thecheckpoint provides a last, formal,predeparture, antihijack security check.Personnel will be required to enter thecustoms exclusion area through curtained booths. Their identification cards andpassports will be checked. They will be givena body frisk or required to pass through ametal detection device as appropriate.Personnel in possession of prohibited drugs

or weapons and explosives will beapprehended and MAC counter personnelnotified.

Baggage which is offered for customsinspection will be thoroughly examined forcontraband, prohibited items, prohibiteddrugs, and weapons. Probes may be used tohelp detect prohibited drugs. Discoveredcontraband, prohibited items, prohibiteddrugs, concealed weapons, and USgovernment property, including undeclared,unregistered firearms equipment, will be

seized if no proof of ownership is producedduring customs checks. A receipt will beissued and disposition accomplished incompliance with command directives.Personnel who possess suspected prohibiteddrugs or explosives will be apprehended andMAC counter personnel notified. Personnelwho possess other contraband and/orprohibited items will be permitted to proceedafter being cited, unless a felonious act isinvolved.

Personnel processed into the customsexclusion area remain within this area until

their flight departs. Personnel who exit thecustoms exclusion area prior to theirscheduled departure must be rechecked upontheir reentry.

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A complete body search will be directedwhenever the MP customs inspector suspectsthat a passenger has weapons, contraband,prohibited items, or prohibited drugs on hisperson. If a complete body or strip search isdeemed necessary, this will be accomplishedin a private area with at least one witnesspresent.

Female passengers normally proceed intothe customs exclusion area ahead of male

passengers and are inspected by enlistedfemale customs inspectors. If valid suspicionexists, female MP customs inspectors willsearch female passengers. Male customsinspectors will not, under any circum-stances, allow themselves to be inside a

curtained booth with a female passenger.The hand-carried items of all passengers aresubject to inspection.

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PART THREE

INVESTIGATIONS

Military police conduct official inquiriesinto incidents and crimes involving the

military community. Such investigations area primary means of protecting andenhancing the commander’s order anddiscipline.

All MP conduct preliminary investiga-tions. MP routinely make inquiries to learnthe facts about incidents to which they have been called. Based on their inquiry, MP helpdetermine the outcome of an incident byresolving the problem, referring the problemto helping agencies, or determining the needfor a full-scale investigation by a trainedinvestigator.

Military investigators conduct systematicand impartial investigations to uncover thetruth. They seek to determine if a crime has been committed and to discover evidence of who has committed it. They administeroaths pursuant to Article 136(b)(4), UCMJ(see AR 600-40 and MCM). They find,protect, collect, and preserve evidencediscovered at the crime scene or elsewhere.They document their findings and theiractions with careful records. They ensureevidence is accounted for by a complete

chain of custody to allow it to be admissiblein court. They conduct interviews andinterrogations in a manner that ensuresdepositions, statements, admissions, andconfessions can be accepted in court. And asprofessional fact finders they maintainunquestionable integrity in the course of conducting their investigations. They treatvictims of and witnesses to a crime withdignity, courtesy, and consideration, andassist them in obtaining medical or socialservices if needed or requested. Their charteris to impartially find, examine, and make

available evidence that will clear theinnocent and allow prosecution of the guilty.

Full-scale investigations are conducted byMPIs and enlisted special agents (MOS 95D)

or warrant officers assigned to USACIDC.Responsibility for the investigation depends

on the nature of the incident and theelements of the crime. The MPIs workdirectly for the PM. Special agents supportthe local PM but are under the direct controlof USACIDC. Close and positive liaison ismaintained between the PM office and theUSACIDC support element.

With the approval of the commanderconcerned, MPIs may provide assistance toUSACIDC whenever USACIDC assumesresponsibility for an investigation fromMPIs. Additionally, when requested by aUSACIDC unit commander or special agentin charge, a supported commander mayprovide MPI assistance to USACIDC on acase-by-case basis for a limited time.Likewise, MPIs may request and obtainUSACIDC assistance on a case-by-case

basis.

Joint MPI/USACIDC teams have beencreated at some installations for specializedinvestigative missions such as drugsuppression, black market, and criminalinformation. Joint teams have increased theeffectiveness of total community law

enforcement efforts in areas that shareoverlapping investigative or enforcementresponsibilities. Such joint teams are created

by formal memorandums of understanding between the local PM and the responsibleUSACIDC supervisor.

In a peacetime environment, criminalinvestigations conducted by militaryinvestigators receive intense effort andsupport. During combat such investigationsmay not receive the same effort and support.HN authorities, if available, will also

provide investigative support to the battlefield.

The PM directs when, what type, andunder what circumstances to begin criminal

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INVESTIGATIONS

investigations that fall within their purview.Although effort is made to adequately andthoroughly investigate such crimes,investigations are not allowed to interferewith accomplishment of a combat mission.USACIDC will maintain a dedicatedinvestigative force on the battlefield to

investigate serious crime affecting the battlefield capabilities of the supportedcommander. When combat operations takepriority, MPIs and MP will only be able togather the essential who, what, when, where,why, and how of the crime. The informationwill be passed to the PM operations section,where it will be reviewed and forwarded tothe G1 and the appropriate unit commander.The operations section will also makeappropriate referrals to USACIDC of reported crimes within their command. SeeFM 19-20 for more information on criminal

investigations.Two types of criminal investigations are

performed by MP on the battlefield. Minorcrimes are investigated by personnel fromMP company operations sections. In acombat environment, few MP investigationsof minor incidents will be required. Majorincidents involve death, serious bodily

injury, war crimes, and major property lossor damage. MP may verify such majorincidents if operational priorities permit.These incidents will be referred, whetherverified or not, to criminal investigatorsassigned to USACIDC.

The number of MP used for criminalinvestigation operations is directly related tothe level and intensity of the battle. MPIs areassigned to MP companies in division andabove to conduct criminal investigations.These MPIs are shown in their company’sTOE by the skill identifier V5. Althougheach company has trained investigators, incombat these investigators may not beavailable at all times. They may be onmissions having higher priority. Therefore,every MP team must be able to gather basicinformation about battlefield crimes.

USACIDC investigators on the battlefieldare usually collocated with MP unit HQ forease of coordination and support. Butcommand and control of these investigatorsusually stays within the USACIDC chain of command. Organization and employment of USACIDC investigators during combatoperations is discussed in FM 19-1.

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CHAPTER 13

Law and Order Investigations

The investigation of disruptive ordangerous behavior is a necessary part of any command’s effort to maintain goodorder and discipline.

INVESTIGATING DOMESTIC

DISTURBANCES

The role of MP in domestic disturbances isto restore order. MP are to stop the conflictand convince the individuals to regaincontrol of their actions. The MP are to ensurethat all family members are safe and havenot been harmed. In incidents involving

suspected spousal abuse see AR 608-1.Domestic disturbances are one of the most

dangerous types of activities in which theMP can become involved. Every year, a greatmany law enforcement officers are killed orinjured in responding to domesticdisturbances. MP know that eachdisturbance is different and must be treatedindividually.

MP are trained in methods of handlingdomestic disturbances. Their training givesthem the specific skills and methods they

need to handle crisis situations. The supportsystems available to MP enable them tointervene in domestic disturbances. Becausecommunication and transportation systemsare constantly available to MP, MP canrespond immediately to disturbances 24hours a day. MP also have the authority tophysically intervene in domesticdisturbances and to apprehend disputants if necessary.

In answering domestic disturbance calls,MP must have all available information on

the family and the situation. When receivinga domestic disturbance call, the MP desksergeant must obtain as much informationas possible from the individual making thecomplaint before dispatching patrol units.

CONTENTS

PageINVESTIGATING DOMESTICDISTURBANCES . . . . . . . . . . . . . . . . . . . . . . . ...126

INVESTIGATING DRUG AND CONTROLLEDSUBSTANCE ABUSE . . . . . . . . . . . . . . . . . . . ...129

INVESTIGATING POSSIBLE RAPEO F F E N S E S . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 2 9

MP Encounter and Aid Victims . . . . . . .. ..130MP Turn Case Over to USACIDCInvestigators . . . . . . . . . . . . . . . . . . . .........130

INVESTIGATING POSSIBLE CHILD ABUSEAND NEGLECT . . . . . . . . . . . . . . . . . . . . . . . . . . ..131

Reports of Child Abuse andNeglect . . . . . . . . . . . . . . . . . . . . . . . . . . . ... ... 131

Signs of Abuse . . . . . . . . . . . . . . . . . . .. ......132Investigation of Suspected Abuse.. .. . ...133

Home Visits . . . . . . . . . . . . . . . . . . . . . . . ...135Initial Observations . . . . . . . . . . . . ... .. ..135Interviews with the Parents . . . . . . . . ...135Contact and Interviews withthe Child . . . . . . . . . . . . . . . . . . . . . . . ......136Prosecution . . . . . . . . . . . . . . . . . . . . . . . ...137

INVESTIGATING SUICIDE THREATSAND ATTEMPTS . . . . . . . . . . . . . . . . . . . . . . . . ...137

INVESTIGATING REPORTS OF ABNORMALBEHAVIOR .. . . . . . . . . . . . . . . . . . . . . . . . . . . . ...138

INVESTIGATING CUSTOMS VIOLATIONS .139

The desk sergeant—Obtains data from the complainant-who,what, when, where, and how, and if weapons are involved or available.Asks the caller to describe the situation.Encourages caller to remain on thetelephone to report changing events.Checks weapons registration cards andadvises responding MP as appropriate.Relays all information to MP answeringthe call. If unable to obtain a cleardescription of the situation, theresponding MP must be informed.Assigns a backup vehicle when a one-MPvehicle is dispatched. MP will never entera residence alone.

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MP avoid making noise that willannounce their arrival at the scene. Theapproach of an MP vehicle is usually thefirst sign to one or more of the disputantsthat the MP have been called. If disputantsare prone to violence, sight of anapproaching MP vehicle allows them time to

obtain weapons or otherwise prepare forpolice arrival. Upon arriving at the scene of a disturbance, the MP vehicle is parked onehouse away from the address to whichcalled.

There is always a danger that MP may beassaulted between the time of arrival and thetime they reach the door. MP visually checkwindows and doors for unusual movementsor objects while approaching the residence.At night, flashlights will not be shined inwindows to avoid warning of arriving MP.

Only the MP in front will use a flashlight toavoid silhouetting the other MP to theoccupants.

MP will always stand to either side of thedoor, never in front of it. Before knocking, orusing the doorbell if one is available, MPlisten at the door for 15 to 30 seconds. Theymay be able to determine the nature of thedisturbance and whether or not it is violent

before announcing their presence. Beforeknocking, MP check screen doors to see if they are locked. Locked screen doors cancreate an unexpected barrier between the MP

and the disputants if immediate action isrequired. When knocking on the door, MP donot sound aggressive. If there is no responseat the door and the dwelling appears quiet,MP verify the address with the MP desk. If correct, they check the sides and rear of thedwelling for indications of the presence of the occupants. Neighbors may also provideuseful information.

To ensure coordinated activity, patrolpartners will decide before gaining entrywhat action each will take in separating the

disputants and mediating the disturbance.When someone answers the knock, MP willidentify themselves and state why they arethere. If not invited into the dwelling, the MPrequest to move the interview inside and

attempt to remove the dispute from view of the neighbors.

To avoid walking into an unknownsituation, MP do not enter a dwelling evenafter being told by the occupant, “Come in,the door’s open.” MP allow the occupant to

open the door for them. When entering aroom or building, the senior partnerpositions himself on the side of the door thataffords the greatest observation of theinterior. The senior partner will direct whoenters the dwelling first based on hisobservation of the situation. This providesfor better command and control of thesituation.

If entry is initially denied and thesituation is temporarily calmed, the MPremain on the scene and work through thedisputant’s chain of command to gain entry.

If the situation appears violent, or if the MPhave cause to believe a person is injured or indanger of being injured, they have a lawfulright to force entry into the dwelling.

Once inside, the MP separate thedisputants if necessary. MP suggest thateveryone sit down. MP realize that peopleinvolved in domestic disputes may behostile, abusive, and uncooperative. It is to

be expected that some hostility may bedirected toward the MP, who are viewed asintruders. Reactions of the disputants will

often be directly related to attitudes of indifference, aggression, or concern as seenin the MP.

The attitude of the MP is important. Theinitial impression will determine the degreeof cooperation. MP realize that unintendedmeanings and attitudes will be read intotheir words, facial expressions, and bodypositions by the disputants. The MP mustdisplay a calm, positive, and helpfulmanner. A sensitive and tactful approachcan do much to create a positiveenvironment in which the dispute can bemediated.

Observing conditions insidewhile obtaining backgroundmay give the MP ideas of

the dwellinginformationcontributing

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causes to the dispute. MP must be alert forsudden movements. They watch to see if subjects continually glance at closets or bureaus. Such actions may be the firstindication that a subject has a weaponavailable. The MP must also observe—

The disputants’ living conditions,clothing, and personal cleanliness.The location and number of disputantsand any injuries requiring treatment.Any visible weapons and threateningmoves.The emotional level of the dispute and theemotional condition of the disputants.

Apparent lack of food, broken furniture,and excessive amounts of liquor on hand canindicate neglect and instability. The

condition of clothing and personalcleanliness can reflect the pride the familyhas in itself and the level of supportprovided. Facial expressions, eyemovements, and body positions can provideemotional signs of fear, hate, depression,and embarrassment. Physical deformities orother handicaps affecting the familyrelationship may be noticeable if theafflicted person is being criticized or belittled

by other family members.

After calming the disputants, the MPobtain information on the family structureand background before attemptingmediation. MP will obtain—

Names and addresses of all present andtheir ranks, social security numbers, andunits if military.Relationship and legal status of thedisputants: valid marriage, nephew-uncle,

boyfriend-girlfriend.Length of residence in quarters and periodassigned to the installation.

Whether or not children are involved; if

so, their ages and parental relationships.Whether or not MP or civil police haveintervened in a domesticand if the disputantsprofessional counseling.

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dispute beforeare receiving

If the parties can be separated, they aremoved out of sight and hearing of each other.In separating the parties, the disputants arenot allowed to come between the MP, are notleft alone in another room, and are not movedto the kitchen because of potential weapons.

The MP, if possible, are to remain withinsight of one another at all times.Once the disputants have been separated,

seated, and have furnished basic background information, MP then intervieweach disputant. During the interview, MPmay remove their hats and sit to furtherrelax the disputants. MP must not assumethat everyone is okay based on the word of one of the disputants. Each disputant isasked to define or explain the problem thatcaused the argument. The MP must appearinterested and be good listeners. MP must

carefully avoid giving opinions and makingvalue judgments, as this will give theimpression they are taking sides in theargument.

If a disputant refuses to discuss pastevents, his or her wishes are respected.Should a disputant be willing to discussrelated facts or events, every effort is madeto obtain as much information as possible. If the MP are being told obvious lies, it must bemade clear that the lies are not believed. Theinterview must continue. Questioning,

repeating the disputant’s statement, andevaluating apparent facts are methods thatwill aid in gathering sufficient informationfor mediation. After the problem has beendefined, MP question each disputant aboutrelated problems to see if a pattern occurs.

Mediation, referral, temporary separation,and apprehension are four courses of actionavailable to MP once order has beenrestored. As soon as the MP establish whathas occurred, the MP must choose one of these courses of action. If the dispute isverbal only, the MP can mediate, makereferrals, or suggest temporary separation.If a physical assault has occurred, they musteffect an apprehension. In all cases, MP willinform unit commanders of domesticdisturbances involving unit personnel.

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INVESTIGATING DRUG AND CONTROLLED

SUBSTANCE ABUSE

MP, in enforcing laws, orders, andregulations, may uncover informationrelating to sales, availability, and users of narcotics and dangerous drugs.Investigative operations for such cases arecomplex. Close coordination betweenUSACIDC special agents and federal andnonfederal investigative agencies concernedwith drug suppression is of the utmostimportance in the enforcement and controlof illegal narcotics and dangerous drugs.

The unauthorized use, possession, sale,purchase, and receipt of narcotics, mari-huana, and dangerous drugs is a violation of federal law and Article 112A, UCMJ.“Dangerous drugs” is an administrativelabel applying to those nonnarcoticsubstances listed in Public Law 91-513 thathave been found to have a potential forabuse because of their depressant,stimulant, or hallucinogenic qualities.

The Drug Enforcement Administrationhas the primary responsibility forinvestigating drug violations in the US,including military installations. The DrugEnforcement Administration has, however,

delegated much of their authority on Armyinstallations to USACIDC. The PM mayassume responsibility for investigation of certain types of drug violations asdetermined by USACIDC. On all majorArmy installations and on many smallerinstallations, USACIDC and the PMconduct combined drug suppressionoperations. The focus of these operations is

to stop the possession, use, and sale of illicitdrugs on military installations.

PMs may request MP investigators orUSACIDC special agents to developinformation on the local drug situation.Within military installations, appropriateaction will be taken to eliminate illegalsources of narcotics and dangerous drugs.When the source of supply originates in acivil law enforcement jurisdiction,coordinated operations will be required fordetection and apprehension.

MPIs conduct investigations of offensesinvolving possession and/or use of nonnar-cotic controlled substances (see AR 190-30).Notification that an investigation has beeninitiated will be made to the supportingUSACIDC element without delay. They will

be kept fully informed of the progress of theinvestigation. A copy of all initial, interim,and final DA Forms 3975 will be provided toUSACIDC at the local level.

Investigations of offenses involvingpossession and/or use of nonnarcoticcontrolled substances will be transferred toUSACIDC on request. Once the transfer ismade, the investigation must be carried

through to conclusion by USACIDC. Itcannot be transferred back to the MPI.

Investigations involving possessionand/or use of nonnarcotic controlledsubstances generated by another USACIDCinvestigation may be transferred to the MPI.This can be done with the concurrence of USACIDC and the unit commander involved.

INVESTIGATING POSSIBLE RAPE OFFENSES

The MP play an important role in by death. It is a complex offense. It is nothandling rape cases. MP are often the first often sexually motivated. It is most often ahelp available to a rape victim. crime of hate, anger, and violence in which

The crime of rape, under appropriate the rapist uses sex as a weapon to inflictfederal laws, is a capital offense punishable harm and humiliation upon the victim.

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Sometimes the victim is a substitute targetfor the rapist’s anger against women as agroup or even society itself. MP actionsin rape investigations must accord withFM 19-20.

MP know that rape is both an emotionaland a physical assault. The emotional shockof rape often does greater harm to the victimthan does the actual physical assault. Rapevictims may show fear, anxiety, anger, andshock, both physically and verbally; victimsmay laugh, cry, or shake while discussingthe offense. Or they may appear controlledand calm, hiding their inner feelings.

Physical shock, exhaustion, or even strictself-discipline may cause a victim to seemcalm and composed. But fear is present in allvictims. Fear may last for hours or formonths, depending on the victim and theordeal she has experienced. The victim mayhave been threatened or come close to death.A victim may fear that the rapist knows hername and address and may harm her in thefuture.

MP ENCOUNTER AND AID VICTIMS

When MP encounter rape victims theyreact quickly to ensure the emotional andphysical well-being of the victim. They checkthe physical condition of the victim. Theymust establish rapport with the victim. Theyare aware of the victim’s fears and knowhow to lessen them. The MP’s initial actionsset the stage for the investigation and thesubsequent recovery of the victim. MP knowthat victims treated in a callous, indifferent,disbelieving manner can undergo difficultand lengthy recovery periods.

The victim is told what is being done andwhy. The MP informs the victim of theevidence procedures that must be followeduntil the investigator arrives. The MP makes

sure the victim knows that taking a showeris not allowed until after the physical exam.

The initial interview with the victim is brief. The role of the MP conducting theinterview is to gather enough information

for investigators to begin investigating theoffense. Leading or sexually explicitquestions are not asked. The MP at the crimescene learns from the victim exactly whattook place and where. The victim is asked if she knows the offender, if she can describe

the offender, and if she knows where theoffender is or can be located.

The rape victim will relate to the incidentmore freely if only one person is presentduring the initial interview. Tact,compassion, and patience is used or theinterview will fail. And more importantly,the victim may suffer emotionally. If thevictim is made to feel guilty of the crime, thepsychological damage may be significant.

Once enough information has beenobtained to start processing the scene, MPescort the victim to the nearest facility formedical treatment and a thoroughexamination. Under no circumstances is thevictim left alone. The MP remains with thevictim until he or she is released to theUSACIDC investigator.

Medical personnel are to preserve clothingand other items for evidence examination.The examining physician is advised of theareas of interest in the case and the evidencesamples needed for the investigation.

MP TURN CASE OVER TO USACIDCINVESTIGATORS

When the victim is emotionally prepared, afollow-up interview is conducted by aUSACIDC investigator. The USACIDCinvestigator will investigate all rape claimsthoroughly and objectively. Rape claims arenever assumed to be false.

The USACIDC investigator is told of allMP who have had contact with the victim.The investigator will want to interview

them. The MP observations of the victim’semotional state, the condition of herclothing, and the circumstances surroundingthe crime can be important both to theinvestigation and to the future prosecutionof the offender.

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INVESTIGATING POSSIBLE CHILD ABUSE AND NEGLECT

The MP are one of the main militaryagencies responsible for identifying andprotecting abused and neglected children.The MP are most often contacted first whenchild abuse or neglect is suspected.

The PM office investigates suspected childabuse and neglect. The PM office par-

ticipates in public awareness programs andactivities. The PM office sets procedures forhandling child abuse and neglect cases. ThePM office sets up lines of communicationwith the Army Community Service, FamilyAdvocacy Case Management Teams(FACMTs), and local civilian welfare andlaw enforcement agencies. The PM office, inaccord with the installation FACMT, oftenpublishes a local SOP setting out the role of each agency.

On US Army installations, the ArmyFamily Advocacy Program (AFAP) and itsaction arm, the FACMT, are the keyagencies for handling child abuse andneglect. The FACMT is legally mandated toensure preventive, investigative, evaluative,and treatment programs are responsive,

first, to the needs of the abused or neglectedchildren and, then, to the needs of theirfamilies (see AR 608-1).

The FACMT is coordinated by a socialservices professional. The coordinatormonitors the program and supervises thestaff of the local AFAP. A team of medical

and social work professionals, the AFAPofficer, and the Army Community Servicesocial worker are supported by otherinstallation agencies and their personnel.Law enforcement personnel, civilian childprotection workers, chaplains, and membersof the SJA often serve on the FACMT. MPand USACIDC representatives on theFACMT work closely with team members toprovide help and investigative support.

REPORTS OF CHILD ABUSE ANDNEGLECT

Reports of child abuse and neglect maycome from hospital staffs, teachers, policeofficers, or neighbors. In accordance withAR 608-1 installation physicians, nurses,law enforcement personnel, school officials,

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and child care/development personnel willreport all incidents of suspected child abuseto the installation FACMT or the MP. Thereport may be received over the phone or inperson. An MP may be sent to the child’shome after a report has been received byanother agency.

A report of suspected child abuse orneglect is not an accusation. The report itself does not prove the existence of child abuseand neglect. But neither are reports fromquestionable sources necessarily invalid. Allreports of child abuse or neglect must beinvestigated. Sometimes false reports of suspected child abuse and neglect are made

by angry parents with marital problems, byquarrelsome family members, by feudingneighbors, or even by an angry or distressedchild.

If the report is received by the MP desksergeant, the MP will need to interview thesource in the field. It is often difficult for thesource to make the initial report. MP tell thesource that, if requested, statements made inconnection with a particular case of allegedchild maltreatment will be kept confidentialunder the provisions of AR 340-21.Statements made by sources will be marked“confidential” in all case records. MPattempt to obtain information from thesource:

The date and time the reported incidentwas received.The source’s name, telephone number,and address if he/she is present andwilling to provide this information.The type of source (for example,mandatory, permissive, anonymous).The relationship of the source to the childand family.The willingness of the source to sharewith the family his/her role in initiatingthe report, and his/her willingness toparticipate in the assessment process if appropriate.The action taken by the source or othersincluding whether or not the child has been placed in protective custody.

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The motives of the source if possible toevaluate.The possible witnesses to the incidentwhich caused the child’s condition.

Simple verbal reassurance, or a follow-upletter which expresses gratitude for the

source having taken the initiative to call,can make the difference in the source’sfuture willingness to cooperate.

Witnesses to actual incidents of childabuse and neglect are rare. Most incidentsoccur within the confines of the home.Outside observers are few. However, thereare usually persons who can furnishcorroborative evidence of the child’scondition, the home situation, or conditionsof family life. Witnesses who are afraid of

becoming involved are allowed to express

any concerns they may have about theirparticipation in the investigation.

SIGNS OF ABUSEMP are trained to recognize the physical

effects of child abuse and neglect. When MPencounter injured or disturbed children, MPnote if the condition could be the result of parental behavior. MP are alert to physicalinjuries like disfigurement, burns, broken

bones, bites, lacerations, or bruises that mayindicate cases of child abuse. They knowthat unsanitary living conditions,

inadequate food, untreated illnesses, andinadequate clothing and shelter often meanparents or guardians are not providingadequate care for a child. MP actimmediately to protect children whosephysical or mental health and welfare has been threatened or harmed by the personsresponsible for the child’s welfare.

As protectors of the military community,MP are concerned with the physical andemotional well-being of dependent children.At all times MP patrols—

Respond immediately to a reportedincident of child abuse and neglect.Report cases of suspected child abuse orneglect to the PM or appropriate civilianauthorities.

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Take immediate action to protect a child Whether or not further police action isin danger of further maltreatment. required by MPI or USACIDC.Investigate allegations of child abuse or Whether or not the case should be referredneglect and suspect conditions noted in to FACMT in accordance with AR 608-1.the course of other investigations. If the case is based on a false report and

no further action is indicated.INVESTIGATION OF SUSPECTED

ABUSEDeciding whether or not a child is safe in

the home is the most crucial step in theThe primary concern of the MP, when

investigation. This decision can be reachedthrough a review of past parental behavior,

investigating cases of child abuse and statements, and behaviors during anneglect, is the protection of the child. To investigative interview, or from reports byprotect the child, MP must ensure the others who know the family. If the child is ininvestigation determines— imminent danger, the investigator must

Whether or not child abuse or neglect is take whatever steps are necessary to ensureoccurring. the child’s safety before proceeding with the

Whether or not the child is at risk in theinvestigation.

home. In determining if protective custody is

Whether or not immediate intervention is necessary, the investigator considers

necessary to ensure the child’s safety.

whether or not—

Maltreatment in the home, present orOnce this immediate concern has been potential, is such that a child could suffer

addressed, the investigator must then permanent damage to body or mind if leftdetermine— there.

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The child is in immediate need of medicalor psychiatric care and the parents refuseto obtain it.

The child’s sex, age, or physical or mentalcondition renders the child incapable of self-protection—or for some reasonconstitutes a characteristic the parents

find completely intolerable.Evidence suggests that parental angerand discomfort with the investigation will be directed toward the child in the form of severe retaliation against him or her.Evidence suggests that the parent orparents are so out of touch with realitythat they cannot provide for the child’s basic needs.

Evidence suggests that the parent orparents’ physical condition poses a threatto the child.

The family has a history of hiding thechild from outsiders.

The family has a history of prior incidentsor allegations of abuse or neglect.The parents are completely unwilling tocooperate in the investigation or tomaintain contact with any social agencyand may flee the jurisdiction.The parent or parents may abandon thechild.

If the investigator decides to place aseriously abused child in protective custody,the FACMT will be notified immediately.The child is immediately taken to the instal-lation medical facility for examination. Thechild will remain in the medical facility forobservation while the FACMT simultaneouslyacts on the case. If the child is not inimminent danger, then the decision toremove the child from the home should bemade jointly by the investigating officer andthe FACMT.

If grounds exist for temporary removal of the child from the home, the SJA must beconsulted while the MP or responding agentremains at the scene until further guidanceis received.

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To conduct an effective investigation, MPor responding agents will need to visit thehome, see the child, interview the parents,and collect evidence. Two types of information need to be gathered in order tocorroborate or dismiss a report. Primaryinformation includes records of the

investigators’ interviews and theirobservations, photographs, and physicalevidence. Background information is thatwhich has been gathered from collateralsources such as medical records, schoolrecords, and other agency records.

A routine check of the family is the firststep after receipt of the report. This checkmay include internal departmental records,court records, or FACMT records. In someareas central registers of reports of actual orsuspected child abuse and neglect aremaintained, often on a statewide basis.These central registers may be accesseddirectly by the law enforcement agency itself or, in some jurisdictions, indirectly throughthe local FACMT.

Information which may be revealedthrough a records check includes—

Prior reports of suspected child abuse andneglect for this family and the outcome of those reports.Services being provided to the family because of a previous report.

Information on the informant’s reliability based on any prior reports.Evidence of child abuse and neglect may

include the investigating officer’s obser-vations, photographic evidence, andphysical evidence. All evidence is important.Hearsay evidence can be of value to a socialagency in its subsequent efforts to serve thefamily. Such evidence may even beadmissible in later court actions. The MP orresponding agent concentrates onobtaining—

The name, age, sex, ethnic background,

and permanent address of the child.Present location of the child and locationwhere incidents occurred if different frompermanent address.

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Name of person or institution responsiblefor the child’s welfare (and address if different from the permanent address of the child).Name and address of the person alleged to be responsible for the abuse and/orneglect.

The names, sexes, and ages of siblingsand other adults present.The nature and extent of the suspectedabuse or neglect, including any availableinformation of prior injury to the child orother siblings.

(See FM 19-20 for more information onphysical evidence and photographingevidence.)

Home Visits

Investigators may not gain entry to the

home on their initial approach to the family.Investigators must indicate concern andsympathy and explain their presence asensuring the health and safety of the child togain entry into the home. However, if investigators do not receive permission toenter, they have the right of forcible entryif—

There is probable cause to believe a childin the home is in imminent danger.There is probable cause to believe that acrime is being committed in the home.

If the investigator feels entry is necessary but the family will not allow it and it doesnot appear that an emergency exists, a courtorder or search warrant must be obtained.The local SJA is contacted to determine theproper course of action.

Initial Observations

Upon entering the home MP or respondingagents must record their observationsaccurately and in detail so that they will beable to testify effectively if the case goes to

trial later. MP or responding agents mustnote the—

Physical condition of all children,including any observable injuries or

conditions such as disfigurement, burns, broken bones, bites, lacerations, bruises,or untreated illnesses.General appearance of all children,including the condition of their clothing(for example, worn, tattered, filthy).Safety of their surroundings.General condition of the home, includingdegree of cleanliness; availability of foodand water; adequacy of sleeping, eating,and washing facilities; adequacy of heat,light, and space; and evidence of humanor animal waste.MP will also observe and record the

behavior of parents and other children in thefamily, including their reaction to the MP’spresence. These observations can be used toconfirm or deny parents’ statements.Nonverbal messages that can be observed

are—Eye contact between family members.Facial expressions of love, support, anger,distrust, or rejection.Tones of voice that communicate variousemotions.The presence or absence of communica-tion.Willingness to listen.Willingness to express feelings andemotions.

Physical closeness.Interviews with the Parents

Interviewing the parents may be the mostimportant step in the investigation. Dueprocess rights granted by the Fourth andFifth Amendments of the United StatesConstitution as well as those covered byArticle 31, UCMJ, must be observed inconducting these interviews. The Mirandarights, or Article 31 rights, must be madeknown to the parents. Article 31 rights must be voluntarily waived before questioning

begins. Any person accused of child abuse orneglect must be informed of their rightspertaining to information in the report orrecords generated from the incident.

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In conducting interviews with parents—

The interview is conducted in acomfortable setting free from distraction.

Jargon is not used.The investigator will, if possible,

interview each parent privately andseparately.The investigator will tell the parents thereason for the interview, give the legalauthority, and treat them with respect.Under no circumstances will theinvestigator display horror, anger, orrepugnance.The investigator must be alert to anyapparent vagueness or inconsistencies inthe explanations each gives for theallegations contained in the report.

The investigator will not respond todemands by the parents to be told whoreported them.The investigator will not reinforcequestionable parental actions by suchstatements as, “If he were mine, I’d hithim too.” This may give a disturbedparent license to increase assaults uponthe child.The investigator must not allow feelingsof anger or revenge to impair hisprofessional judgment.

The investigator will not attempt to coercea confession from a parent.

Contact and Interviews with the Child

The first contact the investigator has withthe child is of greatest importance. Thisinitial contact may take place in the home,medical facility, school, or a child carefacility. The investigator must not assumethat the victim is old enough or matureenough to cope mentally with the offense.The purpose of the initial contact with the

child is to determine the validity of theaccusation and to determine if the child is inimminent danger.

There are times when the child must beinterviewed in order to learn what has

happened. However, every attempt is madeto minimize the need for interviews of childvictims. Whether or not the child isinterviewed depends upon factors such as—

The child’s age.The child’s ability to understand and

evaluate what has happened.The possible impact of the interview upont h e c h i l d .The possibility of retaliation by a parentagainst a child who has "told."

The parents are informed of the need forthe interview. But they are not present whilethe child is being questioned. Many childrenare afraid to speak in front of those whohave hurt, abused, and neglected them. If theparents object strongly, it may be necessaryto place the child in protective custody beforeproceeding with the interview to assure theparents will not retaliate against the child. If the child must be in the sole care of themilitary even for a short time, twoinvestigators will be responsible for thechild. If the investigators are both male, afemale member of the armed forces must beprovided to be with the child also.

Investigators must tell children that theyare not in trouble and have done nothingwrong. Interviewing children in sexualabuse cases calls for particular sensitivity

and skill. In addition to feeling confused andafraid, these children may also feel greatguilt. The investigator/interviewer mustconvey to the child the understanding that heor she has done nothing wrong.

When conducting the interview, theinterviewer must keep in mind that the childmay be hurt, in pain, fearful, confused, orapprehensive. The child must be made ascomfortable as possible under thecircumstances. It is advisable to have atrained interviewer who is of the same sex as

the child or at least to have someone of thesame sex present during the interview.

When interviewing the child theinterviewer must try to determine theemotional state of the child. Is fear, hatred,

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defiance, shock, confusion, love, jealousy, oranger apparent? Is the child ready to tell thetruth, lie, or exaggerate? The interviewermust attempt to gain the child’s confidence.The interviewer must act as a friend to thechild rather than as a figure of authority.The interviewer must not take sides against

the parents. The interviewer must conductthe interview in language the child clearlyunderstands. The interviewer must permitthe child to tell about incidents in his or herown way. The child must not be pressed fordetails that he or she may be unwilling orunable to give. Questions are limited tonecessary information. Open-endedquestions are asked whenever possible. Theinterviewer will tell the child what willhappen next and how the investigator willuse the information the child has given. Theinterviewer will inform an adolescent when

a “person in need of supervision” petition ora similar order is necessary.

Prosecution

Prosecution of persons who abuse orneglect children can be difficult in all but the

INVESTIGATING SUICIDE

Suicide threats received at the MP stationmust be treated seriously. The desk sergeant,or any other MP answering the call, must

show immediate concern and interest in thecaller’s problem. The interest, concern, andreassurance shown by the MP on thetelephone is important in keeping theindividual on the line. The first priority is toobtain basic information from the caller,such as the caller’s name, address, and thetelephone number of the phone from whichthe call is being made. Information obtainedfrom the caller will also allow the MP toreturn the call if the connection is cut off. Itis critical that the caller be kept on thetelephone as long as possible while a patrolunit is being dispatched. Talking willdistract the person, provide time for achange of mind, and allow for rescuers toarrive. Keeping the suicidal person on the

most serious cases. The purpose of prosecution is to establish the guilt of andimpose punishment upon the personresponsible for an incident of child abuse orneglect. Unsuccessful prosecution mayresult in increased risk for the child. Anangry or disturbed parent may view a

verdict of “not guilty“ as approval of his orher conduct or as a license to continuemaltreatment.

There are times when apprehension of theparent, guardian, or caretaker is necessary.An apprehension may be made immediately,particularly when the incident is severe. Orit may be delayed, pending consultation withFACMT and others. An apprehension may

be made when injury to the child is severe orevidence exists that a serious crime has beencommitted. When there is reason to believe

that the parent, guardian, or caretaker willflee the jurisdiction, he or she may beapprehended. An apprehension may bemade when it is necessary to preserve thepeace or when the person believedresponsible presents an immediate danger toothers.

THREATS AND ATTEMPTS

telephone while a patrol unit is being sentwill prevent many suicides.

When MP arrive at the scene before thethreatened suicide attempt is carried out,they may find the subject emotionally upset.MP must avoid sudden, aggressive moves toavoid frightening the subject intocommitting suicide. Upon arrival, MPshould try to start a conversation with thesubject to help talk him or her out of committing suicide. If the subject is inimmediate danger of jumping, safetyprecautions such as nets are used. MPcarefully position themselves to restrain thesubject. MP must keep crowds and onlookers

away from the area. They must be patientand understanding with the subject. Andthey must not use abusive or threateninglanguage.

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When MP arrive at the scene and thesubject has already attempted suicide, theymust immediately take action to stop thesubject from further self-injury. First aid isadministered, if necessary, and medical helprequested. If the subject has taken poison oran overdose of pills, any remaining pills,

bottles, and related material are taken to thehospital, along with the subject. Theimmediate family, unit commander, clergy,or other personnel who might help thesubject are notified.

When MP arrive at the scene of a suicide,they carefully approach it, so as not todestroy evidence. They immediatelyexamine the subject for signs of life. If thereare signs of life, MP should immediately

begin lifesaving techniques such as

cardiovascular pulmonary resuscitation. MPthen request immediate medical assistancefor continued rescue efforts.

If the victim is obviously deceased,medical assistance is still required to affirmthe victim’s death. MP will secure the scene

until medical and investigative assistancearrives. Suicide notes, weapons, and otherevidence must be secured at the scene andreleased only to assigned investigators.

After securing the scene, MP identifywitnesses, friends, and relatives in the area.They make notes of anything that might aidthe investigators. Until proven otherwise,every suicide will be treated as a potentialhomicide. (See FM 19-20 for a detaileddiscussion of suicide investigations.)

INVESTIGATING REPORTS OF ABNORMAL BEHAVIOR

MP may be called upon to investigatereports of people exhibiting abnormal behavior. Each person encountered mayrequire a different form of response from theMP. In all situations, the MP must not onlypreserve the peace and control disorderlyincidents, but they must also protectindividual rights and obtain help for thosepeople who cannot adequately control their

behavior.People with abnormal behavior may reactviolently to stresses and problems. They can be dangerous and must be handled withcaution. They may be easily influenced byothers. They may be easily threatened byunfamiliar people, places, and events. TheMP approach must be friendly andunderstanding. MP seek to handle thesepeople as humanely as possible withoutendangering themselves, the personinvolved, or others. MP must—

Not deceive.Use the least amount of force necessary.AllowAvoid

138

the person time tothreats and abuse.

calm down.

Ignore verbal abuse.Remain calm.

MP must be trained to identify abnormal behavior. Improper identification of behavior and subsequent treatment canresult in serious illness or death. People withabnormal behavior might show changes intheir behavior and personality that mayhelp in identifying them. Characteristics of someone with abnormal behavior may be—

Change in personality, behavior, andattitudes.Change in personal habits.Sudden change in job performance.Uncontrolled outbursts of temper.Distrust and hypersensitivity.A strong interest in weapons.Disorganized thinking.Hallucinations, delusions, and fears.

MP must be familiar with local agencies best able to assist people in need. MP do nottake action unless the person poses a threatto himself or to the welfare and property of others.

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MP do not diagnose injuries and diseases.However, they must be alert for unusualsymptoms and know that illness and otherabnormalities may appear as intoxication.Local medical facilities can train MP in howto recognize and react to people withabnormal symptoms.

When MP encounter a person who has hadan accident where the possibility of a headinjury exists, or if an individual carries amedical alert notice, or where doubt existsover the person’s condition, examination bymedical personnel must be immediatelyrequested. Because it is often difficult todistinguish between the behavior andconfusion caused by alcohol or drugs andthat caused by injury or illness, allapparently intoxicated personnel arewatched for other symptoms.

If the person has to be apprehended theremust be a sufficient number of MP torestrain the individual. The procedures forsearching and restraining do not differ from

those used for other offenders. MP mustconsider that the individuals may be lessaware of their constitutional rights and maynot fully understand when rights are read tothem. The police role is to initially interviewthe subject, gather evidence, and completean objective investigation of the incident.

Legal and medical authorities must thendetermine the individual’s level of responsibility and competence.

MP immediately notify parents,guardians, or next of kin of those people withabnormal behavior who must be removedfrom the scene of an incident or placed underapprehension. If the individual hascommitted a criminal offense, the parents,guardian, or next of kin are read the rightswarning statement and notified of thecharges. The parents, guardians, or next of

kin must also be present during interviewsand interrogations. They may be able tofurnish important background informationon the individual.

INVESTIGATING CUSTOMS VIOLATIONS

MP customs units conduct investigationsof alleged or suspected violations of customslaws and regulations by members of the USforces. These investigations are conducted

under the same rules and procedures, withappropriate reports, as are other MPinvestigations (see FM 19-20). Some of theinvestigations will be conducted jointly withhost country customs and tax personnel orother official investigative agencies havingan interest in the case. MP customsinspectors who possess MPI credentials mayreceive locally fabricated identification withdata in the host language. All credentials aretreated as accountable items. Since theinvestigator may be assigned to asurveillance operation, the commander canpermit the wearing of civilian clothing whileon duty. A duty roster of investigators ismaintained to provide necessaryinvestigation during nonduty hours.

Customs authorities periodically findunauthorized material such as contraband,explosives, ammunition, weapons, andproperty, some of which may be property of

the US government. In order to determine if theft or government loss is involved, theprocedures of the Bureau of Customs call forthe notification of DA when weapons ormaterial believed to be military propertyhave been seized or are in customs custodyunder questionable circumstances. All suchoffenses will be reported to MP andinvestigated by USACIDC or MPIs, asappropriate (see AR 195-2, AR 190-30).Recovery of weapons and significantamounts of ammunition will be reported bythe Army element receipting for them from

the Bureau of Customs in accordance withAR 190-11.MP will receipt, from US Customs person-

nel, for all confiscated US government

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property and contraband shipped by USArmy personnel. The property will bereturned to Army supply channels if thereare no legal requirements to retain theproperty before releasing it into supplychannels. Items of contraband will be dis-posed of in accordance with AR 190-22. Prop-

erty receipted for by MP will be accountedfor and disposed of in accordance withevidence procedures outlined in AR 195-5.

All physical property seized by MPcustoms personnel will be processed,safeguarded, and disposed of in accordancewith the guidance furnished in FM 19-20 andthe provisions of AR 190-22 and AR 195-5.

Evidence custodians and alternatecustodians are appointed on unit orders andperform the responsibilities as outlined inthe publications previously cited. Prescribeddepositories must be provided at appropriatelocations and inspections and inventoriesperformed as required.

When it is determined that the subject of one of these investigations is no longer amember of the US Army, the investigationwill be terminated and a final reportsubmitted indicating the subject has beenreleased from the Army. An informationcopy of the report will be furnished to theappropriate civil investigative agency.

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CHAPTER 14

Criminal Investigations

The investigation of crimes and offenses

is a necessary part of any command's effortto protect its personnel, supplies, andfacilities. It is also essential to thecommand’s maintenance of good order anddiscipline.

DETERMINING PURVIEWThe purview for investigating crimes is

divided among unit commanders, MPIs, andUSACIDC special agents according to thetype and seriousness of the incident underinvestigation. Procedures at the local levelensure mutual cooperation and support.

This close working relationship achievesoptimum results in investigations,apprehension of offenders, acquisition andtransmittal of police information, and theprevention of crime.

UNIT COMMANDERS

Unit commanders have authority to takeappropriate action on all barracks larceniesof property with a value less than $1,000 andsimple assaults not requiring hospitaliza-tion. Unit commanders ensure that these

types of offenses are reported to lawenforcement activities for statistical andcrime reporting purposes. A law enforcementinvestigation of such an offense is usuallyconducted only when considered necessary

by the PM/security officer or the appropriateUSACIDC commander. But it may berequested by a field grade officer in the chainof command of the unit concerned.

Commanders report all criminal offensesto the PM office. The PM office will refer thecase to MPI or USACIDC if appropriate.

After the PM is notified, the commandersecures the crime scene and separates andholds all witnesses and suspects until MPand MPIs arrive. Direct coordination

between the commander and the MPI for

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CONTENTSPage

DETERMINING PURVIEW . . . . . . . . . . . . . . . ...141Unit Commanders . . . . . . . . . . . . . . . . . . . . ...141MPI and USACIDC . . . . . . . . . . . . . . . . . . . ...142Other Investigators . . . . . . . . . . . . . . . . . . . ...142

CONDUCTING CRIMINALINVESTIGATIONS . . . . . . . . . . . . . . . . . . . . . . ...142

Testimonial Evidence . . . . . . . . . . . . . . . . . ...143Physical Evidence . . . . . . . . . . . . . . . . . . . . ...143

PRESERVING THE CUSTODY OFEVIDENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...144

DISPOSING OF EVIDENCE . . . . . . . . . . . . . ...145

Disposition of Unneeded Evidenceand Nonevidence . . . . . . . . . . . . . . . . . . . . . ...145Disposition of Evidence Belonging

to US Government . . . . . . . . . . . . . . . . . . . ...146Disposition of Personal Property . . . . . . ...147Disposition of Contraband, Controlled,and Illegal Items of Evidence . . . . . . . . . . . 147Disposition Through NarcoticsField Testing . . . . . . . . . . . . . . . . . . . . . . . . . ...147Final Disposition ofDA Form 4137 . . . . . . . . . . . . . . . . . . . . . . . ...148

SUPERVISING MILITARY POLICEINVESTIGATORS . . . . . . . . . . . . . . . . . . . . . . . ...148

investigation status and narcotics detectordog support is authorized. Direct contactwith USACIDC concerning investigative

status also is authorized.The PM office provides commanders witha DA Form 3975 on offenses involving theirpersonnel (see AR 190-45). On cases referredto the USACIDC, the commander will beprovided with an initial report and a finalreport. Significant developments will beprovided to the commander if appropriate.The final report will provide guidance forsubmission of a report of commander’saction taken. Commanders need not wait fora final report before taking action.

Commanders are encouraged to assist theMPI and USACIDC in apprehendingcriminals. A commander can have anindividual in his unit serve as a source. Thesource acquires and releases information

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concerning criminal activity to the MPI orUSACIDC. Additionally, individuals in theunit may be asked to make buys from a drugdealer. These controlled buys, when there isan indication the suspected individual has been involved in some type of criminal

activity in the past, do not constituteentrapment.MPI AND USACIDC

Investigations of violent crimes are aninherent responsibility of the MP and theUSACIDC. Such offenses may fall withinthe investigative purview of MPIs or withinthe investigative jurisdiction of theUSACIDC.

MPIs normally investigate offenses ascited in AR 190-30. MPIs also coordinate andsupervise the use of narcotics detector dogs

in support of unit health and welfareinspections. USACIDC agents investigatecriminal offenses that carry a maximumpunishment of more than one yearconfinement. They investigate all narcoticoffenses, sale/trafficking in marihuana anddangerous drugs, and larcenies of propertyvalued at $1,000 or more.

Investigations are conducted in accor-dance with the provisions and restrictions of the MCM and the UCMJ. When there is anyquestion of jurisdiction, authority, or legalityof action or evidence, investigators seek thecounsel of the SJA. The SJA is responsible

also for the Army’s Victim/WitnessAssistance Program. Investigatorscooperate and coordinate their caseactivities with the Victim/Witness Liaison.

OTHER INVESTIGATORSIn CONUS incidents occurring off post

normally are investigated by civil lawenforcement agencies, including state,county, and municipal authorities, or by afederal investigative agency. When anincident involving military personnel occursoff a military installation, coordination will

be made with the appropriate civil court orlaw enforcement agency and the resultreported on DA Form 3975. A copy of the civilpolice report will be obtained and attached tothe MP report whenever possible. Inoverseas areas off-post incidents areinvestigated in accordance with SOFAsand/or US-host country agreements.

CONDUCTING CRIMINAL INVESTIGATIONS

To effect the prosecution of criminals,

military investigators must know thetechnical and legal requirements for asuccessful investigation. Generally, the artof an investigation lies in gathering andevaluating information and evidence, bothtestimonial and physical. (FM 19-20addresses investigative methods andtechniques.) Testimonial evidence, likesworn statements of eyewitness accountsand admissions of guilt, is obtained throughcommunication with people. Physicalevidence, like identified weapons andfingerprints, is obtained by searching crime

scenes, tracing leads, and developingtechnical data.

Military investigators develop skills andtechniques to recognize, collect, evaluate,process, preserve, and account for evidence.

From this evidence a court-martial or jury

forms its conclusions as to the guilt orinnocence of an accused. Evidence is themeans by which any alleged matter of fact isproved or disproved. It includes all matters,except comment or argument, legallysubmitted to a court to enable it to decide aquestion before it. Military investigatorsmust understand the general rules of evidence.

Investigative steps for gathering evidencein juvenile offenses are the same as thoseused in cases involving adult suspects. ButMP must ensure that juveniles are processed

in accordance with Public Law 93-415. Andthey ensure that children are protected fromunwarranted treatment.

If MP must detain juveniles, they ensurethat juvenile suspects are not detained in

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confinement facilities, detention cells, orhospital prisoner wards. Juveniles may betemporarily detained in the offices of thepost commander or PM, but a check is madewith SJA to ensure the proper conditionsexist. Unless a juvenile is taken into custodyfor serious offenses, MP do not takefingerprints or photographs of them withoutwritten consent of a judge. MP routinelycontact SJA to ensure they have the proper

judicial authority. MP do not release namesor pictures of juvenile offenders to the public.

Military investigators conduct theirinquiries to find evidence and make itavailable for presentation in court. Butsomething more than a mere collection of evidence is required of a successfulinvestigation. The evidence must beadmissible in court. Investigators must

present to the court only admissible andreliable information upon which to base aproper decision. MP are always “evidenceconscious.” The scene of any crime is itself evidence. And so is the testimony of trainedinvestigators about observations andfindings at a crime scene. Both testimonialand physical evidence are vital to thesuccessful prosecution of a case.

TESTIMONIAL EVIDENCE

Obtaining testimonial evidence requires

skillful interpersonal communication withhuman sources of information, particularlywith the persons directly involved in a case.Questioning victims, witnesses, com-plainants, suspects, and sources is theinvestigative method most often used toobtain testimonial evidence. It is also themethod used to obtain backgroundinformation that gives meaning to thephysical evidence that is collected. Manycrimes have been solved as a direct result of leads and testimonial evidence developedthrough interviews and interrogations.

PHYSICAL EVIDENCE

Collecting and evaluating physicalevidence is an important technical part of

any investigation. Physical evidence is oneof the most valuable investigative assets. Itproduces leads to pursue to help bring theinvestigation to an end. And physicalevidence can help establish the guilt orinnocence of an accused person in a court of law. For example, as a general rule, a personcannot be convicted on the basis of anuncorroborated confession. There must beindependent evidence, either direct orcircumstantial, that raises an inference of the truth of the essential facts admitted inthe accused’s statements. Physical evidencecan be that necessary independent evidence.And, while the rule requiring independentcorroborating evidence does not apply to aconfession made by an accused to the courtduring his trial, nor to statements made before or at the time the act was beingcommitted, having physical evidence tosubstantiate such a confession or admissionof guilt is desirable.

One of the main duties of an investigatoris to ensure that the evidence obtained isadmissible in court. Investigators must becareful to seize, collect, and accept receipt of evidence in a legal manner. They know theymust be able to identify each piece of evidence weeks, months, or even years afterit was collected. They must be able todescribe the crime scene and where eachpiece of evidence was located at the scene.

They must be able to explain any change inthe evidence that has occurred since it wascollected. And they must be able to provethat the evidence remained in proper custodyfrom the time it was collected until it ispresented in court.

The final result in bringing a successfulinvestigation to a close is often theinvestigator’s testimony in the courtroom.When preparing for trial, investigatorscoordinate with the trial counsel so there areno surprises in court. They develop a close

working liaison with the trial counsel. Theydo not conceal information from the court.They know the accused has the right to a fairtrial regardless of opinion. Investigators areprofessional in every way.

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PRESERVING THE CUSTODY OF EVIDENCE

Investigators follow specific requirementsin receiving, processing, safeguarding, anddisposing of evidence and in preparationand disposition of property (see FM 19-20,AR 195-5, and AR 190-22).

To achieve the maximum benefit fromphysical evidence, investigators must be notonly skilled in its collection, but careful intheir handling of it to preserve it forlaboratory examination and/or presentationin court. They must retain the item’sintegrity by keeping the item as nearly aspossible in its original condition.Consideration should be given to the ease of identifying the item and the cost of the itemwhen it is collected. Unnecessary marking of evidence may result in claims against the

government for diminution of value of theitem. All MP in contact with evidence mustmaintain a chain of custody—achronological, written record of who hascontrol of the item from the time it isacquired as evidence until it ceases to havevalue as evidence and is released ordestroyed—to assure accountability.

The investigator who first receives,recovers, or discovers physical evidencemust be able to identify such evidencepositively at a later date as being the specific

article or item obtained in connection with aspecific investigation. To be able to do this,investigators mark and tag evidencepromptly at the time they obtain it. If theycan, they place their initials, time, and datedirectly on the evidence. If the evidencecannot be marked, all identifying data arenoted on the container in which the evidenceis placed. A record of all details of themarking of evidence is made in theinvestigator’s notes. Photographs, sketches,and notes of the crime scene must show theexact places from which evidence was

removed. This care is imperative to ensurethe chain of custody of evidence is keptunbroken.

Evidence custodians control and accountfor all evidence received in an investigation.

They are in charge of the evidencedepository. When safeguarding, safekeeping,and transferring property, they ensure careis taken to guard property against loss, theft,pilferage, damage, alteration, or any changein its value or appearance other than bylaboratory examination. They also maintainall evidence records.

Primary and alternate custodians areappointed, in writing, by the appropriatecommander or PM (see AR 195-5). A copy of the appointing document must be kept in thedepository files. These records must showwho is responsible for evidence at any giventime. The requirements for determiningprimary and alternate evidence custodian,and for recording and accountability of

evidence, inspections, and inventories andsecurity standards for evidence storage, arespecified in AR 195-5. For more informationon preparation of required forms andmaintenance of evidence see FM 19-20.

Evidence custodians carefully maintainan evidence ledger. Corroborating entries inthe ledger and on the custody document helpassure accountability of evidence. The ledgeris prepared with six columns spanning twofacing pages showing—

The document number assigned and the

date evidence was received.The USACIDC or MPR sequence number.A brief description of the evidence.The date of final disposition.The final disposition.Remarks.

If an improper entry is erroneously made,the entry is lined through and the person’sinitials written across the line. The ledger book is completely filled before starting anew one. In large offices it may be necessaryto start a new ledger each year toaccommodate anticipated evidence entries.The cover of the ledger book identifies theorganization or activity responsible for theevidence depository and the dates spanned

by entries in the ledger. If more than one

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Items of evidence found at a crime scenethat have no owner or are of no obviousvalue, such as matchbooks, beer cans, bottles, glass fragments, and wooden sticks,will be destroyed in the presence of a witness by crushing, burning, or any other method

to render the items useless and harmless.The witness in such cases can be of anygrade. If no trial results from theinvestigation, or if there is a trial and theSJA advises the evidence is no longerneeded, then the appropriate return/release/destruction can be made. Items in theevidence depository which are determined

by laboratory analysis and the SJA to benonevidentiary in nature may be disposedof. The witness may be anyone.

DISPOSITION OF EVIDENCEBELONGING TO US GOVERNMENT

When disposing of US governmentproperty, the items normally must bereturned to the organization to which issued.Sometimes the unit cannot be identified orthe item has been dropped from the property

book. In such instances, the property must be released to the installation accountableofficer. AR 710-2 is the authority forgovernment property disposition.

Recovered US government treasury checksand money orders stolen or obtained from anArmy and Air Force Post Office (APO)

facility must be returned to the responsibleAPO facility when no longer needed asevidence. Approval must be obtained fromthe SJA for this release or return.

US postal money orders not identifiable asthe property of a specific individual must beforwarded to the Military Money OrderDivision, Postal Data Center, PO Box 14971,St Louis, Missouri 63182, with a letter of transmittal. (Include the case number, dateof final report, offenses, identification of subjects and victims, and a remark that thefinal report is available and on file at theUSACRC, 2301 Chesapeake Avenue,Baltimore, Maryland 21222.)

When it is not practical or desirable toretain items of evidence such as militaryvehicles, government food items, or other

items determined mission essential,disposition may be immediately initiated. If it is not feasible to obtain written permissionor approval before disposition of theevidence, verbal permission may be obtainedfrom the SJA followed by written authorityon DA Form 4137.

Known document standards are normallyreturned to the office or individual fromwhom received. Exemplars and otherdocuments that have no value or which theagency does not desire returned must bedestroyed. When such items are destroyed,there is no requirement for a witness.

US government firearms and ammunitionretained as evidence must be returned to theappropriate military organizations.Normally DA Form 581 (Request for Issueand Turn-In of Ammunition) is used as an

adjunct to DA Form 4137 for the turn-in of ammunition. Preparation of DA Form 581 isgoverned by AR 710-2.

Final disposition of post exchange items,commissary items, and items illegallyintroduced into a host country, connectedwith black market, customs, and postalinvestigations, must be in accordance withlocal regulations, SOFAs, and laws orcustoms of the host country. When evidenceis released to an external agency to bepermanently retained and disposed of by

that agency, the final disposal authorityportion of DA Form 4137 must be completed.

Limitation .0015 contingency funds heldas evidence must be disposed of bydepositing the funds with the local financeand accounting officer on DD Form 1131(Cash Collection Voucher). Before depositingfunds with the finance and accountingofficer, the accounting classification must bethe same as on the voucher on which thefunds were originally disbursed. A copy of DD Form 1131 showing the return of themoney to the finance and accounting officermust go to the appropriate certifyingand approving officer. Another copy of DD Form 1131 must be attached to theoriginal evidence/property custodydocument.

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DISPOSITION OF PERSONALPROPERTY

Items of personal property that are legal toown and possess are normally returned tothe rightful owner. Personal weapons thatare lawful to own and possess but have been

impounded for minor infractions (such asfailure to register in accordance with localregulations) must be returned to the rightfulowner when the requirements of localregulations have been met and the item is nolonger needed as evidence.

Money for which a rightful owner cannot be identified must be submitted to ArmyFinance with DD Form 1131. A copy of thecompleted form is attached to the originalcustody document and forwarded to theUSACRC with the completed case.

Items of personal property belonging todeceased or missing military personnel must be released to the summary court officer inaccordance with AR 600-8-1. If the death of acivilian or military dependent occurs on themilitary reservation, normally the personalproperty is released to the agency assuming

jurisdiction of the investigation, such as theFBI. Consult the SJA for specific guidancein such cases.

Items that have obvious monetary value,and for which reasonable attempts to locate

the owner have failed, must be released tothe property reutilization and marketingofficer. DD Form 1348-1 (DOD Single LineItem Release/Receipt Document) is preparedwhen these items are released. SJA approvalmust also be obtained. This authority isfound in DOD Manual 4160.21-M.

DISPOSITION OF CONTRABAND,CONTROLLED, AND ILLEGAL

ITEMS OF EVIDENCE

The disposition of contraband is governed by federal statutes. Therefore disposal of

contraband must be in accord withapplicable laws and regulations.Appropriate agencies should be contacted todetermine if any other documentation isnecessary for disposition of contraband.

Contraband firearms and ammunition orfirearms and ammunition used or intendedto be used in commission of criminal actsand retained as evidence (not USgovernment property) must be released toUSACIL-CONUS. Ammunition is relin-quished to the nearest ammunition supplypoint, using DA Form 581.

Counterfeit currency or coins and theequipment necessary to print or make themare normally released to the nearest office of the US Secret Service (USSS). However, if the incident occurs outside the jurisdiction of the US, the counterfeit items will be released tothe appropriate USSS office exercising juris-diction over the host country. Coordination iseffected with the USSS and SJA beforemaking disposition of the items.

Controlled substances that are notassociated with any ongoing investigation but were discovered or found on post may beimmediately disposed of after it isdetermined that the substance cannot beconnected with any ongoing investigation orsuspect. Controlled substances or narcoticsmust be destroyed in the presence of awitness in grade E6 or higher. The witnessmay be any USACIDC special agent. Thewitness will not have been involved in thechain of custody. Destruction must be by burning or by methods that will permanently

destroy the substance. Flushing thesubstance down a commode is not consideredan appropriate means of destruction.Definitive guidance is found in AR 195-5.

DISPOSITION THROUGHNARCOTICS FIELD TESTING

Nonnarcotic controlled substances may befield tested when the commander exercisingcourt-martial jurisdiction of a subject ad-vises the PM or USACIDC supervisor thatcourt-martial action will not be takenagainst the offender. Close coordination

with the commander concerned is essentialto determine the appropriate course of action. If the commandercourt-martial action, theforwarded to the supporting

contemplatesevidence isUSACIL for

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forensic analysis. Evidence consumedthrough field testing must be appropriatelydeducted from DA Form 4137 by annotatingthe chain of custody section to reflectdisposition of the quantity consumed. Inmost instances the quantity consumed is

estimated, or stated as “a few particles” if that is the case.

USACIDC Form 36 (Field Test Results)provides a record for field test results of nonnarcotic controlled substances. Thisform is prepared and signed by the personconducting the field test. The test results areprovided orally to the action commander assoon as possible in addition to a copy of USACIDC Form 36. Copies are attached asan exhibit and the original is retained andultimately forwarded to USACRC.

When definitive guidance cannot be foundin AR 195-5 or AR 190-22, the SJA is con-sulted for guidance. It is the responsibility of the SJA to complete the final disposal actionsection of DA Form 4137.

FINAL DISPOSITION OFDA FORM 4137

After all items of evidence listed on aparticular DA Form 4137 have been properlydisposed of, the original and first copy of theform are placed in the case file to which theypertain. The original DA Form 4137 will be

treated as any other original exhibit. It will be submitted to the USACRC along with thefinal ROI/MPR or other supplementalinformation. When the final report and allother supplemental information has beenforwarded to the USACRC before closing the

DA Form 4137, the DA Form 4137 isforwarded to USACRC as a single exhibitwithout a letter of transmittal. TheUSACIDC ROI number or USACRC reportnumber, as applicable, must be reflected onthe form when forwarded as a separateexhibit. The first copy of the form will beretained with the local file copy of thepertinent ROI or MPR and destroyed withthe report. If the original DA Form 4137 isentered in the record of trial as a permanentpart thereof, accompanies evidence released

to an external agency, or is not available forany other reason, a copy from the suspensecopy is made and substituted as theUSACRC copy. A notation reflecting thedisposition of the original will be made onthe reproduced copy forwarded to USACRC.When DA Form 4137 pertains to items notconnected with incidents or when a report isnot forwarded to the USACRC, DA Form4137 will be maintained in the localinvestigative case file to which it pertainsuntil the file is disposed of in accordancewith AR 25-400-2.

SUPERVISING MILITARY POLICE INVESTIGATORS

The military, police investigation super-visor (MPIS) is directly responsible for thesupervision and control of all investigatorsassigned to the MP investigation section. Tosuccessfully supervise an organized,efficient operation, the MPIS must ensurethat the regulations, policies, and proceduresare complied with.

When an investigation is initiated and thecase has been opened,the case a number andDA Form 3975. Theinvestigator to the casefile is opened and a

the MPIS assignsrecords the case onMPIS assigns anand ensures a caseprogress report is

initiated. The MPIS also ensures that an MPreport number has been assigned andrecorded.

The MPIS guides the investigation,checking case progress periodically. TheMPIS ensures that each investigation isperformed in a timely manner with entriesrecorded in the reading file in accordance

with regulatory requirements and localpolicy. (See ARs 190-30, 190-40, and 190-45.)Each entry will reflect case progress, and if no investigation has been conducted, anentry will be reflected with a brief explanation. The MPIS ensures a first

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progress report is initiated and dispatched tothe commander of the suspect/subject on theday the investigation becomes three days old(counted from the date it was reported in theMP blotter and the MP report number wasassigned). The MPIS ensures that additionalprogress reports are completed and initiated

every 45 days thereafter until the case isfinalized. The MPIS ensures that all MPreporting files/investigations are safe-guarded against illegal disclosures. TheMPIS also updates suspect’s commanderand supervisor as necessary during theinvestigation. The MPIS supervises theinvestigators and provides technical andadministrative guidance as neededthroughout the investigation. The MPISmakes all proper notification and assists theinvestigators in preparing for judicialproceedings.

Once a subject has been identified, allleads have been exhausted, and SJA

coordination has been accomplished, theMPIS ensures the final report is prepared.The MPIS checks the final report for contentand errors. When all investigative leadshave been exhausted and no subject has

been identified, an administrative closing isappropriate until further leads are

developed. All MPISs review the case andnote their approval on the case log and thepolice report.

Supervisors of MP investigation sectionsshould continually check on the quality of the performance of their investigators toensure that the MPI mission is beingeffectively accomplished. An excellentexample of a quality control method isoutlined in FM 19-20. Other methods thatcould be employed are observations of interview situations through two-waymirrors, critiques of statements as they areobtained, and examination of statementsduring the final case review stage.

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CHAPTER 15

Investigative Means and Measures

T he success of an investigation candepend on the local application of criminal

intelligence that investigators, worldwide,gather and process about crimes committed by individuals or organized crime groups.This criminal intelligence helpsinvestigators identify criminals and makesthem aware of criminal activity andviolations of criminal law. It also helps themprevent crime by allowing them to assesscrime problems and trends.

The US Army uses criminal intelligence toreveal criminal activities affecting the USArmy. Only data that are needed arecollected. Data solely about politicalactivities are not collected. DA policy, statedin AR 380-13, forbids collection and retentionof data on non-DOD personnel except fordata about crimes where DOD hasresponsibility to investigate or prosecute.

Criminal intelligence is more than justdata documented in ongoing investigations.It is any information observed or obtained

by investigators that may be of value whenadded to the criminal intelligence already

CONTENTS

PageGATHERING CRIMINAL INTELLIGENCE . . . 151

USING AND PROVIDING CRIMINALINTELLIGENCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153

CONDUCTING INTERVIEWS ANDINTERROGATIONS . . . . . . . . . . . . . . . . . . . . . . . . 154

PERFORMING SURVEILLANCE ANDCOVERT OPERATIONS . . . . . . . . . . . . . . . . . . . . 156

Surveillances . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156Covert Operations . . . . . . . . . . . . . . . . . . . . . . . 157

possessed. The process by which investi-gators change the raw data from untried,undeveloped information into a useful form

for investigative needs is called the criminalintelligence process. It is an ongoing cycle of planning, collecting, evaluating, collating,analyzing, reporting, disseminating, andreevaluating. The process, undertakencontinuously both at local levels and athigher HQ, ensures that a broad spectrum of criminal intelligence is available to aid theinvestigator. The intelligence that isgathered is processed and disseminated toall levels.

GATHERING CRIMINAL INTELLIGENCE

At command level, the InvestigativeOperations Directorate, USACIDC, super-vises the US Army’s criminal intelligenceeffort. It sets information priorities forworldwide collection. And it disseminatesprocessed criminal intelligence to locallevels. USACIDC sets guides for two types of criminal intelligence: essential elements of criminal intelligence (EECI) and othercriminal intelligence requirements (OCIRs).OCIRs are data that may be useful, but oftenare not needed right away. EECI, on the

other hand, are critical items of data oncriminal activities and crime areas to becollected at all levels. When EECI data are

correlated and disseminated to local units,this information can be used to reachconclusions and make decisions.

At installation level, USACIDC officesand certain MP elements supervise theplanning and collection of criminalintelligence. The criminal intelligencecoordinators in local units plan and collectinformation of criminal functions withincommand boundaries. They then forward iton request or on their own initiative. They

also set local priorities within the overallprogram. They keep in touch with criminalintelligence and law enforcement agencies.

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At investigator level, data are planned andcollected for input to the criminal intelli-gence system. Collecting criminalintelligence is a continual duty of allinvestigators, not just those assigneddirectly to a criminal intelligence section.The investigator is the key to a successful

collection effort. The investigator is usuallythe person in direct contact with localhuman sources of criminal intelligence.During daily activities the investigator looksfor EECI and OCIRs. He does thiscontinuously and aggressively. Althoughpriority is placed on EECI needs, he mustnot overlook other useful criminalintelligence.

The local criminal intelligence coordinatorhelps the investigator sift, sort, review, andanalyze data. Sources of criminal intelli-

gence are developed. Criminal intelligence isgathered from both overt and covert sources.Overt sources may be citizens, workers inprivate and government agencies, membersof police agencies, and unit commanders.Postal workers, news media, phone books,and public records are also good, overtsources of criminal intelligence. Covertsources include criminal elements willing to

be sources and surveillant and undercoverinvestigators. Development of sources of criminal intelligence is limited only by theimagination of the investigator.

After data have been collected, collated,and analyzed, they must be reported.Because some data being reported aresensitive, criminal intelligence is usuallyreported on USACIDC Form 97 (CriminalIntelligence Report). Reports are tailored tothe needs of the main user. Positiveinformation is given. Reports are preparedobjectively. Conclusions drawn from thedata are included in the report. After thereported information is further analyzed athigher levels, criminal intelligence isdisseminated back to local levels. Thecriminal intelligence is disseminated toreach the principal user—the localinvestigator.

Criminal intelligence must be accurateand relevant. Usually the investigator whocollects the details is most able to assess thereliability of his or her source. Thatinvestigator can determine reliability byrecalling past experience with that source, aswell as comparing the data with that

gathered from other overt or covert sources.But even when the reliability of a source oraccuracy of the criminal intelligencecollected is questioned, it is not considereduseless. It is reported. The immediate needfor an item of criminal intelligence may not

be seen. But this does not mean that item isnot of value.

Higher USACIDC levels, having widersources of criminal intelligence than lowerlevels, may assess the accuracy andusefulness of an item of data by comparing it

with a variety of other known data andcircumstances. When seemingly useless bitsof criminal intelligence are fitted together,the many separate bits may, like jigsawpuzzle pieces, form a recognizable picture.The criminal intelligence collected on everynew case must be coordinated with thecriminal intelligence center.

To bring together collected data to decidetheir importance and relation to othercriminal intelligence, data must be collatedand analyzed. The data must be combinedwith other related data and then analyzed toallow sound theories and judgments to bederived. The analysis of criminalintelligence can be done at the same time ascollation. The same data may be analyzedmany times and by a variety of methods.The methods of statistical, system,computer, or operational research analysismay be used. However, when an analysis isdone at any level of command, it is done tosee if a pattern can be shown and to see if more data are needed. An analysis alsoserves as a tool to reevaluate collection

plans.Reevaluation is the final stage of the

criminal intelligence process. It is a reviewat all levels of the potential use and benefit

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of the collected criminal intelligence. intelligence reflects current targets of Reevaluation serves to show where changes interest, as areas of concern vary over time.need to be made. It ensures that the And it ensures the information is obtainableinformation to be gathered reflects the needs from the contacts and sources of criminaland goals of local investigative units and of intelligence that are available.such units in general. It ensures the criminal

USING AND PROVIDING CRIMINAL INTELLIGENCETo be useful, criminal intelligence must be

available and easily retrievable. Only if theinvestigator can get to the criminalintelligence can he see if any exists that willaid him in an ongoing investigation.

Three files are required by regulation to bemaintained at each local USACIDC office.These are the name index card file, themodus operandi file, and the offense file. Thename index card file contains criminal

intelligence cross-indexed by subjects,victims, witnesses, and organizations. Themodus operandi file contains criminalintelligence on distinct manners of operationcross-indexed by subjects and cases. And theoffense file contains criminal intelligenceindexed by the type of crime committed.

But a unit’s investigative file system is notlimited to these. Other useful files mayinclude criminal intelligence indexed byunit, location, nicknames, stolen property, ortype of vehicles. Criminal intelligence may

be indexed by any topic which would benefitthe investigative needs of a given office.

When an investigation is initiated, thecriminal intelligence files are checked forinformation regarding offenders, victims,witnesses, modus operandi, similar offenses,and, perhaps, even locale. And whileworking on the case, the investigator must

remain aware of the value of continuing tocross-check leads or other aspects of the caseagainst the available criminal intelligence.When an investigation is complete, and theinvestigator drafts his report of investigation, he makes a last review of thecriminal intelligence. This action will ensurethe thoroughness of the report. And it willallow criminal intelligence gained in theinvestigation to be checked against anyunsolved cases and, perhaps, aid in solvingthem.

When acting on a request for criminalintelligence the investigator coordinateswith the local Freedom of Information Actofficer. The right to obtain information andthe right to refuse to release information arelimited by regulation and by the Privacy Actand the Freedom of Information Act.AR 340-17 gives guidance on USACIDC andMP law enforcement criminal intelligencesystems. It exempts some law enforcementinvestigative files from disclosure. These

files include source files and investigativeworking files.

As a participant in the criminalintelligence process, the investigator mustunderstand and comply with legal andregulatory restrictions on collecting,maintaining, and releasing information.

CONDUCTING INTERVIEWS AND INTERROGATIONSMost investigations depend heavily upon Before MPIs can hope to develop

the ability of the investigator to obtain interviewing and interrogating skills, and

criminal intelligence. The solution to many before supervisors can guide theircrimes has been the direct result of leads and subordinates, they must know theevidence developed through interviews and fundamental techniques of interviews andinterrogations. interrogations. Basic understanding and

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attitudes must precede the development of communications skills.

Interviews and interrogations are aninvestigator’s means of obtaining criminalintelligence from or about persons connectedwith an incident. Investigators interview

persons who they believe are willing to giveinformation about a case. In an interviewthey help people give, in their own mannerand words, their account of the matter. Afterthey give their account, the investigatorreviews it with them to be clear on keypoints. Or the investigator asks questionsto have them clearly explain matters notcovered before, depending on the elementsof the offense under investigation.Investigators may have to question anumber of people to get the criminalintelligence needed. They may need to

question people who know a victim, asuspect, or a witness. These people can helpinvestigators understand the reasons andactions of those involved in an incident theyare investigating. These interviews, oftenconducted in the office, home, or place of business of the person being interviewed,rarely result in an interrogation.Investigators interrogate only personssuspected of having committed or helpedcommit an offense, or persons believed to bewithholding criminal intelligence about anoffense. In an interrogation investigatorsrigorously question persons unwilling togive the criminal intelligence they areseeking. They avoid interrogating anyonewho can be successfully interviewed.

Investigators may find that some personsquestioned are only “distracters.” They haveno real connection with the crime, but theyseek to present criminal intelligence. Theymay be publicity seekers who say theywitnessed the crime. Or they may beemotionally disturbed persons claiminginvolvement in the crime. Despite thedistraction these people create, investigatorsshould not ignore them. Investigators mustmake every effort to handle these persons sothat neither the investigation nor thereputation of the armed forces suffers.

Investigators listen to their stories. Theycheck what the people say in relation to theknown facts. Then they take the necessaryaction.

Procedures for preparing, planning, andconducting interviews and interrogations

are found in FM 19-20.Every investigation involves the

gathering of evidence, both physical andtestimonial. The collection and evaluation of physical evidence is an important part of theMPI’s job. However, without interpersonalcommunication, the items of physicalevidence have little or no practical value. Itis through communication with otherindividuals that background data, givingevidence meaning, are obtained. Therefore,it is important that MPIs become effective

communicators. The military investigatorswill find that a heavy percentage of the workload will be directly related to the gathering,evaluating, and recording of criminalintelligence resulting from interviews andinterrogations. The questioning of suspects,witnesses, complainants, victims, andinformants is the investigative proceduremost frequently used by police officers. As aresult of these activities, the investigativesupervisor will find that the majority of thework load will consist of evaluatinginterview and interrogation results.

It is essential to the investigative processthat the MPI supervisor ensures that duringand immediately following an interview,MPI personnel strive to evaluate theindividual interviewed, any criminalintelligence obtained, and the investigator’sperformance. These evaluation steps must beaccomplished to ensure that complete andaccurate reports are subsequently written.For example, the number of false com-plaints, especially in cases of sex crimes, isvery high; victims of thefts often exaggerate;homosexuals will, at times, name otherhomosexuals with whom they have hadcontact or nonhomosexuals whom theydislike for another reason. Eyewitnessaccounts are frequently not reliable, and no

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two witnesses are likely to give the sameaccount of an incident. If they do, theinvestigator should scrutinize theinformation carefully and make certain thatdeception has not occurred. The investigatorwho is conscientious about improving his orher ability to interview persons successfully

evaluates performance during and after eachinterview or interrogation. An evaluationshould include approach, manner, andsuccess of the interview. This procedure isparticularly necessary when the investigatorhas been successful in obtaining from theindividual all the criminal intelligence thatwas believed to be available. When a suspectconfesses and a written statement has beencompleted, it can be of great assistance inengaging the suspect in casual conversationand asking him what was said or done thatcaused him to confess. Through use of such

means, the investigator can improveknowledge and techniques each time aninterview is conducted.

Not only does the investigator have anenormous responsibility, but the investi-gative supervisor must assure that theprocedures are being effectively applied by

their investigators and that all necessarycriminal intelligence relating to theinvestigation is being obtained. Therefore, itis important that MPIs and their supervisorsknow how to effectively conduct themselvesin interview and interrogation situationsand how to evaluate the criminal

intelligence obtained.A criminal surprised and apprehended in

the act of committing a crime is sometimesinterviewed at the scene while still underconsiderable emotional strain. Properlyhandled, this interview may often producean admission or confession that will help toestablish the guilt of the criminal and otheraccomplices. These instances, however, arerare. Normally the interview is conducted atthe MP investigation section, either in aninterrogation room or in individualinvestigative offices, where the emotional

feelings of guilt have to be cultivated by theinvestigator using established techniques.The proper environment for this type of interview is just as essential as the skills of the investigator. (Refer to FM 19-20 forcomplete discussion of interviews andinterrogations.)

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Depending on the situation at the time,many locations are used as appropriatefacilities for interviewing individualshaving knowledge of an incident beinginvestigated. However, when interrogating,the best facility to use is an interrogationroom to ensure that the proper psychological

atmosphere exists. The following guidanceshould be followed:If any type of recording equipment isemployed, the interviewer must follow theprocedures in FM 19-20.Desks, tables, and other furniture should

be located neither where they will impairthe interviewer’s observation of thesubject, nor where they will constitute apsychological or physical barrier to thecommunication between the interviewerand subject.

If a telephone must be installed in theoffice being used as an interrogationroom, the interviewer should arrange forincoming calls to be transferred toanother telephone.

Every MP investigation section shouldpossess at least one interrogation room of the type just described. If the section doesnot possess such an interrogation room,individual offices will have to be used until afacility is constructed. The individualinvestigator’s offices should conform to theguidance just discussed if possible. The mostimportant factor for the office interrogationroom or individual investigator’s office is theuninterrupted privacy of the facility toensure that the individual being interviewedwill not be distracted and will be able toconcentrate on the conversation.

PERFORMING SURVEILLANCE AND COVERT OPERATIONS

As investigators develop their specialskills they may be called on to work on asurveillance or covert operation.Surveillances and covert operations areundertaken to learn about a suspect’sactivities and relationships. In theseoperations investigators attempt to watchsuspects or associate with them withouttheir becoming aware of police interest. Butfor the operations to be successful, the

investigators conducting them must betrained and experienced. And sometimesthey must have special skills. They mayeven take on entirely different identities.There may be total, and in some casesdangerous, involvement of the investigators.Because of this, surveillances and covertoperations are used only if there is no otherway that will work as well to get neededcriminal intelligence.

SURVEILLANCES

Police surveillance is the systematicobservation of persons, places, or things toget criminal intelligence. Surveillant makenotes of actions they see performed bysubjects under surveillance. If there is more

than one surveillant, the notes can becompared for accuracy. Normally,surveillance deals with persons. Places andthings are watched if they relate to people ormissions. Surveillance can provideinformation about a person’s activities. Itcan show where persons under surveillancego. Or it can show where criminal activitytakes place. It can verify the reliability of asource’s information. (FM 19-20 discusses

surveillance operations in detail.)COVERT OPERATIONS

A covert operation is an investigativeprocess where the investigators use pretextsand disguises in order to get as close aspossible to suspects, their associates, andcriminal activity. An important purpose of acovert operation is to obtain circumstantialevidence.

While all investigations do not require acovert operation, a number of investigations

depend primarily on investigators operatingin a covert status to some degree. Aninvestigator may be put in a covert status todetermine if a crime is being planned or has

been committed, to determine the location of

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the crime, and to identify persons involvedin the crime. Probable cause can bedeveloped by the investigator so thatapprehension warrants and search warrantscan be obtained when necessary.

The first step in the planning process for acovert operation is to determine if a covertoperation is needed. The needs may beidentified through a number of actions suchas—

Criminal intelligence.Liaison with other agencies.Observations.Crime prevention.Statistics.

Liaison is a must when coordinating acovert operation. If relationships are bad, itwill be difficult to obtain good results fromthe operation. A covert operation, in mostcases, requires coordination with the SJA,federal investigative agencies, and civilauthorities.

The number of investigators required for acovert operation must be determined. Acovert operation may last for a long period of time. Therefore, investigators selected mustnot be scheduled for PCS, TDY, or to go onleave.

On occasion, it may be advantageous forthe covert investigator to use publictransportation such as buses, trains, taxis,or subways. However, during most covertinvestigations, the investigator is provided avehicle of some type. The means of

transportation chosen is tailored to theselected cover identity of the investigator aswell as the nature of the operation. The typevehicle chosen will vary according to theoperation.

Weapons are carried by a covertinvestigator when there is imminent dangeror if an apprehension might be necessary. If an investigator is to carry a weapon, it is anonstandard issue-type weapon.

The carrying of any type of illegal weapon,such as a switchblade knife, by a covertinvestigator is not authorized without priorapproval. Prior approval must be obtained inwriting from appropriate military or civilauthorities or both.

An investigator must be providedcommunication equipment and a point of contact. At a minimum, the investigatormust be provided a telephone and a 24-hourcontact point, preferably anotherinvestigator or supervisor. The investigatordoes not go through official channels such as

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the MP desk sergeant unless it is anemergency.

An investigator must keep his backgroundstory as close as possible to his actualhistory. This makes it easier for theinvestigator to remember the backgroundstory, and it also prevents mistakes thatmight occur.

The investigator must memorize his background story to prevent the story fromchanging if questioned by different membersof the criminal element. An investigatormust assume that criminals will try to trickhim to find out if he is the person he claimsto be. An investigator must alwaysanticipate questions that the criminalelement might ask. The criminal elementwill ask questions, knowing the correct

answers, to see if the investigator is telling

the truth. The investigator must never admitto the criminal element to being an MP.

Once a background story is presented tothe criminal element, it is not unusual for thecriminal element to check out the story. Theinvestigator must ensure that data aremaintained in offices where the backgroundstory might be checked.

If apprehended, the investigator musthave specific instructions on what to do. Theinvestigator never identifies himself as anMP in the apprehension unless there isreason to believe that he will be hurt by theauthorities. Once at the jail, the investigatormust tell the jailer that he is a covertinvestigator. The investigator must know of a name of a police official, other than thepolice chief, whom the jailer might

recognize.

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PART FOUR

CONFINEMENT OF US MILITARY PRISONERS

The Military Police Corps’ role in theconfinement of US military prisoners is an

integral part of the MP law and ordermission. MP confinement operations assistin maintaining discipline and unit strength.The confinement of soldiers who transgressthe laws and regulations of the military helpscommanders ensure that discipline is upheld.

MP are responsible for the confinement of US military prisoners in both wartime andpeacetime environments.

Military police detain, confine, protect, andsustain US military prisoners. MP evacuateprisoners when it is necessary. MP play a

major role in the Army’s correctional systemfor US military prisoners. From detention toconfinement and correctional treatment, MP

carry out Army policy by ensuring thatpersons held in Army custody are accorded

humane care and treatment. The means,methods, and facilities used to carry out thisoperation differ with the environment. Butthe MP’s just exercise of custody and controland their humane treatment of prisonersremains a constant.

Military police participation in the Army’sconfinement and correctional system—

Assists the commander in maintaininggood order and discipline in the armedforces.

Promotes efficiency and effectiveness inthe military criminal justice establishment.Strengthens the national security of the US.

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Field Confinement of US Military Prisoners

On the battlefield MP provide for thetemporary confinement and swiftevacuation of US military prisoners. MPconfinement operations parallel, but areseparate from, the MP EPW internment andevacuation system. Members of the USarmed forces cannot be confined inimmediate association with enemy prisonersof war, civilian internees, detainees, or otherforeign nationals who are not members of the US armed forces.

On the battlefield MP operate field

detention facilities (FDFs) and field con-

CONTENTSPage

OPERATING FIELD DETENTIONFACILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160

OPERATING FIELD CONFINEMENTFACILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 161

EXPEDITING DISPOSITION . . . . . . . . . . . . . . . . 162

finement facilities (FCFs). When thedecision is made by the theater armycommander that prisoners are to be retainedin theater, FDFs may be set up in the combatzone and an FCF may be set up in the

communications zone (COMMZ).

OPERATING FIELD DETENTION FACILITIES

Military police use FDFs in the combatzone. FDFs are temporary facilities set up todetain soldiers placed in custody. FDFs areused to hold soldiers in custody only untilthey can be tried and sentenced toconfinement and evacuated from the area.

Whenever possible, soldiers awaiting trialremain in their units. Only when theypresent a hazard to the mission, themselves,or others are they placed in pretrialconfinement and detained by MP. MPcompanies assigned to corps andTAACOMS are responsible for the detentionof US military prisoners in their areas of operation. Convicted military prisoners aremoved when possible to confinementfacilities outside the area of operations.

In the combat zone, US military prisonersare detained in two ways. They may beplaced under the control of a squad or a team

already performing another operation, suchas an EPW collecting point or a TCP. Or theymay be placed in a separate, temporary FDF.When small numbers of US prisoners are onhand, the squad operating the EPW

collecting point can best take onresponsibility for US prisoners. But militaryprisoners must be physically separated fromEPWs. When large numbers exist, an MPteam or squad may be given the mission toset up a detention facility. The PM decideswhen a detention facility is needed. The PMplans the detention of US prisoners and

assigns the mission to the companycommander. The company commander tasksan MP element to perform this operation, orhe coordinates the removal of the prisonersto a corps detention facility. If there aremany prisoners in the company’s area of operations, a confinement team may berequired to set up a temporary detentionfacility in the division area.

Unit commanders are encouraged to useunit assets to detain soldiers accused of crimes as long as feasible. But they maytake them to an FDF if this is necessary.

Procedures are provided in commanders’policies for detaining and confining soldiers.If it is not feasible for the unit commander toretain control, MP will temporarily detainthe prisoners.

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Either a team or a squad can operate anFDF, A team operating a detention facilitymay organize so that the team leadercontrols the operation and spells the guards,and the other team members perform guardduty in alternating 12-hour shifts. When

operating an FDF, MP sign a receipt for eachprisoner on DD Form 629 and for theprisoner’s property on DA Form 4137.Policies and procedures on the care andtreatment of prisoners and the safeguardingof the prisoners’ personal effects apply toFDFs to the same extent that they apply toother Army confinement facilities. Thephysical criteria for housing the facility inpermanent and temporary structures are basically similar. Maximum use should bemade of existing structures to houseconfinement facilities. If a tent is used, it

should not be smaller than the generalpurpose medium tent. Field expedientfacilities must be approved by the Medical


Corps Officer, who also conducts periodicinspections.

Plans for establishing an FDF shouldinclude the following list of equipment andsupplies which represents minimumrequirements:

Barbed wire—roll.Barbed wire—concertina.Fence posts.Gates and doors.Floodlights and spotlights, complete withwiring.Emergency generator.Mess equipment and equipment forcleaning mess gear.Water cans and/or lister bag.Typewriters.First aid equipment and supplies.Spare clothing and bedding.

OPERATING FIELD CONFINEMENT FACILITIES

Convicted US military prisoners areusually only held for a short time in a theaterof operations. Then they are evacuated forcorrectional treatment out of theater.

However, they can be confined in theater if circumstances warrant.

An FCF is maintained within the theaterof operations when the prisoner populationrequires it, the distance to CONUS is toogreat, or the lack of transportation toevacuate prisoners to CONUS demands it. Aseparate MP confinement battalion isassigned to the Personnel Command(PERSCOM) to support the theater of operation’s confinement of US militaryprisoners. It provides the theater with

trained confinement personnel. And itprovides a place capable of handling 1,500US military prisoners.

Military police temporarily confinesoldiers in custody in tactical situations in

an FCF. FCFs are used to hold soldiers incustody only until they can be evacuated to acorrectional facility. An FCF can be atemporary, semipermanent, or permanent

structure located in the COMMZ. Policiesand procedures on the care and treatment of prisoners and the safeguarding of prisoners’personal effects apply to FCFs to the sameextent that they apply to Army confinementfacilities in peacetime environments.

Although conditions within an FCF may be austere, military prisoners of the USforces are given the benefit of shelter andsustenance like that provided duty soldiersin the area of operations. The MPconfinement battalion commander selects

the general location of the confinementfacility. The battalion commander mustensure the location of an FCF is not adjacentto the base perimeter, ammunition supplypoint, or any other area where the safety of the prisoners is imperiled.

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The MP confinement battalion com-mander is the FCF commander andmaintains command and control of thefacility. Battalion HQ is assigned a numberof MP guard companies to confine, protect,sustain, and evacuate US military prisoners.

Confinement teams are deployed within thecombat zone for pretrial detention purposesonly as needed.

EXPEDITING DISPOSITION

The command PM seeks to expediteactions involving military prisoners inpretrial confinement as well as those whohave been sentenced. Coordination with theUSACIDC field element is undertaken toprioritize and expedite investigations onthose persons held in pretrial confinement.And continuing coordination with CorpsSupport Command administrative serviceselements and transportation elements isnecessary. When possible, prompt action istaken to ensure sentenced prisoners areexpeditiously evacuated to the rear. Militaryprisoners are moved from corps detentionfacilities through the COMMZ confinementfacility to confinement and correctional

facilities in CONUS with a minimum of delay. The confinement facility commander,if one is required in a COMMZ, coordinateswith the Assistant Chief of Staff,PERSCOM, to ensure prompt administra-tive action. Assets of the TransportationCommand must be requested to supportmovement of military prisoners from corpsto COMMZ and from COMMZ to CONUS.Coordination is made with TAACOMelements to provide subsistence for thosemilitary prisoners kept within a COMMZ for brief periods. Close and continuous

coordination is maintained between the PMand the Commander, Medical Command.This facilitates the security and segregationof military prisoners undergoing medicaltreatment or being evacuated throughmedical channels.

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CHAPTER 17

Installation Confinement and US Army Correctional Facilities

O utside a theater of operations the MPaccomplish the confinement of US militaryprisoners through their operation of theArmy’s correctional system. The long-rangegoal of the Army correctional system is tohelp as many prisoners as possible becomeresponsible, productive citizens whenreleased to civilian life or returned tomilitary duty. The philosophy of the Armycorrectional system is to administerdiscipline on a corrective rather than apunitive basis. The services and programsemployed by the Army correctional systemare designed to prepare prisoners for returnto civilian life or to military duty, whicheveris prescribed by the needs of the Army. Thisphilosophy governs all phases of confinement and correctional treatment. TheArmy correctional system provides for thediffering confinement needs of persons heldfor short, medium, and long periods. It doesthis by maintaining a three-tieredcorrectional system.

At the local level are the installationconfinement facilities (ICFs), which holdpretrial detainees and short-term posttrialprisoners. Army ICFs provide limitedservices and custodial supervision. On thesecond and third levels are the US ArmyCorrectional Activity (USACA) and the USDisciplinary Barracks (USDB). Both theUSACA and the USDB are full-scalecorrectional facilities. Although the missionat all levels of the Army correctional systemis to confine US prisoners and to provide

CONTENTSPage

INSTALLATION CONFINEMENTFACILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 164

US ARMY CONFINEMENT ANDCORRECTIONAL FACILITIES . . . . . . . . . . . . . . 166

correctional treatment, the missionemphasis differs at each level. Thedifferences in mission emphasis are basedon the length of time prisoners are to beconfined and the facilities and services suchconfinement requires.

The MP mission of confining US militaryprisoners is accomplished by maintainingprisoners in custody and under control. MPmaintain custody of US military prisonersfrom the moment of custody to final release.The maintenance of custody and control isthe basic purpose for which MP operate theArmy’s confinement and correctionalfacilities. Facility personnel achieve andmaintain custody and control of prisoners byemploying a number of custody and controlmeasures. Prisoners are subject to custodyand control measures 24 hours a day in all

aspects of their lives in confinement bothinside and outside the facility.

To maintain custody, limits are placed onprisoners’ freedom of movement. Custody ismaintained within a facility by the presenceof guards, walls, fences, protective lighting,alarms, and locking devices. Custody ismaintained outside a facility by the presenceof guards or supervisors.

INSTALLATION CONFINEMENT FACILITIES

MP operate ICFs to confine pretrial informed of the nature of the offenses fordetainees, posttrial prisoners awaiting which they are being confined. This is donetransfer to another facility, and prisoners at the time the prisoner is confined.serving short-term. sentences. Accused Individuals are accepted for confinementprisoners in pretrial confinement are only on receipt of a court-martial order, a

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valid DD Form 497 (Confinement Order) or a prisoners when they are released fromreport of the result of a trial. Specificprocedures for pretrial restraint and pretrialconfinement can be found in the MCM Rulesfor Courts-Martial 304 and 305 and localsupplements to AR 27-10.

The staffs at ICFS provide administrativeservices, custodial supervision, and limitedcounseling. Other important ICF functionsinclude screening prisoners for transfer to

another facility, processing prisoners whoseadjudged punitive discharge is ordered, andcoordinating with the installation AdjutantGeneral (AG) for the reassignment of

confinement.

Installation PMs are responsible for staff supervision of the operation andadministration of ICFS. They also areresponsible for the custody and control of prisoners confined in hospitalized-prisonerwards. The installation PM guides andassists the facility commander and his staff in training the prisoners and the staff,implementing emergency plans, andobtaining people, equipment, and supplies tooperate the facility. The installation PM alsois responsible for ensuring that prisonersreceive proper medical care.

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ICFs are arranged with the primary goalof safely controlling detainees and prisoners.Special consideration is given to cells andliving quarters, fire protection devices, andlocking devices. ICFs must meet specificrequirements for location, site, and theamount of space allotted for confinementareas in which prisoners are quartered. Theinmate population is segregated intodetainees, enlisted prisoners, and officerprisoners. Each group is further segregated

by sex. Workshops and recreation areas areconstructed in facilities large enough toaccommodate them. All ICFs must meet thephysical requirements for the confinement of both sexes (see AR 190-47 for details).

Usually the prisoner capacity of a facilityis based on 1 percent of the troop strength of the area being served. In some cases, theprisoner population of a facility may be very

small, or the size, location, or troop strengthof an installation may not warrant a facility.Under such circumstances and when theinstallation commander so decides,prisoners of one service may be confined inconfinement facilities operated by anotherservice. The services coordinate a localwritten agreement. The agreement is called

an interservice support agreement (ISA). Itis based on the particular needs of theservices in the area the facility serves. Therules, regulations, laws, and procedures thatapply to the confinement of Army prisonersalso apply to the confinement of members of the other services. (See FM 19-60 for a

complete discussion of ICFs.)When access to an ICF is not available,

military prisoners may be temporarilyconfined in federally approved local, countyor city jails or in MP detention cells. For adetailed discussion of temporary confine-ment of military prisoners, see AR 190-47.

In a peacetime environment PMs of tactical units tenanted on an installation(refer to FM 19-60 for configurationinformation/requirements) exercise staff supervision over confinement facilities that

are set up by the units in the field. When ingarrison and when facilities are provided bythe installation on which the tactical unit isstationed, tactical unit PMs advise theircommanders and staffs on current policiesand procedures pertaining to prisoners.Tactical unit PMs also maintain liaison withthe installation PM.

US ARMY CONFINEMENT AND CORRECTIONAL FACILITIES

The US Army operates two “permanent”

full-scale correctional facilities. Themissions and functions of the USACA andthe USDB are similar. Both facilities providea safe, secure environment in which toconfine prisoners. At both facilities themission emphasis is on correctionaltreatment and educational and vocationaltraining. And both facilities are staffed withcarefully selected, well-qualifiedcorrectional, supervisory, and professionalpersonnel. The USDB and USACA providethe professional evaluation, counseling,training, custody, and personnel

administration needed to prepare inmatesfor return to civilian life or military duty.The USDB, however, because it confineslong-term prisoners, can and does provide

specialized correctional programs. For more

information on USDB and USACA, see FM19-60.

Although federal civilian penal institu-tions are not a part of the Army correctionalsystem they are sometimes used by themilitary to confine prisoners. Militaryprisoners whose disciplinary andadjustment records indicate a need for thetreatment available in a federal penalinstitution may be so confined. Militaryprisoners who are to be confined in a federalinstitution are first confined at the USDB.

From there they are transferred to thefederal institution. For further guidance onprocedures involving federal penalinstitutions, see AR 190-47.

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PART FIVE

TERRORISM COUNTERACTION

Terrorists employ the calculated use of violence or threat of violence to attainpolitical, religious, or ideological goals.Because military personnel and militarypolice serve as protectors of society, terroristsconsider them to be their adversaries.Terrorists believe successful attacks againstmilitary targets show the vulnerability of theestablished society. They also believesuccessful attacks help show terrorism to be ameans of effective change. Throughout theworld the MP endeavor to ensure that USArmy personnel and facilities are perceivedas undesirable targets.

Terrorists are extremely dedicated and

must not be underrated. They are formidableadversaries. The use of terrorist tacticsworldwide has increased over the years, andthis upward trend is not expected to abate inthe near future. Terrorists are becoming moredaring, ruthless, and willing to go to violentextremes to accomplish their goals.Terrorists prefer operations that have a highprobability of success and escape. But terroristsmay choose a hardened, well-defended target,especially if success is likely and if theycan justify the end result as worth the risk.

Terrorist groups have active cadres whotrain other terrorists. These trainersemphasize tactics that have been provensuccessful. Terrorists reconnoiter andmaintain extensive surveillance to gatherdetailed intelligence. They plan and rehearsetheir attacks. The trainers teach measures tocounter response actions and innovations.And as governments take action to counterterrorism, terrorist organizations often altertheir tactics.

The many existing terrorist organizationsconstitute a threat for both peacetime and

wartime. The probability of terrorism andother acts of sabotage and subversion isheightened during periods of hostilities.

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Terrorism can be a means for a nation toproject power. Terrorism may be used toexhaust or deplete another nation’s will or theresources of its armed forces. Terrorism,when used to cause governments to reactrepressively, can foment feelings of hatredtoward government leaders and institutions.

The structure of most terrorist groupsprevents intelligence sources frominfiltrating. But it is known that terroristcadres often carry out orders from higherlevel leaders. And the groups are oftenmaintained by strong political support.Terrorist groups are capable of divertingresources and disrupting the operations of

government agencies using only a fewpersons and small amounts of equipment. Intime of war, it is expected that these groupswill use their skills, resources, and terrortactics to further their objectives.

The MP role in terrorism counteraction isclear: prevent when possible, respond andresolve when required. In both peace and warMP deter, deny, detect, delay, and respond toterrorist attacks. On the battlefield MP helpprotect units and facilities against the Level Ithreat of spies, saboteurs, terrorists, and

enemy forces as part of their area securitymission. (See FM 19-4 for details on MPterrorism counteraction on the battlefield.)

In peacetime MP help protect personnel,equipment, and facilities against spies,saboteurs, and terrorists as part of their lawand order mission. Terrorism always entailscriminal activity. Terrorist goals areachieved through intimidation, coercion, andinstilling fear. Terrorist groups often holdhostages or undertake kidnappings to obtainmaterial or political demands. Commonterrorist tactics include bombings, hijack-

ings, arson, and ambush. MP undertakepeacetime terrorism counteraction to helpsuppress crime and maintain order.

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CHAPTER 18

Planning Terrorism Counteraction

At Army installations worldwide,

terrorism counteraction is being planned,practiced, assessed, updated, and carried out.Ideally, the total Army community helpsdevelop and implement installation plans forterrorism counteraction. And MP areinvolved extensively. MP help develop andthey can help implement both theantiterrorism and the counterterrorismcomponents of terrorism counteraction.

CONTENTSPage

ANTITERRORISM . . . . . . . . . . . . . . . . . . . . . . . . . 168Collecting Intelligence andAnalyzing Vulnerabilities . . . . . . . . . . . . . . . . . 168Taking Preventive Measures . . . . . . . . . . . . . 169

COUNTERTERRORISM . . . . . . . . . . . . . . . . . . . . 171Lead-Agency Concept . . . . . . . . . . . . . . . . . . . 172

Response Operations . . . . . . . . . . . . . . . . . . . . 172

Response Operations Within

Host Nations . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173

ANTITERRORISM

Antiterrorism measures are developed to

reduce vulnerability to terrorist attack. Theyare used to prevent or to defend againstterrorist acts. Antiterrorism measures areused to defend US personnel, equipment, andfacilities. They may be used to defend alliedpersonnel and facilities, but such use must bespecifically requested and approved. MPantiterrorism measures include collectingintelligence, analyzing vulnerabilities, andtaking preventive measures. And MP areactive in installation antiterrorism planning.The PM, his representative, or his staff–

Participates in the development andperiodic update of the installation’s ThreatAssessment.Develops the installation’s physicalsecurity plan and crime prevention plan.Conducts appropriate inspections,surveys, and vulnerability assessments.Participates in the overall assessment of installation vulnerabilities.Coordinates with USACIDC for personalsecurity vulnerability analysis of high-riskpersonnel.Participates in designating missionessential vulnerable areas (MEVA) andthe orientation of planned protection forthese areas.

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Reviews antiterrorism programs to ensure

OPSEC programs and the like developed by other agencies on the installationcomplement those developed by the PMoffice.Participates in developing memorandumsof understanding with federal, state, andlocal law enforcement agencies.

COLLECTING INTELLIGENCE ANDANALYZING VULNERABILITIES

Obtaining intelligence and analyzingvulnerabilities are prerequisites to planning

preventive measures. A well-planned,systematic, all-source intelligence program isessential to knowing the threat. The role of intelligence is to identify and quantify thethreat. It also provides a timely evaluation of terrorist capabilities, tactics, and targets. Asknowledge is gained, a threat assessment can

begin. All available information is examinedto develop intelligence indicators of futureterrorist activities. Analyzing the threat is anessential step in preventing or reducingvulnerability to terrorist acts.

Intelligence activities in terrorismcounteraction are a team effort. Many federalagencies are actively involved in counteringterrorism. These agencies provide technical

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support and evaluation. And they shareinformation. And controlled liaison withcivilian and HN police and intelligenceagencies is essential. Exchanginginformation prevents duplication of effortand reduces the likelihood of compromisingongoing intelligence collection efforts.

US Army Intelligence and SecurityCommand (INSCOM) is the lead Armyagency for Army, foreign, and counter-intelligence activities against terrorism.INSCOM coordinates with appropriate USand HN agencies when initiating anyintelligence activity. It also provides overalldirection and coordination for the Armycounterintelligence effort. Local INSCOMoffices provide area coverage at all levels of command. The Intelligence and ThreatAnalysis Center (ITAC) is an agency of INSCOM. It disseminates specific threatwarnings to applicable commands andactivities. Periodic regional threat packetsare provided to supported commands andactivities. On request, ITAC provides currentintelligence data on terrorist groups andindividuals.

The MP serve as a major source of information in support of terrorismcounteraction. Terrorists violate the lawwhen they commit terrorist acts. MP agenciesmaintain information on known criminalincidents within their jurisdiction. (See

section on criminal intelligence earlier intext.) This information is of vital interest tointelligence efforts. MP activities andUSACIDC units collect and evaluatecriminal intelligence. Local units and higherheadquarters coordinate the developmentand dissemination of information.USACIDC disseminates terrorist-relatedinformation to installation and activitycommanders within the affected area and toINSCOM.

Successful efforts to counter terrorismdepend on successfully providing com-manders timely, user-specific information of the terrorist threat. Integrating informationprovided by civilian, military, andgovernmental agencies produces a

composite. This permits a commander to seewhat is happening or is about to happen andto plan accordingly.

Coordination of information among MPunits, USACIDC area offices, militaryintelligence units, and civilian policeagencies is active. In the US, MP andUSACIDC field offices exchange infor-mation and intelligence with installationsecurity and INSCOM elements. Outside theUS, liaison is conducted by MP, USACIDC,and INSCOM elements with HN and alliedlaw enforcement and intelligence agencies.Liaison is conducted in accordance withSOFAs. Regardless of locale, anyinformation and intelligence exchangeincludes briefing the local commander. Andwherever located, MP elements, incoordination with military intelligenceelements, investigate and report illegalterrorist acts against the US Army. They alsoconduct liaison with civilian police agenciesas required.

TAKING PREVENTIVE MEASURES

Properly planned preventive measures,when resourced and employed, reducevulnerability to terrorist attack. Vul-nerability assessments identify existing orpotential conditions conducive to terrorist orcriminal activity. Physical security surveysand inspections, crime prevention surveys,personal security surveys for high-riskpersonnel, the installation vulnerabilitydetermination system, and OPSEC surveysare among the tools available to installationcommanders/staff personnel. They are usedto determine the vulnerability of installationpersonnel, equipment, and facilities toterrorist attack or criminal activity.

The Army’s programs for OPSEC,personnel protection, and physical securityare all excellent means for reducingvulnerability. Each helps to protectoperations, activities, installations, andresources from hostile exploitation. Butmaximum benefit from these measures isgained when all of these programs are

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implemented in concert. Each of theprograms seeks to reduce installationvulnerability to criminal or hostile acts. Eachof the programs focuses on a different level of vulnerability or type of risk. Thus theprograms can complement each other. Whenall of the programs, goals, objectives, and

requirements are integrated, a synergisticprevention effect is realized. This is the key toa strong prevention program. The effect of the total interaction is far greater than would

be expected of the sum of the parts.

OPSEC denies adversaries informationabout friendly military operations. Thisdenies terrorists information about potentialtargets. Terrorists select targets that offer themost opportunity for success. Informationpassed unknowingly by military personneland family members is used by terrorists intheir planning efforts. OPSEC reduces theavailability of this information. OPSECprocedures—

Protect itineraries, travel plans, andpersonnel rosters.Eliminate established patterns.Protect building and facility plans,

billeting assignments, and VIP guest lists.Ensure discussion of classified or sensitiveinformation only on National SecurityAgency approved, cryptographicallysecured telephone or radio circuits; for

example, automatic secure voicecommunications system.Protect personal or family informationfrom nonacquaintances.Coordinate physical security measures toprotect personnel and preventunauthorized access to equipment,facilities, materiel, and documents.

Personnel protection measures help toprotect personnel from criminal and terroristacts. Personnel protection programs provideprotective measures. They also create a

threat awareness in people, especially thoseconsidered high-risk potential targets.Personnel protection includes protectiveservices provided to high-risk persons by

specially trained personnel. (See the chapteron protective services.) And it includesprotective measures to be taken by the high-risk persons themselves. These lattermeasures help persons decrease theirvulnerability to terrorist attack. Suchmeasures reduce the likelihood of terrorist

success. And they act as deterrents toterrorist activity.

Physical security measures also protectand safeguard personnel from terrorist acts.Physical security programs mesh humanresources and mechanical systems toprevent unauthorized access to equipment,facilities, materiel, and documents. Programmanagers plan and evaluate courses of action that improve physical security of quarters, offices, and installation facilities.Physical security programs help deter orreduce the chances for successful terroristattacks. They complement other installationprograms like crime prevention and OPSEC.(See FM 19-30 for specific measures. SeeAR 500-50 and FM 19-15 for policy andguidance for the control of terrorist acts incivil disturbances.)

Some antiterrorist measures are activedefense measures. Aggressive counter-surveillance is fundamental to counteringterrorism. Persons, and certainly high-riskpersons, and installation security forcesmust be trained to be aware that

surveillance is possible. They mustunderstand the need to counter it. They must become able to detect and report it. Andcountersurveillance measures andequipment must be available to them. Whengate personnel are equipped with camerasthey become a more effective counter-measure. They can photograph persons orvehicles suspected of surveilling aninstallation.

High-visibility deterrent measures canconvince terrorists they will be unable to

accomplish their “attack sequence” of surveil, plan, execute, escape. Highly visiblesecurity forces and aggressive measures canconvince terrorists that the security of an

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installation is too effective for them to Providing a high level of security at allsucceed. If terrorists believe they cannot times is costly. Using a random applicationsucceed, they are not as likely to attack. But of measures and procedures reduces costs.sometimes a deterrent does not reduce the At the same time, it reduces thelikelihood of attack. Instead, it may only attractiveness of the target. Terroristscause the terrorists to change their methods generally want to avoid the unexpected.or their target. And terrorists deterred from Unpredictable coverage patterns can be

their well-defended primary target may used for guard and security patrols. On adecide to attack a more lightly defended larger scale, varying an installation’starget. Use of high-visibility measures operating schedule may be useful. Even justrequires a frequent reassessment of total varying the time, day, and locale of staff target vulnerability. meetings can be useful.

COUNTERTERRORISM

Counterterrorism measures are under-taken to resolve terrorist incidents. Armypolicy stresses deterrence of terroristincidents through preventive measures.However, when a terrorist incident occurs,military resources respond to gain control of the incident quickly. MP or security patrolson duty at the time of a terrorist incident arethe initial response force. And the PM, his

designated representative, or his staff should, as a minimum—Provide input to the development of theinstallation’s crisis management plan.

Develop the special threat plan. The planshould include contingency plans tocontrol installation access, response tohostage barricade situations, response to bombings, response to arson, and the like.Establish and train an SRT.Train selected personnel in protectiveservices operations as required.

Serve as a member of the installation’scrisis management team (CMT).Serve as commander of the installation’sthreat management force (TMF).

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Installation personnel continue under thedirect control of the military even when theFBI assumes jurisdiction. The militaryprovides support to the FBI based onprovisions of the DOD and DOJMemorandum of Understanding. When the

FBI assumes jurisdiction of the incident,military personnel continue to support theFBI as needed. Command and control of military personnel remains with themilitary.

The commitment of additional militaryforces by the National Command Authorityto resolve the terrorist incident initiatesphase III. If the FBI has jurisdiction of theincident, requests for these additionalresources are accomplished through DOJchannels in accordance with the

Memorandum of Understanding betweenthe DOD and DOJ. If military forces arecommitted, the secretary of defense directsmilitary operations according to lawenforcement policies determined by theattorney general. If the installationcommander retains jurisdiction (no FBIinvolvement), requests for additionalmilitary forces are accomplished throughDA channels.

Upon termination of the incident, certainkey military personnel, if requested by theFBI, remain at the site to protect theintegrity of the investigative process.USACIDC special agents, in conjunctionwith the FBI, collect and process evidencefor possible criminal prosecution.Investigation results are coordinated with

local military intelligence elements who, inturn, forward them to ITAC.

RESPONSE OPERATIONS WITHINHOST NATIONS

In response operations outside the US andits territories and possessions the basicresponsibility lies with the HN. SOFAs,however, may grant the right (not theresponsibility) to US forces to do whatever isnecessary to maintain order and security onthe installation. US procedures forresponding to terrorist incidents on theinstallation are established according to USand HN law and SOFAs and in coordinationwith HN governmental agencies.

The military response on installationsoutside the US might consist of an initial

response by installation law enforcement,other military resources, and HN lawenforcement agencies. The installationcommander is responsible for the initialresponse to a terrorist incident. Notificationof the incident is made in accordance withapplicable SOFAs and Army regulations. Asa minimum, higher headquarters, the HN,and the Department of State (country team)are notified. Phase II starts when USmilitary forces from elsewhere in the countryare brought in or HN forces are committed.Phase III starts when the HN commitsspecially trained counterterrorist forces.Augmentation by US forces from outside thecountry requires HN consent. Coordination

between the US and HN governments isprovided by the Department of State.

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CHAPTER 19

Protective Services

The structure of the American democratic

society depends on the intimate associationof the people with their chosen leaders. Butthe dissidents and the disaffected of eitherextreme, left or right, attempt to isolate publicfigures from the people. In the face of impededmovement or attempts to embarrass, kidnap,or even assassinate them, many leaders havecourageously continued to meet andcommunicate with the public. They do thisdespite demonstrations, threats of violence,and assaults. Such violent incidents generatewidespread fear. They endanger life. Andthey interfere with the conduct of business

and diplomatic relations. The rights of publicand private officials must not be violated:Leaders must be able to communicate withthe people. Leaders must be able to functionfreely and safely. One means of preventing orreducing exposure to violence and of increasing personal safety is through theprovision of “protective services.”

FUNDAMENTALS . . . . . . . . . . . . . . . . . . . . . . . . . . 179

US ARMY

PROTECTIVE SERVICES

US Army commanders are responsible forprotecting dignitaries and other high-riskindividuals in the commanders’ areas of responsibility. Commanders must be able toprovide professional, personal protectioncommensurate with the threat. Thevulnerability of visiting dignitaries,designated high-risk persons or theirfamilies, and other persons needing personalprotection must be offset. When threatcondition; grade, position, or location of aperson; or special conditions presenting adanger to an individual create a need forprotective services, resources must beavailable. And they must be committed in agraduated response to provide sufficientpersonal protection to counter potentialadverse action.

CONTENTS

PageUS ARMY PROTECTIVE SERVICES . . . . . . . 174

PROTECTIVE SERVICES DETAILS . . . . . . . . 175

Employment of Weapons . . . . . . . . . . . . . . . . 176Carry and Use of Firearms . . . . . . . . . . . . . . . 176

PROTECTIVE SERVICES PRINCIPLES . . . 178

PROTECTIVE SERVICES DEFENSE

PROTECTIVE SERVICES OPERATIONS . 180

Low-Profile Operations . . . . . . . . . . . . . . . . . . 180Low-intensity Conflict Operations. . . . . . . . 180Preparation and Planning . . . . . . . . . . . . . . . . 181

Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182

PROTECTIVE SERVICES DETAILRESPONSIBILITIES . . . . . . . . . . . . . . . . . . . . . . . . 184

Principal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184Detail Leader . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184Personal Security Officer . . . . . . . . . . . . . . . . 185Shift Leader . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186Advance Team . . . . . . . . . . . . . . . . . . . . . . . . . . 186Residence Watch and BaggageTeam . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187Protective Team . . . . . . . . . . . . . . . . . . . . . . . . . 187Other Support . . . . . . . . . . . . . . . . . . . . . . . . . . 188

PROTECTION ON FOOT . . . . . . . . . . . . . . . . . . . 188

PROTECTION ON-SITE . . . . . . . . . . . . . . . . . . . . 189

PROTECTION DURING TRAVEL. . . . . . . . . . 189

One of a commander’s principal resourcesto counter the possible danger to anindividual is the presence of a protectiveservices (PS) detail. A PS detail may becomposed of USACIDC, MP, or other lawenforcement personnel. The detail providesan “enhanced response” to developed threatsagainst persons within the commander’s

area of responsibility. Usually, the PM isresponsible for organizing, training,equipping, and maintaining the PS detail.

Some installations may require a PS detailon a full-time basis. But a permanent detail is

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likely to be the exception rather than the rule.Most installations only require protectiveservices on a part-time basis. And in someinstances, such as when the secretary of defense visits an area of militaryresponsibility, a local commander may only

be requested to support the PS detail thataccompanies the visiting dignitary. But allUS Army installations should haveidentified and trained personnel available forprotective services when they are needed.

Specific missions and responsibilities areset by the nature of the circumstances. USArmy conduct of a PS mission is limited, inpart, by HN responsibilities, Department of the Treasury and Department of Stateauthority, legal and political restrictions, andappropriate regulations. Specific responsecapabilities are limited by the threat, by

availability of resources such as personneland equipment, and by training time.Sometimes protective services are limited bythe personal desires of commanders andprotectees.

PS operations in the Army are divided intotwo categories: those conducted byUSACIDC and those conducted by MPassigned to a local PM office.

Headquarters, USACIDC (in accord withAR 1-4, AR 10-23, and AR 190-10) provides

security for particular persons designated byhigher authority. The chain of command formost USACIDC agents conducting PSremains within USACIDC. USACIDC fieldelements conduct PS operations only withpermission of the Commanding General,USACIDC, or the Chief, Protective Services

Activity, USACIDC. But if commitments andavailability of resources permit, fieldelements may be called upon for advice orplanning assistance.

Protective services other than thoserequired of USACIDC remain the

responsibility of the installation or areacommander in whose area a dignitary residesor is visiting. The commander of ageographical area is responsible for thesafety and security of all dignitaries andhigh-risk personnel traveling through hisarea. (See AR 190-10.) Traditionally, theinstallation PM is tasked by the commanderto provide security for the dignitary. The PMtasks his MP investigators to providepersonal security for the designated persons.The MPIs, in turn, are usually augmented byother MP. MP conducting protective services

normally report to the PM who, in turn,reports to the installation commander.

The commander controls the resourcesused for protective services within areas of his military jurisdiction. Funding forprotective services is the responsibility of thecommander who directs his personnel andcommits his assets to such a mission. The

Joint Travel Regulation provides funds forpersons engaged in protective services in atemporary duty status. For expenses incurred by PM personnel or USACIDC special agents

providing protective services, AR 195-4permits advance funds to cover anticipatedexpenses or allows recovery of personal fundsexpended during the mission. Coordinationwith the local USACIDC element is requiredof the PM prior to the obligation orexpenditure of .0015 funds by PM personnel.

PROTECTIVE SERVICES DETAILS

In a PS operation the main participants are Individual members of a PS detail may bethe person being protected, known as the involved in more than one element during a

principal, and the PS detail. The PS detail particular operation.has a detail leader (DL), a personal security Personnel being considered for PSofficer (PSO), an advance team, a protective assignments should be in excellent mentalteam, a residence watch, a baggage team, and and physical condition. They should conformsuch other security teams as may be required. to established Army height and weight

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standards as prescribed in AR 600-9. Theymust be reliable, presentable in appearance,intelligent, and articulate. They must qualifyas expert on assigned weapons. A knowledgeof police unarmed self-defense tactics isdesirable. Knowledge of the principal’slanguage, if foreign, is desirable but notessential; interpreters or translators areusually provided by the host. The candidatemust be aware of the inherent dangers andadversities of the assignment. He or she must

be willing to sacrifice personal safety toprotect a principal at the risk of seriouspersonal injury or even death.

Members of details must be thoroughlyfamiliar with protocol requirements,personality information, and itineraries. Andthey must be fully briefed on all aspects of themission. They must be able to act quickly and

appropriately in an emergency situation.And they must be completely experienced inall aspects of PS operations.

When adverse action is directed against aprincipal, it is the smooth, professional, andorganized actions of the PS detail that willmost effectively counter the threat. Securitypersonnel must be trained so well that in anemergency, despite the excitement andemotion involved, they will instinctively actcorrectly. Security personnel must beproficient in special techniques. They must be

able to protect the principal when he iswalking or traveling by motor vehicle, train,aircraft, or boat. They must be able to protectthe principal when participating at publicassemblies.

Although difficult, and in some casesimpossible, PS details should ideally traintogether, much as special reaction teams andother small Army units do. Protectiondemands teamwork. A PS detail functions asa unit. Each person on the detail must be fullyaware of his responsibilities and reactions as

well as what he can expect from his detailmembers. Currently, most PS training is notgeared to team training. It is difficult for eachArmy agency to release five to seven people ata time, because there are many othercommitments that are also being met by

these individuals. But once personnel areidentified as part-time or full-time PSpersonnel, it is recommended that they trainas a team to refine their individual skills andcoordinate teamwork.

EMPLOYMENT OF WEAPONS

Of primary importance for a PS detail is theanticipated use of weapons. The employmentof weapons is made with the followingconsiderations in mind:

Availability of weapons.Threat analysis.Location of the mission.Desires of the chain of command.

The employment of weapons must beconsistent with established Army policy andwith local and foreign laws. PS personnel

armed with automatic weapons must havesuccessfully qualified with these weapons.Supervisors must ensure that firearmstraining is well documented and made amatter of permanent record.

CARRY AND USE OF FIREARMSPS personnel are armed with a US Army

sidearm. When required by the mission, theyhave access to riot shotguns, rifles, orautomatic weapons. Riot agent grenades ordispensers are carried and protective masksare available for members of the officialparty and security personnel when threatconditions warrant.

USACIDC agents are authorized to carryconcealed weapons in the performance of their official PS and investigative duties inaccordance with AR 190-14. MP assigned toPS details carry their assigned firearmduring the performance of their officialduties by authorization under AR 190-14.They must have a DA Form 2818 (FirearmsAuthorization) in their possession. MP whoare authorized to carry concealed firearms in

the performance of official duties have agreat moral responsibility to themselves, theprincipal, and the US Army.

PS personnel may be authorized to carryconcealed firearms outside the US. But they

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must have prior approval from the countryto be visited. Approval may be obtainedthrough the US embassy or through officialagencies of the host country. But theapproval may be revoked at any time by thehost country.

After permission has been obtained fromlocal authorities, PS members may have toarrange to obtain their weapons from localUS agencies in the host country. Or theymay have to have the weapons delivered tothem aboard the principal’s official aircraft.If permission to carry weapons is notgranted, guidance must be obtained from thelocal commander.

Aboard aircraft the weapon must becarried concealed or locked in a briefcaseretained by the individual. Personnelcarrying a concealed weapon aboard an

aircraft must notify appropriate airlineofficials of the presence of the weapon before boarding. Federal law enforcement officersare exempt under 49 USC 1472(1) fromsurrendering the weapon to the airlinerepresentative. However, final authorityrests with the commander of the aircraft.Upon request, personnel must give upcontrol of the weapon to the aircraftcommander. Usually when escorting aprincipal aboard an aircraft, the weapon isnot surrendered; however, exceptions to suchpolicies are governed by the circumstances

of the mission. The weapon may betransported in locked luggage stowed in the baggage compartment of the aircraft inaccordance with AR 190-14. The weaponmust be unloaded.

When it is necessary to carry firearmsaboard a military aircraft, prior coordi-nation must be made with the appropriateflight commander, the operations officer, orthe pilot in command of the aircraft.

PS detail members must be familiar withAR 190-28, which governs their use of firearms. All weapons must be used inaccordance with this regulation and itssupplements; local, federal, and foreignlaws; and the mature judgment of PSpersonnel.

The response to firearms presentedagainst a principal does not includemembers of the protective team returningfire. The return fire may cause death orgrievous injury to innocent bystanders. PSpersonnel maintain a defensive posture andevacuate the principal from the “kill zone.”

There are situations when the immediateuse of firearms is the proper response. Thiswould occur in extreme circumstances. If theprincipal’s vehicle is disabled in a kill zoneof an ambush, return fire is appropriate. If organized attack occurs by multipleassailants, return fire is appropriate.

Supervisors coordinate weapons employ-ment with participating law enforcementagencies when PS missions involveinteroperability with other agencies. Theyensure full understanding of the guidelinesfor weapons deployment and use.

Although no definitive rules of engage-ment exist, it is generally agreed that anydefensive actions taken by members of theprotective team are undertaken forprotective reasons or in self-defense ratherthan for law enforcement. In making thisdetermination, one should consider if thesubject constitutes a present or a continuingthreat to the principal. Or circumstancesmay indicate that the subject might repeatthe unlawful act that is considered to be a

threat to the principal. When restraining thesubject, only that force necessary toaccomplish restraint is used. The incident isthen immediately reported to the appropriatefederal, state, or local police or foreignauthorities. And the subject is remanded totheir custody. The action taken by theprotective team must be shown to have beennecessary under an emergency situation.The restraint used must have been minimal.And the restraint must have been only to theextent needed to deliver the subject to thecustody of civil authorities. The action taken

must have been in self-defense or to protectthe principal. And the protective team musthave acted properly in fulfilling their officialresponsibilities and statutory duties asofficers of the federal government.

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PROTECTIVE SERVICES PRINCIPLES

The goal of a PS mission is to protect theprincipal from all hazards. This includeshazards caused by personal design, accident,or negligence. But absolute protection isnever possible. Thus the objective of a PSdetail must be to operate in a manner thatminimizes the likelihood of an attack and itschances of success.

The “deterrence factor” offered by thepresence of a PS team is invaluable. If theprotective force is alert and firm indispatching its responsibilities, the apparentcontrol will be evident. Voluntarycooperation on the part of the public usuallyfollows. The acquired atmosphere of command frequently prevents the need forfurther action. Sometimes ostentatious

display of protective equipment andpersonnel is needed under somecircumstances, such as in a combat zone or ahostile fire zone, to bolster the deterrentfactor.

Every element of protection must bethoroughly planned in advance. Every actormovement of the principal and the protectivedetail must be scrutinized to ensuremaximum security. All personnel must bewell briefed on emergency procedures. Theymust be able to react instantly and correctly.

Good preventive measures may save the lifeof the protector as well as the personprotected.

Planning is critical to success. Everyphase of a protective mission must becarefully planned. The possibility of unexpected changes requires flexibility inplanning such missions. Alternate andcontingency plans should be prepared. Theyshould cover such circumstances asinclement weather, possible threats, or anyother actions that may affect the security of

the principal. Coordination with the hostagency as well as other persons involved inthe visit is essential.

In all cases, advance work is the key tosuccess. Advance work is the coordination of

all security arrangements before the arrivalof the principal at each location beingvisited. For some missions, advance work isextensive and complex, while other missionsmay require less. The extent of the workdepends on the threat, the availability of resources and manpower, and the personaldesires of the principal or the localcommander.

As far as possible, protective personnelshould adapt themselves to the convenienceof the principal. They should avoidinterfering with the principal’s official orprivate functions. The protection must notunnecessarily interfere with the principal’sfreedom of action. His privacy must always

be respected. And every effort must be made

not to embarrass him or interfere with hisactivities. Protective measures andpersonnel should always be as unobtrusiveas circumstances permit.

The resources used to protect the principaldepend on the duration of the principal’stravels. They also depend on the kind of public exposure desired by the principal orrequired by circumstances. The modes of transportation used, the locations visited,and the ideologies of the population withwhich the principal will have contact also

influence resource use. So too does theanalysis of inherent threats obtained duringadvance threat information collection.Support of local police is important. Theymay be integrated into the security in depth,and they can provide valuable threatinformation.

Release of personal information about theprincipal and other members of his party isclosely controlled. Certain details of theitinerary and the security procedures to beemployed are also closely controlled.Security personnel do not discuss or release

this information to other than authorizedpersons. Particular care is taken with regardto representatives of the press. Release of information can adversely affect theintegrity of the mission. Current guidelines

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stress that the itinerary of a general officer isat least marked “FOR OFFICIAL USEONLY.” It may be upgraded when needed.

Generally, PS personnel wear clothing likethat worn by the principal. Conservative

business suits are appropriate whenescorting a principal wearing a class Auniform. Unconventional styles or colorsshould not be worn during PS missions.

Sports jackets and slacks of conservative cutand color may be appropriate for informaloccasions. Formal wear, such as a tuxedo,may be required for the PSO and somemembers of the team. Sometimes specializedclothing like swimsuits or ski clothing isneeded. If not available, these items may berented or purchased, when specificallyauthorized. Standard equipment for a PSmission is listed in Appendix D.

PROTECTIVE SERVICES DEFENSE FUNDAMENTALS

The Army concept of personal security is space above, below, and on all sides of the based on the principle of “defense in depth.” principal. Movement control within theseCoordination and flexibility are the cordons is normally established by anwatchwords to organizing a defense in identification system. The system may usedepth. A series of protective cordons is personal recognition, passes, badges, or even

established around the principal. The unobtrusive lapel pins.cordons are designed to prevent an attack or The inner cordon should be manned by theabsorb its shock to such an extent that the PSO and protective team members. Thisresults will not be tragic. They control the includes the shift leader on larger PS details.

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These people are those who have been These cordons are fluid in nature and mustschool-trained and are experienced enough be flexible to adjust to the situation at hand.to occupy the positions of PSO and shift There are no defined areas for these cordonsleader. with regard to distance from one to the other.

The middle cordon should be manned byThe distance between cordons is established

USACIDC or MP personnel who have PSon a case-by-case basis. It is based on the

training offered in basic USACIDC and MPIthreat, location, crowd, personality of theprincipal,courses and by local law enforcement and desires of the chain of

personnel.command. The PSO or the DL will adjust thecordons to fit the situation.

The outer cordon should be manned by MP Sometimes, particularly overseas whereand local law enforcement personnel. This there is shared responsibility between thecordon comprises surveillance posts, such as US and the host nation governments,observation posts, listening posts, sniper changes to the positions in these cordons arepositions, static posts, and response teams. made.

PROTECTIVE SERVICES OPERATIONS

The axiom “know the enemy” is basic tosuccessful PS operations. PS details mustvary the kind and degree of protectionaccorded the principal to suit the kind anddegree of danger presented by the threat.

LOW-PROFILE OPERATIONS

Sometimes it may be advantageous tomodify classic PS procedures to reduce thenotice paid to the principal and his need forprotection. At these times a detail under-takes a “low-profile” operation. A low-profile

operation employs only the protectivemeasures that do not draw unnecessaryattention to the principal. Such operationsdo not necessarily lessen manpowercommitments, nor are they less costly. Theprotective coverage becomes more discreet,involves considerable planning andingenuity, and generally is more difficult toconduct than a high-profile operation. Oftenthe middle and outer cordons of protectionare strengthened, allowing the inner cordonto be less obtrusive.

Low-profile operations do not provide

much visible protection close to theprincipal. This differs from a high-profile

180

operation. Keeping a low profile may be,however, the best course of action.Sometimes the political situation requires it.

Sometimes a principal desires a low-keysecurity operation.

LOW-INTENSITYCONFLICT OPERATIONS

More and more US military personnel are being called upon to provide protective ser-vices in areas in which circumstancesapproach combat conditions. Such low-intensity conflict (LIC) situations requirechanges in the appearance of PS operations.A change may be only the implementing of a

dress code. Or it may mean an upgrading of weapon systems and the understanding of rules of engagement with ostensibly hostilepersonnel.

In areas outside the US, it is imperativethat coordination be made with the USEmbassy as well as the major militarycommand responsible for the area.Diplomatic as well as military rules andguidelines differ with the locale. PSpersonnel planning to travel to an LIC areamust know the ground rules before entering

the area.The overriding concern in an LIC area is

the need to conform to the tactical rulesgoverning travel into the area. The “how to”perform protective services does not change.

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Advance work is still required. Threatanalysis is done and updated. Itinerariesmust be prepared and safeguarded. Routesmust be examined and safe havensidentified. Plans for evacuation must beconsidered. And special attention must begiven to the potential for injuries and the

ever-present possibility of capture.The major concern of PS personnel in an LIC

area is to carry out the mission in accord withestablished policies of the US government.

PREPARATION AND PLANNING

When notified of an impending mission, achronological events journal is started. It isused to record all information about themission. And it is used to retain allinformation produced as a result of the

mission. The journal is considered to be anofficial document. It serves to record actions by the PS detail. It helps in preparing theafter-action report. And it may be acceptablefor presentation to a board of inquiry if anincident occurs adversely affecting thesecurity of the principal.

The planning of the mission is done in twostages. The results of preliminaryinformation received with the notice of themission become the basis for a writtenpersonal security plan. This plan is the

documentation that gives authority for themission. It serves as a basis to fixresponsibilities. It allows the measuring of resources against tasks to be performed. Andit provides a standardized format forconveying information and instructions.The mission DL is responsible for preparingthe security plan. The plan is given to allmembers of the security detail. The originalis retained on file. The plan is for official useonly. It is controlled in the same manner asthe principal’s itinerary.

Coordination between the protective

services chain of command and a member of the visiting dignitary’s staff is tantamountto a successful PS operation. A visitingdignitary must be informed that a PS detail

will be assigned to him upon his arrival atthe receiving commander’s area of responsibility. This information can betransmitted from PM to PM, or from PM toaide-de-camp or executive officer bytelephone or by message.

The second stage of planning requires anon-site survey by the advance security teamof all areas to be visited by the principal. Theitinerary for the proposed visit should beobtained from the principal’s office or thehost agency as soon as it is prepared. Itshould be reviewed to determine if sufficientinformation has been furnished to permitadvance security arrangements to be made.

A threat collection effort should begin as soonas practical after receipt of the itinerary. This isnormally accomplished by coordinating withthe US Secret Service, FBI, State Department,

USACIDC, military intelligence, and otherlocal, federal and foreign law enforcement orintelligence-gathering agencies. Efforts toidentify possible threats to the principal at alllocations to be visited will be undertaken bythese agencies. Should information consideredprejudicial to the safety of the principal bedeveloped, the developing agency will notify themission DL of the PS detail. Frequent contactwith intelligence-gathering agencies should bemaintained throughout the mission to ensure acurrent threat analysis.

EXECUTIONThis portion of the mission commenceswith the implementation of all priorplanning. Often the information developed

by the advance team is used in preparing theoperations annex to the security plan.Execution is effected using the propermethods and techniques suited to themission at hand. The execution phase endswith the completion of the visit or event, orupon order of competent authority.

REVIEW

A critique is held in the final stage of a PSoperation. The purpose of the critique is todiscuss the success or failure of the mission.

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It is conducted so that all participants willhave a clear, orderly idea of what was donecorrectly and incorrectly. To improve PSoperations, intelligent, tactful, andconstructive criticism is necessary. Acritique is most effective if it is held as soonas possible after the mission is completed.

The critique is so important that it must beconsidered a phase of the PS operation itself.The effectiveness of a critique depends onthe flexibility with which the revieweremploys it. In conducting the critique, thereviewer presents criticisms. He commentsin a straightforward, impersonal manner.Participants should leave the critique with afavorable attitude toward the PS operationand a desire to improve the next one.Examples of personal initiative andingenuity and types of errors and ways tocorrect the errors should be covered. PS

personnel should be encouraged toparticipate in the discussion to ensure thecritique is a learning experience and not an“admonishment.”

Supervisory personnel can take notes toguide the critique, but detailed planning is

not practical. However, coverage of essentialelements includes—Restating objectives of the mission. Thisenables the participants to start on acommon ground. Participants who wereconcerned with a particular aspect of thesubject may have forgotten the overallobjectives.Reviewing procedures and techniquesemployed, briefly summarizing themethods used to attain the objectives.Evaluating PS detail performance. This isthe most important part of the critique.

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Using notes taken during the mission, theDL points out and discusses the strongpoints, then the weaker points, and makessuggestions for improvement. All remarksmust be specific and impersonal. Detailmembers cannot profit from generalities.Controlling the discussion to keep the

critique to issues at hand and yet ensurethorough review.Summarizing. The critique is concludedwith a brief but comprehensivesummation of the points brought out.

written by the mission DL as soon aspossible after the mission. He uses his notesand those of security team members and the

journals and comments of the principal, hisstaff, the personal security officer, and theresidence watch. Personnel other than theprotective force who were instrumental in

the execution of the mission should be fullyidentified. A file with this information ismaintained for future reference. Emphasis isplaced on problem areas encountered and onthe procedures necessary to eliminate them.Recommendations are written in detail for

The critique culminates in an after-action improving, planning, coordination, per-report. Written in narrative form, this report sonnel, and equipment. A file copy is kept forrelates the highlights of the PS mission. It is use in improving future operations.

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PROTECTIVE SERVICES DETAIL RESPONSIBILITIES

Individuals assigned to PS details must beconstantly aware of the proper techniquesthey must employ to successfully accomplishtheir mission. Fulfillment of a missionrequires close teamwork on behalf of the

detail. This requires a thorough under-standing of the individual and collectiveresponsibilities of the members of the detail.The safety of a principal in a threat situationcan only be guaranteed by team memberswho are physically fit and mentally alertand who possess sufficient expertise toperform their duty in an overall plannedresponse to an emergency situation.

Responsibilities must be clearly definedand individuals should be assigned aspecific responsibility for each phase of the

mission. Project officers, protocol officers,and hosts of the activity that the principalwill visit should be identified and theirresponsibility established in conjunctionwith the PS mission requirements.Coordination between all these persons must

be established to ensure complete protectionof the principal. When two or more agenciesare protecting distinguished persons, theagency protecting the senior official hasoverall responsibility for security measures.

PRINCIPALPrincipals have a responsibility to

contribute to the success of the mission byrespecting the purpose of the mission andthe responsibility of the detail assigned tocarry it out. The education of the principalsto this responsibility is critical to the overallsuccess of PS missions. Many designatedprincipals inherently feel that being combatleaders serving in command positionsexempts them from a real need for a PSdetail. Persons in the chain of commandresponsible for establishing the PS detailmust ensure that the principal, his staff, and

his family are fully briefed. The briefingincludes the responsibilities of the detail andhow the close working relationship betweenall persons contributes to the smoothexecution of the PS mission.

The relationship between the principaland the PS detail has a professional anddefinitive basis. Principals should beencouraged to recognize and respect theprofessional distance kept by the detail.

Members of PS details—Keep all contacts with the official partyformal. Detail members do not attempt todevelop close relationships with theofficial party, nor do they accept favorsfrom the official party.

Except in emergencies, make all contactswith the official party through the PSO.

Avoid presuming on protocol or escortprerogatives.

Avoid attracting notice, calling attention

to themselves, or trying to impress people.Respect the principal’s privacy. Wheneverpossible, detail members adaptthemselves and the protection theyprovide to the convenience of theprincipal. They make every effort to avoidinterference with the principal’s personalfreedom.

Abstain from any activity which couldreduce their mental or physicalcapabilities. Alcoholic beverages are notconsumed during nor for a minimum of

eight hours prior to the execution phase of the mission.

DETAIL LEADER

The DL establishes a close workingrelationship with the principal’s staff andthe project and protocol officer of the hostagency. He obtains detailed itineraries,

biographical sketches, protocol information,and any other protective type information.The mission DL discusses with host agencyofficials such matters as press policies and

the amount of public exposure desired by theprincipal, funding considerations, and anyother matters of mutual concern. Heestablishes liaison with the staff of theofficials involved, transportation agencies,

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and civil and military police. He collects,evaluates, and disseminates threatinformation. He coordinates the utilizationof available manpower and equipmentresources. He reviews the security plan

formulated by the advance team. Hedisseminates copies of the plan to appro-priate agencies. During the execution phaseof the mission, he supervises and providesguidance and leadership to participatingsubordinates. In the final review, heconducts a post-mission critique. And hesupervises the preparation of the after-actionreport.

DLs have a responsibility to help detailmembers maintain peak performance. Thelong hours, day after day, of a PS operation,

the requirement for prolonged absences fromhome, and the ever-present need to beconstantly mentally and physically fit placetremendous stress on PS personnel. PSoperations are jeopardized if a detail membersuffers “burnout” from being overstressed.Supervisors must understand and helpcontrol the stress in which detail membersoperate. Time off can be critical incontrolling stress.

Supervisors must make themselvesavailable for guidance on matters of tact andgood judgment. Normally, security

personnel should not accept gifts eventhough they are presented in gratitude bythe principal. If gifts cannot be refusedwithout offending the principal, they should

be accepted and the DL notified. Under nocircumstances should the feelings of thedignitary be offended. Supervisors mustensure that a brief written statement isprepared that gives the circumstances of acceptance, a description of the gift, and anestimate of its value. Many times theprincipal or a member of his official partywill give each member of the protective force

a souvenir or memento of his visit. Cautionmust be exercised to ensure that these itemsdo not have high intrinsic value nor place afinancial burden on the giver.

The nature of PS inherently lends itself toclose interpersonal relationships. Often a PSmember endears himself to his principalthrough mutual respect and admiration anda meshing of personalities. Such a

relationship can tremendously enhance therelationship between the principal and theentire PS detail. As long as this relationshipremains within professional parameters, theoverall success of the PS mission is virtuallyassured.

PERSONAL SECURITY OFFICER

The PSO is responsible for the close-insecurity of the principal and normallyaccompanies him whenever he is away fromhis residence. To ensure continuity, unity of effort, and control, the PSO is usually theonly point of contact between the membersof the PS detail and the principal and hisstaff. The PSO and the DL may be the sameperson.

Upon initial contact with the principal, thePSO briefs him and his staff concerning thesecurity arrangements. The PSO is preparedto discuss any areas of particular concern tothe principal. It is essential that the PSOobtain the confidence, respect, andcooperation of the principal as rapidly aspossible.

A close working relationship must bemaintained between the PSO and themission DL. This can be accomplished bycommunicating on a daily basis whenevernecessary. While overall control of themission remains the responsibility of themission DL, it is imperative that the PSO beafforded adequate authority and sufficientfreedom of action to accomplish hisassignment.

Effective communications are vital to anefficient PS detail. The PSO must be inconstant communication with other

members of the security force and thesecurity control room or command post. (Inmany cases the security control room andthe command post are one and the same.)

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Two-way radio equipment should beavailable. This can be accomplished withhand portable radios. However, these radiosshould be equipped with surveillance kits toenable security personnel to use the radiosquietly when near the principal. Radio noiseshould not be heard by or allowed to disrupt

the activities of the principal and party.Hand-held and portable base station

frequency modulation radios provideappropriate communications within the PSdetail. Communications between vehicles ismaintained by vehicular-mounted radiossupplemented by portable radios. When aircover is provided, special provisions toensure effective communications between airand ground units must be made.

SHIFT LEADEROn larger PS details, a shift leader is

designated for a given protective team. Heworks for the PSO and is responsible for hisshift of personnel. The shift leader positionis useful where there are sufficient PSpersonnel assigned to a mission to warrantthree eight-hour shifts. A shift leader isactually another management position tomaintain maximum command and control.He is analogous to the squad leader in atypical Army platoon.

ADVANCE TEAMThe mission of the advance team is to

precede the principal and conduct on-sitesecurity surveys. The team effects necessarysecurity coordination, making all securityarrangements. When the PSO arrives ateach location to be visited a member of theadvance team meets him and providesinformation concerning local securityarrangements. When appropriate, theadvance team provides the PSO with detailsof the visit, including maps, sketches, namesof people involved, telephone numbers, andso forth.

After receiving an assignment for a PSmission, the DL designates a member to bein charge of the advance work. In mostcases, more than one person is assigned tothe advance team. But in all cases there

must be one person designated as thecontrolling advance man at each location to

be visited.

Advance work begins as soon as themission is assigned and the DL receives the basic information. The advance team startsa workbook for recording all advance teamactivities. The workbook also containschecklists to be used.

In addition to the standard requirementsthat must be accomplished by the advanceteam, there are other intangible con-siderations that must be evaluated anddiscussed before and during an advance.These include the personality of theprincipal and consideration for his familymembers. They also include personalinformation (sometimes more than isavailable in a biographical sketch), that is,

physical fitness training programs, religiouspreferences, medical problems, hobbies,language capabilities or lack of them,physical impairments that may affect travelor lodging, and any other unusual traits thatcould affect the mission. Much of thisinformation can be obtained from theprincipal, his aide-de-camp, or his staff.

Once the advance team has gathered allavailable information, they go to the placesto be visited by the principal well ahead of his scheduled arrival. Sometimes they go as

much as weeks in advance depending on theduration of travel by the principal. Uponarrival at these locations, the advance teamcontacts identified points of contact,commanders, protocol officers, and otherpeople designated to assist with the advancework.

Duties of the advance team at eachlocality include, but are not limited to,establishing effective working relationswith the host agency and conductingsecurity checks of places and equipment

with which the principal will be involved.At military reservations and facilities the

advance team coordinates with thecommanding officer, the PM, the public

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affairs officer, the intelligence officer, the One of the most sensitive areas is theengineer, the transportation officer, and the principal’s residence. The residence watch iscommunications officer to— normally responsible for the security of the

Obtain a map or plan of the reservation or base showing the entrances, exits, ordocking area to be used by the official

party.Select quarters for party (if applicable).Review jointly the security aspects of theactivities that the principal will view or inwhich he will participate, such asreviewing troops, witnessing demonstra-tions, and inspecting or examiningdevices and equipment.Ascertain the availability of communica-tions, such as radios, telephones,telegraph, and so forth, including securevoice capability.

Review the accommodations, that is, food,refreshments, recreation facilities. and

residence. It also establishes the commandpost. It is responsible for organizing andcoordinating security arrangements withthe responsible individual from each facility

under its charge. The residence watch alsoperforms advance actions at hotels, motels,and military reservations and facilities.

The primary purpose of the baggage teamis to maintain accountability of all items of personal and official property belonging tothe principal and to members of the officialparty who are traveling with or closelyassociating with the principal. The primaryfunction is to protect all items from loss ortheft and to prevent the introduction of foreign objects or explosives into the

principal’s aircraft, vehicle, or residence.the like. PROTECTIVE TEAM

RESIDENCE WATCH AND The protective team is normally composedBAGGAGE TEAM of the PSO and the other members of the PS

When traveling with a principal, the detail in the closest proximity to theresidence watch and baggage team are principal. On larger details the protectivenormally part of the advance team. team would normally form a protectiveHowever, a residence watch functions at all formation for routine walking movementstimes for a permanently located detail. around a principal.

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The protective team should remain close tothe principal at all times, changing theirrelative position frequently. Securitypersonnel must ensure that an assailant isunable to get between the principal and theprotective detail.

Before any person is allowed to approachthe principal or his personal property, heshould be checked to establish his identityand the authority for his presence. This isespecially true at the principal’s residence, atpublic and sporting events, and near theprincipal’s means of transportation.Whenever possible, the protective teamshould obtain advance lists of expectedguests, visitors, press representatives, andpeople performing services for the principal.

The protective team and residence watchshould quickly learn to recognize all

employees, regular visitors, members of theofficial party, and any public figures who areexpected to call. No stranger should beadmitted without the permission of theprincipal or a member of his staff.

Although the security of other members of the official party is secondary to that of theprincipal, some degree of safety should beprovided these persons. If a member of theofficial party is injured, the entire missioncould be adversely affected. In somesituations, it is an additional responsibility

of the protective detail to provide limitedprotection for other members of the officialparty when traveling with the principal.When members of the principal’s familyaccompany him on trips, it is not uncommonfor members of the protective team toprovide security and escort for female

members and minor children. Properplanning for manpower and vehicularsupport is necessary to accomplish thisphase of a mission.

Because a protective team is usually small,effective security often depends on thevoluntary cooperation of the public. Friendlyconsideration for the public, especially thepress, and a clear portrayal of the need forsecurity stimulates the cooperation of thepublic and the press. Inquiries or requestsnot related to security matters should bereferred to the appropriate member of theofficial party. Security personnel shouldrefrain from unnecessary conversation withthe public and, most of all, with the press.

OTHER SUPPORT

There are many other individuals and

agencies who may be called upon to supporta PS operation. A typical PS operationincludes support from local civilian lawenforcement personnel, law enforcementpersonnel from other branches of the armedservices, EOD units, military intelligenceoffices, civilian intelligence-gatheringagencies, fire department personnel, medicalpersonnel, pilots, aircraft crews, groundsupport personnel, translators andinterpreters, and drivers. This support isroutinely requested by the organizationresponsible for the PS operation. Most

military and civilian law enforcement andintelligence agencies have supported PSoperations in some capacity and are veryresponsive to requested support. The bestway to assure acquiring this support isthrough good continuing liaison with allagencies concerned.

PROTECTION ON FOOTIn a majority of instances, the safety of a PS detail members should be dispersed so

principal is most critical when he is among they can cover all avenues of access to thethe public and walking through crowds, into principal. They should continually adjust

buildings, and to public events in which he their relative positions to ensure that nowill participate. attacker is able to get between the protectorsand the principal. During outdoor walks, the

If possible, the selection of walking time principal’s motorcade should cruise in theand routes should be varied. Accompanying immediate vicinity. The automobile can

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block any vehicle that may threaten theprincipal’s safety. It can also be used totransport the principal in case an emergencydevelops, or it appears necessary to seek asafer location.

Escorting a principal requires being

highly alert to surrounding areas. Particularemphasis is placed on people in crowds whoare either participating in the event or aredrawn to the area out of curiosity. Close-insecurity should be established immediatelyaround the principal. Additional concentriccordons of defense are added to the greatestpossible extent.

At indoor assemblies, typical defensecordons should be formed immediatelyaround the principal. They are also formedaround the confines of the room occupied bythe principal and around the grounds wherethe building is located. The personnelmanning the defensive cordons should takecontrol of the area before the arrival of guests or the general public. A careful searchand an inspection of the area should be madeat the time protection is established. Thearea is then secured until opened to thepublic.

PROTECTION ON-SITE

No two sites are exactly alike. Therefore, itis virtually impossible to establish a set of

rules that will be completely applicable to allsites. There are, however, specific guidelinesthat must be applied to ensure thatminimum acceptable standards are appliedin each situation. PS personnel should referto FM 19-30 when formulating a securityplan. The intricacy of the plan depends onsite configuration and the mission.

Security plans must prescribe specificresponsibilities for all actions required toprotect the principal and the site. They must

consider the need for personnel, materiel,and vehicle control. They must also consider

the use of protective alarms and devices. Theplans must designate priorities of protection based on analysis of criticality andvulnerability after considering availablethreat information. Plans must includeconsideration of assistance available frommilitary units in the area, as well as civiliansources. All plans must be coordinated withcivil authorities because civil authoritieshave primary responsibility for theprotection of all private, public, and federalproperty.

PROTECTION DURING TRAVEL

Protective services during travel aredesigned for the method of transportationused. The DL or his designee contacts theappropriate transportation authority toobtain pertinent information needed forplanning.

Maximum personal protection duringtravel is the product of a comprehensiveprogram. That program integrates the mode

of transportation with security measures,such as—

Varying daily routes.Being alert to any changes in the locality.Developing defensive driving skills.Being constantly vigilant.Employing other measures, weapons, andequipment.

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CHAPTER 20

Bomb Threats

The MP response to a bomb threat is tominimize injuries, damage to property, and

disruption of operations. MP respond to a bomb threat by securing the building,controlling traffic and pedestrian movement,and obtaining initial information.

Each unit or activity on an installation willhave a bomb threat search and evacuationplan. The plan describes the actions to takewhen a bomb threat is received. Whenexplosives detector dog teams are available,they will be included in these plans (seeChapter 11).

The initial moments of a bomb threat are

crucial to the evaluation of an incident. Toassure the successful resolution of a threat, bomb threat contingency plans provide priorplanning and training in procedures to takeon receipt of a bomb threat.

CONTENTSPage

TELEPHONE BOMB THREATS . . . . . . . . . . . . . 190

MAIL BOMBS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 192

SUSPICIOUS ITEMS . . . . . . . . . . . . . . . . . . . . . . . . . . . 193

PERSONNEL TO NOTIFY . . . . . . . . . . . . . . . . . . 193

EMERGENCY OPERATIONSCENTER . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 193

Communication . . . . . . . . . . . . . . . . . . . . . . . . . 194Evacuation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194Searches . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195

Supervisor’s Search . . . . . . . . . . . . . . . . . . 195Search Team Search . . . . . . . . . . . . . . . . . 195

AFTER-ACTION PROCEDURES . . . . . . . . . . . . 197

Bomb threats are usually received by

telephone or mail. Or they may be discovered by noticing a suspicious item. Each methodrequires special procedures to effectivelyobtain the maximum amount of informationfrom the threat source.

TELEPHONE BOMB THREATS

When a telephone bomb threat is received,someone has actual knowledge that a devicehas been planted or a prankster wishes todisrupt an operation. Noting what is said andhow it is said during a bomb threat call canhelp determine which of these reasons is true.The person receiving the call may be the onlyperson to ever have contact with the potential bomber. This is why bomb threat con-tingency plans must address the need fortraining persons most likely to receive a bomb threat call. When a bomb threat isreceived, the receiver must know what to doand how to do it, or valuable information will

be lost. Proper training provides the personwith the skills to pick out important facts.

Signaling another employee to listen in onthe call is worked out in advance whereworking arrangements allow observation.The second person concentrates on thecharacteristics of the caller and any

background noises. The receiver of the callconcentrates on the exact words of the caller.The receiver must try to keep the caller on thephone as long as possible to allow time torecognize background noises and gainadditional information.

The receiver asks the caller for specificinformation as shown on FBI Form 6-136(Bomb Threat Checklist). See DA Pam 190-52.If the caller describes what it looks like, how itoperates, and its general characteristics, thisis known as a descriptive bomb threat. Adescriptive bomb threat is probably real. Thereceiver documents the exact wording of thethreat. For example, if the caller says,“Specialist Jones, there is a bomb planted onyour floor. You and your six coworkers have

20 minutes to clear out,” the receiver mustnote all of that information. If the personreceiving the call only indicates that a bombthreat was received, an important investi-gative tool and important information is lost.

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Recording the exact date and time of the form is in most local installation telephonephone call is important. By determining the directories.time of the bomb threat, identification of the

bomb site by background sounds may be The person receiving the bomb threat call

possible. immediately reports to the designatedsupervisor or security person with the

As part of the bomb threat plan, a bomb completed bomb threat checklist. This action

threat checklist is developed to be placed near will facilitate proper emergency notificationstelephones. FBI Form 6-136 is a good example and help lessen the possibility of panic. Theand can be placed beneath a telephone for receiver does NOT spread the word about theeasy access. If this form is not available, then bomb threat before notifying the supervisora copy of the form should be used to develop a who then notifies the MP.locally produced form. A bomb threat report

MAIL BOMBS

A small number of explosive devices have been mailed over the years resulting in death,injury, and destruction of property.Contingency planning is required to help

prevent mail bomb disasters. Contingencyplanners first consider which organizationsare possible targets. A bomb can be enclosedin either a parcel or an envelope, its outwardappearance limited only by the imaginationof the sender. However, past mail bombs haveexhibited some unique characteristics whichcan assist in identifying a suspect mailing.To apply these factors, it is important forplanners to know the type of mail normallyreceived by an organization. Motives for mail

bombs often are revenge, extortion,terrorism, or business disputes.

The information contained in the postalpamphlet Bombs By Mail should beavailable to all mail handlers. A copy of thispamphlet should be in each unit mail room.

A mail handler or recipient of mail who issuspicious of a letter or parcel and cannotverify the contents with the addressee orsender, must not open the article or put it inwater or a confined space like a desk draweror a filing cabinet. Mail handlers andrecipients must isolate the suspected mailand evacuate the immediate area. If possible,windows are opened in the immediate area tohelp vent potential explosive gases. The MPor postal inspector is immediately contactedto report the suspected mail bomb.

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SUSPICIOUS ITEMS

Employees must be alert to determine if asuspicious item belongs in the area. Anemployee should know if a certain briefcase

belongs, if a flower arrangement is new, if a

recently delivered package is expected, or if apackage in the corner is someone’s lunch.One way to do this is to keep clutter to aminimum.

When a bomb threat occurs, all personnelmust quickly scan their immediate areas andidentify anything out of the ordinary. Thismay be the only way to discover a bomb

device. Personnel know that if a suspected bomb device is discovered they DO NOTtouch the device. Instead, they make sure thatthe device does not belong. They ensure that

no one touches it. And they report thediscovery to a supervisor, security officer, orMP. Supervisors know that if a suspected

bomb device is found, they considerimmediate, total evacuation of the building,and they await arrival of MP and explosiveordnance disposal personnel beforeattempting to reenter the building.

PERSONNEL TO NOTIFY

The MP desk sergeant is the first person to

notify when a bomb threat has been received.The desk sergeant then notifies personnel asshown in the local station SOP. In somelocations it might be the responsibility of thepersonnel in the building receiving the bombthreat to make the notifications. Priorplanning must be done to determine who isresponsible for notification.

As a rule, the MP are notified first. MP willrespond as the initial investigating agencyfor a bomb threat. MP will cordon off thetarget area, provide traffic control, andobtain facts for the initial investigation. MP

do not conduct a bomb search, because theyare not familiar with the search area. Thenother personnel are notified as dictated bylocal SOP like higher commanders, publicaffairs personnel, or staff duty personnel.Then fire department personnel are notified.

Fire department personnel normally respond

to the scene and stand by. Fire is a commonoccurrence in connection with an explosivedetonation. Early notification of the firedepartment personnel can assist inminimizing property damage and injuryshould a device detonate. Then EODpersonnel are notified. Under normalsituations, EOD personnel do not respond toa bomb threat unless a suspicious item islocated. But they may be able to tell if otherthreats of a similiar type have been receivedand if a bomb was subsequently discovered.They may also give guidance if a device is

located. (AR 75-15 identifies EODresponsibilities.) Then medical personnel arenotified. The potential for injury with any bomb threat is high. Time can be saved byhaving trained medical personnel stand bywith an ambulance in case of injuries.

EMERGENCY OPERATIONS CENTER

It is necessary during any bomb situation charge of the bomb site operation. Both theto have a bomb threat EOC located at the bomb scene officer and the alternate must

bomb site. Having an EOC as a control point have special training in bomb threats and

for search teams, communications, access emergency situations. The bomb scene officerlists, and release of information will prevent or the alternate represent the commanderconfusion as to who is in charge. and will respond to all bomb threats.

The post commander may designate a The only person who may authorize bomb scene officer and an alternate to be in release of information from the scene is the

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assembly area must be accounted for todetermine if anyone is still in the building.And a contact point can be determined incase an item cannot be verified as belongingin that area.

Depending upon the mission of the

facility, it may be necessary to evacuate a building in sections. Some areas wherepartial evacuation may be necessary are—

Hospitals.Special weapons areas.Classified storage areas.Partial evacuation involves risks. There

are no guarantees as to what damage willoccur if a device should detonate. Therefore,total evacuation is desirable when possible.

SEARCHES

There are two types of search: a super-visor’s search and a search team search.Both types of search move from the outsidein, from the lowest level to the highest, andfrom public access areas to more restrictedaccess areas.

Supervisor’s SearchA supervisor’s search can be conducted by

a few of the activity’s personnel using aquick-paced method to look for suspiciousitems. It can be useful only if all areas areorderly. If the area to be searched is

cluttered, then a supervisor’s search will not be effective.In determining if a supervisor’s search will

be used, it should be remembered thatsupervisory searches can be up to 60 percenteffective. They also have the advantage of limiting the disruptions of the operation, because the search can be done withoutevacuation of personnel.

Search Team SearchA search team search requires that the

building be evacuated until after the search

has been accomplished. The search for anexplosive device is one of the most importantactions involved in the bomb threatprocedures. Two-man teams composed of persons assigned to and familiar with the

activity should search the building where a bomb threat has been received. Preferably,these persons should be volunteers. It must be stressed that the searchers must know or be able to determine if an item actually belongs in the area; thus they should be

persons assigned to that activity. For thisreason MP and EOD personnel should notsearch the area.

It is imperative that persons formingsearch teams be well trained. Trainingaccomplishes more than just preparing themembers of a search team; it increases theirconfidence and morale. MP must make everyeffort to help provide local training. Andsearch team members must be willing topractice periodically to maintainproficiency.

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The search team looks everywhere and ateverything. Unless a specific area isindicated in the threat, the search team

begins with the exterior and moves to theinterior. Then they move into public accessareas like lobbies, restrooms, waiting areas,and snack machine areas. And finally, theycheck limited public access areas, like basements, roofs, and storage rooms.

The external area must be searched first.The search must cover all feasible areaswhere a device may be planted. It must bedone systematically. Special considerationmust be given to—

Window ledges.Bushes.Garbage cans.Flower arrangements.Air conditioner units.Automobiles. (Extreme caution must beused when search involves automobiles.)

Any item usually not found in the area orany item noted as being out of place should be viewed with suspicion.

Most often a bomb device is thought to behidden somewhere inside a facility. But a

196

device may be planted against a facility.Depending upon the nature of the device, anenormous amount of damage can be caused by a device planted outside a facility. Boththe exterior and interior of the bomb sitearea must be searched.

After the exterior search is completed, thesearch inside the facility is begun. Interiorsearches are conducted from the lowest level

of the facility to the highest and fromcommon access areas to more restrictedaccess areas.

First, all public access areas are searched.Then offices with public access are searched.And finally, offices, storage areas, and areaswith restricted public access are searched.Rooms that have been searched should bemarked with crepe paper or colored tape toensure efficiency and to speed up the process.

The searchers enter a room, stop, remain

still, and listen for any unusual sounds. (Inthe evacuation phase, all machines are to beunplugged.) Searchers will make a quickvisual scan of the room for obvious, unusualitems. They divide the room in half and theninto four levels. Their first search includes

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items such as desks, chairs, and garbage search includes items such as picturecans that lie within the area from the waist frames, shelves, cupboards, windows, andto the floor. Their second search includes vents that lie within the area from the top of items such as filing cabinets, table tops, and the head to the ceiling. Their fourth searchlower shelves that lie within the area from includes checking all vents, pipes, andthe waist to the top of the head. Their third ceiling supports beyond the ceiling.

AFTER-ACTION PROCEDURESAfter a device has been rendered safe or it After-action reports are completed and

has detonated, the area is sealed off by the must contain specific information such as—MP until criminal investigator and EODpersonnel thoroughly investigate the area. If Nature of incident.a device detonates, the most minute frag- Action taken.ments are retrieved in order to determine thecomposition of the device. All persons not Outcome.

directly involved with the investigation are Additional information.restricted from the scene.

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CHAPTER 21

Special Reaction Team

Commanders must provide an

installation SRT capable of providing anenhanced response to developed threats intheir area of responsibility within two hoursof initial notification (see AR 190-52). ThePM normally is responsible for organizing,training, equipping, and maintaining theSRT. The SRT is a specially trained team of military or security personnel armed andequipped to isolate, contain, gatherinformation for, and, if necessary, neutralizea special threat. Specific missions andresponse capabilities are determined by thethreat and availability of equipment andtraining time.

When major disruptions or special threatsoccur (to include acts of terrorism), resourcesmust be committed in a graduated responseto resolve the situation and restore law andorder. SRTs are one of the commander’sprincipal response forces in the event of amajor disruption or special threat, and assuch, are an integral part of an installation’ssecurity.

Some situations requiring SRT employ-

ment may include, but are not limited to—Barricaded criminals.Barricaded criminals with hostages.Sniper incidents.Counterterrorist operations.VIP protection (as a response force).Threatened suicide incidents.Barricaded, mentally disturbed persons.

During hostilities, SRTs may be requiredto perform similar missions in a combatenvironment.

SRT priorities during an incident are—Protecting lives, to include hostages, lawenforcement personnel, bystanders, andsuspects.

CONTENTS

PageEMERGENCY OPERATIONS CENTER . . . . 199

EQUIPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 201

Securing the safe release of hostages.Isolating/containing the incident.Gathering information/intelligence. Thisis an ongoing responsibility from the

beginning of an incident until itsresolution.Protecting property/equipment.

Preventing escape.Apprehending offenders.Conducting an assault (only if all otheralternatives have been exhausted, noother assistance is expected, and a threatto human life exists).

These mission priorities apply in allspecial threat situations. They must bestressed, planned for, and given thenecessary command emphasis to ensuresuccess. However, during a special threatsituation involving a nuclear weapon,recovery of the weapon is the overridingconsideration (AR 50-5).

To successfully meet mission require-ments, it may be necessary for the SRT orSRT member to replace or augment theinitial responding MP on the inner perimeteraround the affected site.

PMs must ensure commanders understandthe limitations of SRTs. Training scenariosused to test and evaluate SRTs must beconsistent with team purpose and missions.Post crisis management teams, controllers,evaluators, and observers must be aware of team limitations and those circumstancesunder which more qualified forces willassume responsibility for an incident.

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US Army involvement in terrorismcounteraction is limited by HN responsibilities, Department of Justice and Depart-ment of State authority, legal and politicalrestrictions, and appropriate regulations. USArmy support to civilian law enforcementagencies during civil disturbance operations

is limited by DOD Civil Disturbance Plan(Garden Plot), 18 USC 1385 (Posse ComitatusAct), and applicable laws and regulations.

Each installation has unique needs asdetermined by a current threat analysis andthe installation’s vulnerabilities. A detailedthreat analysis is essential to support theprocess of identifying the desired level of SRT response capability. On one end of thespectrum the threat analysis may reveal theexistence of only a low-level external threatrequiring a general SRT manpower/equipmentresponse capability. At the upper end of thespectrum the threat analysis could indicate asophisticated threat posed by groups havingunique abilities and seeking specificallyidentified targets. This would require anSRT of highly trained personnel possessingspecialized training and equipment.However, the need for SRT responsecapabilities cannot be based entirely on theexternal threat, but must be approachedwithin the framework of the definition of special threats found in AR 190-52. Action is

taken to ensure that the installation and itspersonnel are prepared to meet any potentialthreat.

The knowledge and understanding of theexisting threat is a viable tool essential toevaluating the installation’s vulnerability. Asurvey outlining both the strong and weak

points in an installation’s ability to defendagainst a threat will assist commanders intraining, equipping, and planning for thedesired response levels for their SRTs.Available resources, materials, andpersonnel are factors that influenceplanning and establishing a workable SRTand initial response team. Resourceavailability will impact on the immediateSRT response capabilities. The long-rangeaction is to plan for the unexpected, counterthe threat, harden the installation’s possibletargets, and deal with special threats.

While the SRT will usually be theinstallation’s response to special threats,consideration must be given to therequirement for an expanded response. Sinceit is impossible to predict the magnitude andpeculiarities of incidents, installationsidentify, train, and equip personnel fromoutside existing MP assets to augment theinitial response force. SRT actions inresponse to threats are determined by theEOC.

EMERGENCY OPERATIONS CENTER

Command and control actions pertainingto SRTs are planned, coordinated, anddirected by the EOC which is activatedimmediately when a special threat occurs.The TMF, the tactical element of the EOC, isdrawn from installation resources thatrespond to major disruptions on theinstallation. The TMF commander,normally the installation PM or his

representative, is the on-site commander andhas operational control for all responseforces. The TMF commander gathers anddisseminates information/intelligence about

the incident and provides it to the EOC.Strategic planning decisions are developedat the EOC.

The TMF includes the initial responseforce, inner and outer perimeter securityelements, SRT, negotiation team, andinvestigative team:

The initial response force, normally

on-duty law enforcement personnel,isolates, contains, and evaluates theincident, and provides the initial report tothe PM.

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Inner and outer perimeter securityelements secure the incident site, controlaccess to the area, and provide security tothe remainder of the installation.The SRT provides an enhanced responsecapable of controlling the situation.During initial employment, the SRT

begins preliminary tactical planning toresolve the situation. (Rescue and assaultmissions are performed only under specialcircumstances.)The hostage negotiation team sets updirect communication with theperpetrators. Negotiations are conductedto further develop the situation for keydecision makers.The investigative team investigates theincident while it is ongoing and concludesthe investigation after the incident is

resolved.When selecting SRT personnel, the most

qualified volunteers are those persons who—

Have at least one year of military serviceas MP.Are in the pay grade of E4 or above.Are highly disciplined and morally sound.Are mature and able to handle pressure.Have passed the Army Physical FitnessTest.

Have a minimum qualification of sharpshooter with assigned weapon.Possess individual special skills (that is,demolitions, emergency medicaltreatment, and the like).Have prior combat and/or small unitoperations experience.Have prior law enforcement experience.Exhibit an ability to work with others.Possess good eyesight.Can be retained (one year recommended).Have had no derogatory data revealedduring the background investigation.

Additionally, all volunteers considered forselection to SRTs are psychologically

200

screened before assuming their duties. Thisscreening can be done through commandchannels without any adverse effects toindividuals or their military careers.

A suggested SRT consists of not less thannine people. This team composition bestconforms to and allows for the suggestedrank requirements contained in most MPunit TOEs and TDAs.

Ideally, consideration is given to trainingone or two nine-man teams per installation.The goal is to have one SRT available at alltimes. Additionally, as situations dictate, itmay become necessary to alert or employmore than one team and combine oraugment teams to meet threats beyond the—

capabilities of one nine-man team.

It is critical to SRT functions that all team

members be cross-trained in at least onealternative position within the team. Theteam leader must be familiar with allaspects of each member’s duties.

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EQUIPMENTSelection of equipment used by SRTs is Specific missions and response capabilities

important to the total effectiveness of the are partially determined by selection,team in accomplishing assigned missions. availability, and assignment of equipment.

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It is suggested that an SRT SOP, includingan equipment list, be included as an annex toinstallation security plans. This action willassist in procuring and programming fundsfor SRT equipment not organic to theinstallation.

Equipment authorized by CTAs, TOEs,and TDAs is used to the maximum extent toequip SRTs. Additional government supplysources include Self-Service Supply Center,Training and Audiovisual Support Center(TASC), US General Services Admini-stration (GSA) Supply Catalog, GSAFederal Supply Schedule, The ArmyAuthorization Documents System (TAADS),and source selection advisory council(SSAC).

Local procurement or one-time purchasesmay initially be necessary to obtain some

specialized equipment until appropriateauthorization documents are revised.Equipment not listed in an authorizationdocument at present, but required, is

identified and submitted for evaluation andapproval to the US Army Military PoliceSchool, Directorate of Combat Develop-ments, ATTN: ATZN-MP-CM, FortMcClellan, AL 36205-5030, using DA Form2028 in accordance with AR 310-34.

Individual equipment such as load bearingequipment, heavy body armor, survivalvests, and the like, is determined by thecommander using common sense, carefulanalysis of the opposing threat, and specificmission assignment. The basic suggestedSRT uniform is composed of—

Work gloves with liners.Battledress uniform (BDU).Cap, woodland pattern (BDU).Brown T-shirt.Black combat boots.Lightweight body armor.Eye protection.Hearing protection.

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APPENDIX A

MP STATION DESIGN

The public must have access to MPstation activities to conduct legitimate

business. These areas must be easilyaccessible and clearly marked. However,controls must be established to preventvisitors and unauthorized personnel fromwandering through the station. Such controlsmust not interfere with personnel conducting business with the various PM sections.Visitors can be controlled by electronicallyoperated doors to gain access to theinformation desk.

The desk must be located so desk personnelhave an unobstructed view of the stationentrance and the area around the desk. Thearea directly behind the MP desk is closed tothe general public.

The desk is constructed so that deskpersonnel, when seated, are on eye level witha person standing in front of the desk, Theheight of the desk may vary, but it must behigh enough to prevent anyone fromreaching desk personnel with the intent of harming them. If a restraining bar is not used

in front of the desk, the desk must be sharplyinclined outward from floor level to the desktop to make it more difficult for anyone toclimb over the desk. The front of the desk isreinforced to provide protection from smallarms fire and shrapnel.

Proper location of the MP station desk canafford desk personnel a clear andunobstructed view of the detention cell area,eliminating the need for a guard to preventpersons in detention from self-inflictingwounds or injuries. Space for detention cells

must be in accordance with AR 190-38structure criteria. Waivers of designrequirements require complete justification.

Job order requests for structure upgrade of existing detention cells must be approved bylocal engineers and submitted as anenclosure to the waiver request.

The back side of the desk can be designed asa storage area for forms and desk supplies.The work area behind the desk must be largeenough to permit use of a typewriter andtelephones.

MP STATION REQUIREMENTS

Mission requirements determine the needfor specific station features. To support the

basic MP mission, space is required for—

The PM or officer in charge and the dutyofficer.Station desk.Processing offenders.Radio communications.Office space.Conference and interrogation/interviewrooms.Storage of arms, evidence, and property.

Briefing/debriefing patrols and reserves.Detention facilities.Public waiting room.Latrine facilities.Parking for employees, visitors, MPvehicles.Impounded vehicles.

NCIC terminal room/infrared discrimina-tion systems monitor.Storage area for riot control and otherequipment.Shower facilities.

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Specific station features should include—

Outside lighting 360 degrees around thestation and a 50-foot “stand off” area freeof private vehicle parking.Controlled or monitored access to thestation on all doors. Special entrances

provided for MP.Interior and exterior doors with plexiglasswindows for maximum observation, withthe exception of the door leading from thepublic waiting area to the detention areawhich must not permit observation. Thisdoor is electrically operated.Maintenance. free internal surfaces.A minimum of exterior windows. Whererequired, either plexiglass or triple glass of the station, reduce personnel requirements,

substituted for plate glass. and ensure effective use of station facilities.The general planning guidance in each

Emergency lighting and power.example design is based on programming

Break areas may contain vendingmachines.A communications room with intrusiondetection alarms for the post exchange,finance office, bank, and so forth for rapidresponse.

Furniture (in public areas) inconspicu-ously secured to the floor to prevent its usein a scuffle.Access to detention facilities free of itemsthat can cause prisoner injury.Offices that require frequent coordination,such as operations and administration,located close to one another.Efficient design can enhance the security

Separate latrine facilities provided for factors such as staff composition,public and station personnel. organizational structure, and physicalA field safe for storing property and development requirements consistent with aevidence during nonduty hours when a hypothetical set of functional andcustodian is not readily available. operational objectives. Space organization

Interview rooms with one-way mirrors principles are based on established

where possible for identification purposes. organizational and functional needs and onrequirements for the design and construction

Private work area for duty officer. This of MP facilities. For more information onarea can also serve as an interview room. designing MP facilities, see the Design Guide:A break area, out of public sight, for MP. Military Police Facilities.

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APPENDIX B

Military Police Firearms Qualification

Military police personnel must be trained to conduct training. DA Pamphlet 350-38

in the use of the weapon that they carry in the authorizes ammunition for MP personnel toperformance of their duties. The weapon may qualify yearly with their assigned weapon. be the M16, the M1911A1 (.45-caliber pistol), Yearly qualification includes protectivethe .38-caliber revolver with 4-inch or a 2-inch mask firing. (See DA Pamphlet 350-38 for the

barrel, or the M9 9-mm parabellum protective mask firing requirements.)semiautomatic pistol. FM 23-9 providesmarksmanship instruction on the M16.USACIDC Regulation 195-19 providesinstruction on the .38-caliber 2-inch barrelweapon. The Military Police FirearmsQualification Course (MPFQC) described inthis appendix provides marksmanshipinstruction for the .45-caliber pistol, the .38-caliber revolver with 4-inch barrel, and the 9-mm parabellum semiautomatic pistol.

Commanders at all levels are responsiblefor ensuring that personnel entrusted withweapons are trained to use the weapons asintended and in a safe manner. AR 190-14and AR 190-28 establish the requirements forgranting authorization to carry firearms and

The MPFQC is designed to provide realisticand effective police marksmanship training.The MP engages single targets at variousranges using the standard service weapon.The six tables of the MPFQC require the firerto fire from 7, 15, 25, and 35 meters. The fireruses both the strong and weak hands in the

standing and kneeling positions, and thestrong hand in the prone and crouchpositions. The MPFQC standards are—

Expert, 48 to 50 hits.Sharpshooter, 45 to 47 hits.Marksman, 35 to 44 hits.Unqualified, 34 or fewer hits.

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A locally reproduced record of qualification (Combat Pistol Qualification Courseshould be used and must be forwarded with Scorecard) should not be used for the MPFQCdeparting personnel as proof of weapons because this course does not provide combatqualification at the gaining unit. DA Form 88 pistol qualification.

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APPENDIX C

Presenting Statistical Data

S tatistical data can be depicted in afrequency distribution table. This data can

be prepared in a logical order, condensed andsimplified, and essential details can beretained.

may be used to depict the information. Or acircle graph or pie chart may be used. A pinmap chart is another way to graphicallypresent the data.

Three steps are required in construction of a frequency distribution table.

Step 1. The collection of raw data. Thegraphic illustrates raw data on thenumber of offenses per month for differentage classes from 17 to 38. Data arrangedin this manner make it difficult todetermine which age class has the highesttotal number of offenses for the year.

Step 2. This step involves totaling theitems in each class and arranging them inorder of magnitude. Such an arrangement(whether ascending or descending) iscalled an array. This graphic shows anarray with yearly total offenses for eachage listed in descending order. The rangeof total offenses is from 220 to 10 with aconcentration of offenses in the youngerage classes and comparatively fewoffenses in the older age classes.

Step 3. Finally, in preparing a frequencydistribution table, classes are combinedinto class intervals or groups. In thisgraphic two-year class intervals have been used making it easier to see a largeconcentration. (The largest concentrationis 423 or the 19-20 age interval.) Otherdata suitable for frequency distributiontables include—

Accident frequencies.

Accident fatalities or injuries.

Offenses by categories; that is, assaults,

robberies, and so forth.Data taken from a frequency distribution

table can then be depicted in a chart orgraph. A vertical or horizontal bar chart

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CURVE CHARTThe curve or line chart is probably the possible to compare two or more series on the

most widely used form of graphic same chart. The curve or line chart may bepresentation. It is very simple to construct used to show trends in various enforcementand is most effective when the emphasis is activities, such as total AWOLs, vehicleon movement, rather than amount. The registrations, offenses, apprehensions, andcurve chart is normally used for data so forth.covering a long period of time. It is also

VERTICAL BAR CHARTAnother chart frequently used to depict

enforcement data is the vertical bar orcolumn chart. This chart is also used todepict numerical values of a given item overa period of time. It may be used for months of the year, as shown, for days of the week, for

hours of the day, or for all three. The chart issimple to construct and readily understood.The vertical bar chart is preferable to thecurve chart when a sharper delineation of trend is to be shown.

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APPENDIX D

EXTRACT OF A LOCAL PROTECTIVE SERVICESDETAIL EQUIPMENT LIST

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GLOSSARY

ACRONYMS AND ABBREVIATIONS

adminADPAFAFAPAGAPO

ARASAPauthAWOL

BCC

BDUBEQBERBIPBMGBOQ

CAcalCDR

cmCMTCOBCOMMZCONUSCOR

CRSCSCTA

DADCSPER

DDDEH

administrationautomatic data processingAir ForceArmy Family Advocacy ProgramAdjutant GeneralArmy and Air Force PostOfficeArmy regulationalcohol safety action programauthorizationabsent without leave

battlefield circulationcontrol battledress uniform bachelor enlisted quarters budget execution review budget increment package budget and manpower guidance bachelor officers’ quarters

commercial activitiescalibercommander

centimetercrisis management teamcommand operating budgetcommunications zonecontinental United Statescontract officer’s representa-tive

Correctional Reporting Systemchlorobenzalmalononitrilecommon table of allowancesDepartment of the ArmyDeputy Chief of Staff forPersonnelDepartment of Defense (forms)Directorate of Engineering andHousing

DLDOCDODDOJDPMDRM

DWI

EDDEECI

EOCEODEPW

FACMT

FARFBIFCFFDFFMFY

galgovtGSA

HGNT

HNHQhr

IAWIDICF

IDSintelINSCOM

detail leaderDirectorate of ContractingDepartment of DefenseDepartment of Justicedeputy provost marshalDirectorate of ResourceManagementdriving while intoxicated

explosives detector dogessential elements of

criminal intelligenceemergency operations centerexplosives ordnance disposalenemy prisoner of war

Family Advocacy Case Manage-ment TeamFederal Acquisition RegulationFederal Bureau of Investigationfield confinement facilityfield detention facilityfield manualfiscal year

gallongovernmentGeneral Services Administration

horizontal gaze nystagmustesthost nationheadquartershour

in accordance withidentificationinstallation confinement facilityinfrared discrimination systemintelligenceUnited States Army Intelligenceand Security Command

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ISAITAC

kmKO

LIC

LINmMACMACOMMADMCAMCMMDEPMEVA

MFR

MIminmmMOSMPMPDOMPFQC

MPIMPIS

MPMIS

MPRMSRMTOE

MWD

NANACNATONCICNCO

NCOICnoNSN

OALE

222

interservice support agreementIntelligence and Threat AnalysisCenter

kilometercontracting officer

low-intensity conflict

line item numbermeterMilitary Airlift Commandmajor Army commandmajor activity directorMajor Construction, ArmyManual for Courts-Martialmanagement decision packagemission essential vulnerableareasmemorandum for record

military intelligenceminutemillimetermilitary occupational specialtymilitary policemilitary police duty officerMilitary Police FirearmsQualification Coursemilitary police investigatormilitary police investigativesupervisorMilitary Police Management

Information Systemsmilitary police reportmain supply routemodification table of organiza-tion and equipmentmilitary working dog

not applicableNational Agency CheckNorth Atlantic Treaty OrganizationNational Crime Information Centernoncommissioned officer

noncommissioned officer in chargenumbernational stock number

Office of Army Law Enforcement

OCIR

OCONUS

OICOMA

OPAOPSECORSPAPAOPCSPDIP

PERSCOMPIPM

POCPOMPOVPPBES

PR&CPRAC

PSPSO

QSTAG

refreptRMOROIROTC

secSGTSIRSJASOFASOP

SOWSRTSSAC

other criminal intelligencerequirementoutside continental UnitedStatesofficer in chargeOperations and Maintenance,Army

Other Procurement, Armyoperations securityOffense Reporting Systempublic addressPublic Affairs Officerpermanent change of stationprogram development incrementpackagePersonnel Commandprotected identitiesprovost marshalpoint of contact

program objective memorandumprivately owned vehicleplanning, programming, budgeting,and execution systempurchase request and commitmentprogram resource advisorycommitteeprotective servicespersonal security officer

Quadripartite StandardizationAgreementreferencereportResource Management Officereport of investigationReserve Officers’ Training Corps

secondsergeantserious incident reportStaff Judge Advocatestatus of forces agreementstanding operating procedure

statement of workspecial reaction teamsource selection advisorycouncil

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SSNSTANAG

TATAACOMTAADS

TASC

TCTCPTDA

TDYTMTMFTOATOETRADOC

social security numberStandardization Agreement

table of allowancetheater army area commandThe Army Authorization Docu-ments System

training and audiovisualsupport centertraining circulartraffic control posttable of distribution andallowancestemporary dutytechnical manualthreat management forcetotal obligational authoritytable of organization and equipmentUnited States Army Training

UCMJUFRUSACA

USACIDC

USACILUSACRC

USADIP

USAREURUSCUSDB

USSS

VIP

and Doctrine Command VRS

DEFINITIONS

Uniform Code of Military Justiceunfinanced requirementUnited States Army CorrectionalActivityUnited States Army CriminalInvestigation Command

United States Army CriminalInvestigation LaboratoryUnited States Army CrimeRecords CenterUnited States Army DeserterInformation PointUnited States Army, EuropeUnited States CodeUnited States DisciplinaryBarracksUnited States Secret Service

very important person

Vehicle Registration System

Amnesty box. A container into which personnel may place any item, without penalty, before customsprocessing.

Antihijack security. All measures taken to reduce the risk of hijacking aircraft, with particular attentionto the exclusion of weapons from the passenger compartment of an aircraft. (See Air Force Regulation 60-14.)

Closed evidence voucher. An evidence voucher concerning evidence from which final disposition has been made by the custodian.

Controlled substance. A drug or other substance, or immediate precursor thereof, listed in 21 USC 812.General categories included in this section are narcotics, derivatives of the cannabis sativa plant,amphetamines, barbiturates, and hallucinogens.Crime control. The detection and investigation of crimes and offenses and the apprehension andprotection of offenders.

Crime repression. The reduction of crimes and offenses through such measures as patrolling, physicalsecurity and crime prevention surveys and inspections, observation of persons and places consideredcrime-producing, and employment of off-limits procedures to preclude military personnel fromparticipating in activities conducive to crime.

Criminal complaint. An alleged criminal offense reported to or observed by military or civilian policepersonnel or USACIDC personnel, whether subsequently determined to be founded or unfounded.

Crisis management team (CMT). A team found at a major command or installation level concernedwith plans, procedures, techniques, policies, and controls for dealing with terrorism, special threats, orother major disruptions occurring on government installations or facilities. The team considers the local,national, and international implications of major disruptions and establishes contact with the ArmyOperations Center as the situation escalates, requiring higher level involvement and guidance. Normally

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at installation level, the CMT is established at or in proximity to the designated emergency operationscenter.Customs exclusion area. Clearly defined area into which cleared customs personnel enter before theydepart.

Evidence ledger. The bound ledger or record book kept by the evidence custodian to provide doubleaccountability control through cross-reference with the evidence vouchers.

Evidence voucher. The original DA Form 4137 which, upon presentation to the evidence custodian, becomes an evidence voucher.

Evidence subvoucher. A carbon or reproduced copy of the original evidence voucher used to effect thetemporary release of evidence for any reason.

Founded offense. A criminal offense that has been proven to have been committed. The determinationthat a founded offense exists is made by the appropriate police agency and is not dependent upon judicialprocess.

High-risk personnel. US personnel who, by their grade, assignment, symbolic value, or relativeisolation, are more likely to be attractive or accessible terrorist targets.Identified offender. An individual identified by police action as the subject or perpetrator of a criminal

offense.Nonintoxicating malt beverage. Any alcoholic malt beverage having an alcholic content of less than3.2 percent by weight.

Open evidence voucher. An evidence voucher concerning evidence for which the evidence custodian hasaccountability.

Referral. A process in which the parties in conflict are led to consider some specific form of professionalcounseling service.Strategic information. Information that has no immediate applicability but may be used in some futureinvestigation or program. Strategic information gathering is a long-range continuous process.

Tactical information.Information that has immediate applicability to the employment of units incombat.

Total obligational authority (TOA). The total financial requirements of the five-year defense programor any component thereof required to support the approved program of a given fiscal year.

Unfounded offense. A criminal complaint in which a determination is made that a criminal offense wasnot committed or did not occur. The determination is based on police action, not on court-martial or civiliancourt verdict.

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REFERENCES

Related publications are sources of additional information. They are not required in order to under-stand this publication.

ARMY REGULATIONS

1-1

1-4

5-35-95-2010-2325-400-227-10

27-4027-5037-10340-12

50-555-7155-35575-15190-5190-9190-10

190-11190-12190-13190-14190-22190-24

190-27190-28190-30190-31190-38

190-40190-45190-47190-51190-52

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Planning, Programming, and Budgeting Within the Departmentof the ArmyEmployment of Department of the Army Resources in Support ofthe United States Secret ServiceInstallation Management and OrganizationIntraservice Support Installation Area CoordinationCommercial Activities ProgramUS Army Criminal Investigation CommandThe Modern Army Recordkeeping System (MARKS)Military Justice

LitigationStatus of Forces Policies, Procedures, and InformationFinance and Accounting for Installations: Disbursing OperationsMedical and Agricultural Foreign and Domestic Quarantine Regulations forVessels, Aircraft, and Other Transports of the Armed ForcesNuclear and Chemical Weapons and Materiel—Nuclear SuretyTransportation of Personal Property and Related ServicesDefense Traffic Management RegulationResponsibilities and Procedures for Explosive Ordnance DisposalMotor Vehicle Traffic SupervisionMilitary Absentee and Deserter Apprehension ProgramSecurity of Government Officials

Physical Security of Arms, Ammunition and ExplosivesMilitary Police Working DogsThe Army Physical Security ProgramCarrying of FirearmsSearches, Seizures and Disposition of PropertyArmed Forces Disciplinary Control Boards and Off-InstallationMilitary EnforcementArmy Participation in National Crime Information Center (NCIC)Use of Force by Personnel Engaged in Law Enforcement and Security DutiesMilitary Police InvestigationsDepartment of the Army Crime Prevention ProgramDetention Cell Standards

Serious Incident ReportLaw Enforcement ReportingThe US Army Correctional SystemSecurity of Army Property at Unit and Installation LevelCountering Terrorism and Other Major Disruptions on Military Installations

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190-56195-2195-4

195-5

195-6210-10215-1

215-2

310-31

310-34340-17340-21360-5360-61380-5380-13

380-380420-74500-50530-2600-3600-8-1600-9600-40600-290

608-1608-4630-5630-10640-3700-84710-2

8-100

50-90050-90950-970

226

The Army Civilian Police and Security Guard ProgramCriminal Investigation ActivitiesUse of Contingency Limitation .0015 Funds for Criminal InvestigativeActivitiesEvidence Procedures

Department of the Army Polygraph ActivitiesAdministrationAdministration of Army Morale, Welfare, and Recreation Activitiesand Nonappropriated Fund InstrumentalitiesThe Management and Operation of Army Morale, Welfare, and RecreationActivities and Nonappropriated Fund InstrumentalitiesManagement System for Tables of Organization and Equipment(The TOE System)The Department of the Army Equipment Authorization and Usage ProgramRelease of Information and Records from Army FilesThe Army Privacy ProgramArmy Public Affairs, Public InformationCommunity Relations

Department of the Army Information Security ProgramAcquisition and Storage of Information Concerning NonaffiliatedPersons and OrganizationsAutomation SecurityNatural Resources: Land, Forest, and Wildlife ManagementCivil DisturbancesCommunications SecurityThe Army Specialty Proponent SystemArmy Casualty and Memorial Affairs and Line of Duty InvestigationsThe Army Weight Control ProgramApprehension, Restraint, and Release to Civil AuthoritiesPassports and Visas

Army Community Service ProgramControl and Registration of War Trophies and War Trophy FirearmsLeaves and PassesAbsence Without Leave and DesertionIdentification Cards, Tags and BadgesIssue and Sale of Personal ClothingSupply Policy Below the Wholesale Level

COMMON TABLES OF ALLOWANCES

Army Medical Department Expendable/Durable Items

Clothing and Individual EquipmentField and Garrison Furnishings and EquipmentExpendable/Durable Items (Except: Medical, Class V, Repair Partsand Heraldic Items)

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8858115942028249628042806-1-R2806-R2818282336263837 and3837-138813945395339753997399841374261 and4261-14712-R48335070-R

5-3

5-9190-31190-52350-38420-7600-8608-28

460497

553(Test)62911311348-11408

FM 19-10

DEPARTMENT OF THE ARMY FORMS

Combat Pistol Qualification Course ScorecardRequest for Issue and Turn-In of AmmunitionDaily Staff Journal or Duty Officer’s LogRecommended Changes to Publications and Blank FormsDisposition FormCrime Records Data ReferencePhysical Security Inspection ReportPhysical Security Survey ReportFirearms AuthorizationSworn StatementVehicle Registration/Driver RecordMilitary Police Investigator Credentials

Rights Warning Procedure/Waiver CertificateMilitary Police Radio LogPurchase Request and CommitmentMilitary Police ReportMilitary Police Desk BlotterMilitary Police Desk ReferenceEvidence/Property Custody DocumentPhysical Security Inspector Identification Card

Volunteer AgreementCommander’s Report of Disciplinary or Administrative Justification Statement for .0015 Contingency Funds

DEPARTMENT OF THE ARMY PAMPHLETS

Action

Management Improvement Techniques for First Line Supervisors

Planning, Programming, Budgeting, Execution SystemCrime Prevention HandbookPersonnel Security Precautions Against Acts of TerrorismStandards in Weapons TrainingNatural Resources—Land, Forest and Wildlife ManagementManagement and Administrative ProceduresHandbook on Volunteers in Army Community Service

DEPARTMENT OF DEFENSE FORMS

Provisional PassConfinement Order

Deserter/Absentee Wanted by the Armed ForcesReceipt of Prisoner or Detained PersonCash Collection VoucherDOD Single Line Item Release/Receipt DocumentArmed Forces Traffic Ticket

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18051920

4160.21-M

5030.49-R5200.1-R

19-119-419-1519-2019-2519-30

19-3519-6021-2021-7523-923-3590-14100-20

10012025/59120852154/5392155/5612159/540

2253/174

19-16

23-1490-6-1

United States District Court Violation NoticeAlcoholic Influence Report

DEPARTMENT OF DEFENSE MANUAL

Defense Utilization and Disposal Manual

DEPARTMENT OF DEFENSE REGULATIONSCustoms InspectionDOD Information Security Program

FIELD MANUALS

Military Police Support for the AirLand BattleMilitary Police Team, Squad, Platoon Combat OperationsCivil DisturbancesLaw Enforcement InvestigationsMilitary Police Traffic OperationsPhysical Security

Military Police Working DogsConfinement and Correctional Treatment of US Military PrisonersPhysical Fitness TrainingCombat Skills of the SoldierM16A1 Rifle and Rifle MarksmanshipPistols and RevolversRear BattleLow Intensity Conflict

NATO STANDARDIZATION AGREEMENTS/QUADRIPARTITE

Standardized System of Designating Days and Hours in Relationto an Operation or ExerciseBasic Military Road Traffic RegulationsNATO Combined Military PoliceRegulations for Military Motor Vehicle Movement by RoadRoad Movement Bid and CreditIdentification of Movement Control and Traffic ControlPersonnel and AgenciesRoads and Road Structures

TRAINING CIRCULARS

Countering Terrorism on US Army Installations

Sniper Training and EmploymentMilitary Mountaineering

STANDARDIZATION AGREEMENTS*

* NATO STANAGs/QSTAGs are available, upon request, from Naval Publications and Forms Center, 5801Tabor Avenue, Philadelphia, PA 19210.

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TECHNICAL MANUAL

55-1680-348-10 Survival Kit, Cold Climate, Individual

USACIDC (CID) PUBLICATIONS**

Form 36 Field Test Results

Form 97 Criminal Intelligence ReportPamphlet 195-7 Personal Security Assessment Briefings: Action Officers GuideRegulation 195-19 Carrying, Using, Safeguarding, and Qualifying with Weapons

MISCELLANEOUS PUBLICATIONS

Air Force Regulation 60-14, Preventing and Resisting Aircraft Piracy (Hijacking)

Bombs By Mail, Document Control Division, Room 2810, US Postal Service Headquarters, Washington,DC 20260-1561

Commerce Business Daily, Superintendent of Documents, US Government Printing Office,Washington, DC 20402-9373Correctional Reporting System Users Manual, Commander, US Army Military Police OperationsAgency, ATTN: PEMP-A, 5611 Columbia Pike, Falls Church, VA 22041-5014

Design Guide: Military Police Facilities, Office of the Chief of Engineers, Military ProgramsDirectorate, Engineering Division, Washington, DC 20314

FBI Form 6-136, Bomb Threat Checklist

Guide for Writing and Administering Performance Statements of Work,AssociateAdministrator, Major Systems Acquisition and Procurement Strategies, Office of Federal ProcurementPolicy, 726 Jackson Place, NW, Washington, DC 20503

Manual for Courts-Martial, United States 1984 (Revised Edition)

Manual on Uniform Traffic Control Devices,Superintendent of Documents, US GovernmentPrinting Office, Washington, DC 20402-9373

Miscellaneous Publication 8-1, Joint Travel Regulations: Volume 1: Members of the UniformedServices

Offense Reporting System Functional Users Manual,Commander, US Army Military PoliceOperations Agency, ATTN: PEMP-A, 5611 Columbia Pike, Falls Church, VA 22041-5014

Uniform Code of Military Justice

United States Code

Vehicle Registration System Functional Users Manual, Commander, US Army Military PoliceOperations Agency, ATTN: PEMP-A, 5611 Columbia Pike, Falls Church, VA 22041-5014

Work Schedule Design Handbook: Methods for Assigning Employees’ Work Shifts and DaysOff, US Department of Housing and Urban Development, HUD User, P.O. Box 280, Germantown, MD20874

** Determine availability of USACIDC publications by contacting Headquarters, US Army CriminalInvestigation Command, ATTN: CIPP-PD, 5611 Columbia Pike, Falls Church, VA 22041.

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FM 19-1030 SEPTEMBER 1987

By Order of the Secretary of the Army:

CARL E. VUONOGeneral, United States Army

Chief of Staff

Official: