ATP 3-39.10 POLICE OPERATIONS (AUGUST 2021)

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minimal force necessary to de-escalate and control a situation. In operational environments that are between

major conflict and instability, the ability to gain control of a potentially violent event, establish order, and

disperse the population without resorting to a significant application of force can make a significant impact.

Successful efforts to establish order with minimal use of force to ease the transition from instability toward

stable peace and enable the establishment of effective governance under the rule of law.

Efforts to transition to the rule of law must start as soon as stability tasks begin, often simultaneously

with large-scale combat operations. First, security conditions that support policing, judicial, and corrections

systems for fair and equitable treatment of citizens by the HN government must be established and political

conditions initiated. This is often easier said than accomplished. Many nations simply do not have the

underpinnings of the rule of law to understand and implement the system; they require coaching, mentoring,

training, and support along a continuum toward peaceful existence. Additionally, if efforts in combat

operations do not include shaping the area for stability, criminals, insurgents, and organized crimes will

control the population and develop a government, making rule-of-law plan efforts exponentially more

difficult. Citizens must have the right to ownership, fair treatment by policing and judicial systems, and

corrections systems that enforce compliance with the law in a manner that is equitable and uniformly fair to

everyone.

Military police forces are well suited for providing HN assistance and training for principally two of

the three legs of the rule of law—the policing and corrections aspects. Military police units must cultivate

relationships with HN police and local officials in the operational area, if they exist, early in the operation to

maximize efficiencies later during the transition period. Military police must also coordinate and work with

interagency and multinational partners on the efforts to transition to the rule of law. This process provides

valuable police intelligence that aids the unit in planning and recommending courses of action to assist in

establishing the rule of law.

Military police support to transition to the rule of law is helping establish and train local police officers

in basic to advanced law enforcement skills, operating police stations, and conducting police intelligence

operations. Military police units can assist with developing requests for law enforcement equipment and

sustainment items necessary for local law enforcement. Military police units can provide joint patrolling and

can operate the police station, mentoring HN personnel until the HN is capable of independent operations.

Military police detention units can assist with establishing corrections operations in a reopened or temporary

facility. They can train the guard forces and prison operations staffs to properly operate a facility. These

activities encourage the local population to perceive that law-abiding citizens are treated fairly and equitably

and that laws are equally and uniformly applied to all citizens. Citizens must understand that they are not

unlawfully detained or imprisoned. They must be confident that the unlawful activity of others are policed

and punished.

UPPORT TO

ORDER

ONTROL AND

OUNDARY

ECURITY

Military police Soldiers are periodically tasked to support border operations along U.S. borders to

support the United States Border Patrol and/or the U.S. customs and border protection mission. The support

provided includes technical equipment (such as thermal imagery, night vision, and infrared detection) and

the operation of the equipment to help with the detection of personnel illegally entering the United States.

Except where noted the Posse Comitatus Act prohibits Regular Army and Army Reserve Soldiers from

enforcing civil law; they may only respond to defend themselves or other personnel from imminent danger.

Nonfederalized National Guard military police performing missions that are under the control of their

respective state governors are not prohibited from this by the Posse Comitatus Act. Upon mobilization

(federalization), National Guard Soldiers are restricted under the Posse Comitatus Act.

Military police may be required to support border entry control points or to patrol specified

international border areas. This operation can be conducted in support of efforts to control the borders by

U.S. military forces during contingency operations, in support of HN border control organizations as border

operations transition to HN control, or in support of a stable HN government and associated border control

organizations. Border control operations are conducted for many reasons, to include—



Maintaining security at border crossing sites and along national boundaries.



Controlling movement of the local population (on both sides of the border).

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

Limiting the smuggling of contraband.



Controlling the spread of disease vectors through applicable quarantine measures.



Enforcing tariff requirements to protect the economy. Deter or detect infiltration by peer

competitors’ conventional and unconventional forces and irregular threats.

In conducting border control, military police normally coordinate with HN police, counterintelligence

units, and Civil Affairs units. They watch for individuals or items that may be involved in criminal and

customs offenses. Support to border control may be paramount in preventing adversaries from moving

weapons, supplies, and personnel across borders to attack or disrupt friendly forces.

Military police provide relevant capabilities to enhance border operations. Military police units are

trained in access control, physical security measures, and technologies that can enhance border checkpoint

operations. Military police, United States Customs and Border Protection, or United States Department of

Agriculture personnel can use their experience supporting HN customs requirements at entry points and other

checkpoints, as required. An MWD team provides the capability to detect contraband being smuggled across

state boundaries. Military police units can provide law enforcement expertise and work closely with HN

border personnel to provide training and assistance until the HN is capable of assuming full authority.

Military police border control operations include the—



Integration of border control and customs efforts.



Enforcement of regulations and restrictions on the movement of personnel, vehicles, material, and

goods.



Cooperative efforts with adjacent border agencies.



Detection and apprehension of—



Illegal trafficking across borders.



Criminals, including localized and organized criminal activities.



Movement of irregular forces, including terrorist activities and movements.



Enemy infiltrators.



Other threats to the HN and persons of intelligence interest.

Unstable Environments and Transitioning Host-Nation Customs and Border Control

Operations

Effective border control is a central component of civil security. Generally, border and naval or coast

guard forces secure national boundaries while customs officials regulate the movement of people, animals,

goods, and other resources flowing across national borders at border crossing sites (including illegal crossing

sites used to bypass border control enforcement measures). Most countries take significant efforts to control

the movement of personnel and resources at their borders.

In contingency environments following a significant conflict or major man-made or natural disaster,

the U.S. military and its multinational partners may be required to establish border control operations until

an HN capability and capacity can be developed. As border capabilities are increased within the HN, the U.S.

military will assume a training and mentorship role as the HN transitions to full control of their national

borders.

Control is maintained through the establishment of authorized road or rail crossing points, patrols of

designated border areas and entry control points, and liaison agreements with authorities of neighboring

countries. Prohibited or restricted zones are often used to help control movement at borders. While military

police can perform border patrol operations on a limited basis, the mission is typically conducted by

maneuver units in contingency operations and by specially trained HN border patrol assets when the HN is

capable of patrolling its own borders. Military police elements are typically employed in support of border

control operations at established border crossing sites and entry control points.

Border control operations are paramount during contingency operations to prevent adversaries from

moving weapons, supplies, and personnel across borders to attack or disrupt friendly forces. When

conducting border control, military police should coordinate with HN police, intelligence units, and civil

affairs units concerning the populace and resources control aspects of the mission. They should watch for

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individuals or items that may be involved in criminal and customs offenses. Military police can also deploy

technologies such as small unmanned aerial systems, sensors, and biometrics capabilities to enhance effective

border security.

Stable Host-Nation Customs and Border Control Operations

Military police in HNs may be tasked to enforce customs laws and regulations in support of local

government officials. The U.S. military enforcement of customs laws in countries where U.S. forces are

stationed is often part of agreements like the North Atlantic Treaty Organization status-of-forces agreement

between the United States and an HN. Under such agreements, military police enforce the customs laws of

the host country with respect to U.S. forces personnel and their dependents. Military police assist the HN

and—



Prevent the illegal sale or transfer into the local economy of U.S. forces’ goods entering the

country free of customs duties and taxes.



Authenticate and issue customs import documents to members of the U.S. forces for importation

of personal property.



Issue permits to transfer customs or duty-free personal property to nonmembers of U.S. forces.



Verify the status of retired U.S. forces personnel residing in the country so that these personnel

(who are not members of the U.S. forces as defined in the status-of-forces agreement) may apply

to the HN customs authority for customs certificates. These certificates entitle them to purchase

items in commissaries and post exchanges without payment of import duties or taxes.



Work with HN border police and customs agents to prevent import and export violations by

members of U.S. forces.



Prevent peer competitors from infiltrating conventional, unconventional, and intelligence

assets/forces as well as proxies over borders to undermine HN internal security.

At overseas airports, military police customs personnel may be tasked to provide customs control.

They can perform antihijack inspections for all outbound military and civilian personnel, family members,

and accompanying baggage pending departure on air mobility command charter aircraft. They may also be

tasked to prevent contraband, unauthorized weapons, and illegal drugs from being introduced into the United

States or the HN.

STABLISH AN

NTERIM

RIMINAL

USTICE

YSTEM

Army forces may be required to assist in establishing an interim justice system as a prerequisite to the

restoration of effective governance. Establishing an interim criminal justice system under the rule of law

requires a wide range of skilled professionals, including judges, prosecutors, court administrators, corrections

personnel, law enforcement personnel, and investigators. The criminal justice system consists of police,

prisons, and a judicial system. This system provides the foundation on which the criminal justice system is

built. Military police provide specific capabilities that are pertinent to two of the three legs of the criminal

justice system

―police and prisons―necessary for a functioning criminal justice system that operates under

the rule of law. See FM 1-04 for additional information regarding legal support to the operational Army.

Military police units are specifically trained to support law enforcement and corrections missions

within their police operations and detention operations disciplines. Military police maintain the capability to

conduct law enforcement activities, including police patrols, traffic management and enforcement, MWD,

police station operations, and police administrative support tasks. The USACIDC provides extensive criminal

investigative capabilities and forensic capabilities that are comparable to civilian law enforcement agencies.

Military police also have military police investigators with criminal investigations training. Military police

investigators and USACIDC SAs can be deployed in support of rule-of-law missions, to include training HN

police personnel.

As the operational environment transitions from one dominated by combat operations to a more stable

environment dominated by the rule of law, military police organizations can provide valuable policing and

technical law enforcement and investigative capabilities. Military police elements ranging from organic PM

offices to military police companies, battalions, and brigades supporting brigade combat teams, divisions,

and corps provide a wide range of law enforcement-related skills and techniques, ranging from handling

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evidence during site exploitation to more sophisticated methods of investigating complex crimes. Military

police are capable of training and mentoring HN police and providing expertise to U.S. troops who are

conducting security operations. Support to U.S. military units may include conducting police tasks within

restricted rules of engagement; conducting police-oriented engagement activities with the population; and

collecting and preserving evidence. These capabilities are increasingly important as the HN transitions to the

rule of law and begins criminalizing and prosecuting activities of insurgent threat elements.

ONDUCT

OST

-N

ATION

OLICE

RAINING AND

UPPORT

Building HN police capability and capacity are critical elements for establishing civil control and

sustained civil order. Police organizations operating under civil control are essential to success. The clear

delineation of civil police authority and military roles are essential. The primacy of civil police organizations

in dealing with crime and security concerns within a population is a clear indicator of success in achieving

stability and a return to civil security. See ADP 3-07 for additional information on stability operations,

including civil security and civil control lines of effort.

If required, military police provide required technical capabilities and skill sets to conduct law

enforcement activities in support of HN populations to establish civil security and to set conditions necessary

to regenerate HN police capability and capacity. Military police play a central role in U.S. military efforts to

establish civil control by identifying gaps and capabilities in HN police capacity, including infrastructure and

organizational requirements. Military police can then recruit, train, partner with, and mentor HN police

organizations until the forces are capable of independent law enforcement and police operations.

Note.

Historically, DOD is not the lead government department for assisting foreign governments.

Department of State is the lead when U.S. forces provide security assistance—military training,

equipment, and defense articles and services—to HN governments. The Foreign Assistance Act

of 1961 specifically prohibits assistance to foreign police forces except within specific exceptions

and under a Presidential directive. When providing assistance to training, Department of State

provides the lead role in police assistance through its Bureau of International Narcotics and Law

Enforcement Affairs. The President, however, may delegate this role to other agencies.

Security Force Assistance

Security force assistance

is the Department of Defense activities that contribute to unified action by

the U.S. Government to support the development of the capacity and capability of foreign security forces and

their supporting institutions (JP 3-22). FM 3-22 provides the doctrinal framework for security force

assistance.

Security forces

are duly constituted military, paramilitary, police, and constabulary forces of a

state (JP 3-22).

Foreign security forces

are forces, including but not limited to, military, paramilitary, police,

and intelligence forces; border police, coast guard, and customs officials; and prison guards and correctional

personnel, that provide security for a HN and its relevant population or support a regional security

organization mission (FM 3-22).

Military police, working with the HN to build HN police capability and capacity, work within the

security force assistance framework as part of a comprehensive effort that includes all instruments of national

power. Security force assistance emphasizes the development and empowerment of HN organizations,

institutions, systems, and capabilities to overcome impediments to HN success.

Military police and USACIDC Soldiers and leaders must understand that imposing solutions based on

U.S. organizations, systems, procedures, culture, and equipment is inconsistent with security force assistance

intent. Military police Soldiers must be open to HN solutions. HN personnel possess the advantage of

understanding the local culture, traditions, and behavior that our personnel do not possess. Commanders and

staffs should also understand HN police primacy will often be unachievable until relatively late in an

operation and may be an unknown concept in some societies.

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Below are six areas that should be considered during security force assistance activities. The discussion

below applies specifically to military police and their efforts to build HN police capability and capacity.

Security force assistance imperatives include—



Understanding the operational environment.

Military police Soldiers and leadership must fully

comprehend the operational environment and be prepared for, engaged in, and supportive of PDTT

efforts to succeed. Military police leaders and Soldiers must be prepared to train HN security

forces in remote areas. Some of these areas may be without essential services (electricity,

transportation, healthcare, communication). It is especially important that senior leadership

empower subordinate leaders to make appropriate, timely decisions. While senior leaders must

maintain situational understanding, decentralized control usually provides greater success and

credibility with the HN police.



Providing effective leadership.

Leadership is critical in the dynamic and complex environments

associated with reconstituting HN police organizations and building police capability and

capacity. Effective leadership at all levels, from the most junior noncommissioned officer to the

most senior officer, is critical. Competent and effective leadership will build trust, mutual respect,

and personal and professional rapport between military police and HN police counterparts. This

relationship helps shape the environment for success.



Building legitimacy.

The ultimate goal of military police in this environment is to develop HN

police forces that contribute to the legitimate governance of the population. Legitimacy is achieved

when HN police are competent, capable, committed, and confident in the eyes of U.S. and

multinational forces, the HN government, and the HN population. While it is important to assist

HN police in developing professionally, it is also important to realize that a mirror image of the

U.S. police model may not be the optimum solution. The initial development of a constabulary

style of policing may be required for failed or failing states. A constabulary force is a paramilitary

type force trained for police duties. The end goal of HN police development and legitimacy should

include demilitarizing police forces and orienting policing towards service and protection of the

population rather than as an instrument of control from the central government.



Managing information.

Managing information encompasses the collection, analysis,

preparation, dissemination, and storage of information directly related to police development and

transition activities. It also encompasses military police and U.S. forces lessons learned and the

operational information required for successful transitions between rotating U.S. military

elements.



Ensuring unity of effort.

The unity of effort must include military police, multinational civilians,

interagency partners, and HN police operating within the AO. Command and control relationships

may be consistent with traditional command relationships (centralized within a single command),

or they may be very complex, including multiple administrative, operational, and tactical control

relationships. These relationships must be clearly delineated and understood by all elements.

Supporting and supported relationships will change over time, and they are instrumental in the full

transition to HN responsibility.



Sustaining the effort.

The effort to build HN police capability and capacity and to transition to

HN control may take years to achieve. The professional skills that HN advisers possess will

increase over time. Changing tactics, techniques, procedures, and environmental conditions and

the incorporation of those changes into the training and preparation of each successive rotation are

important to maintain the continuity and momentum of the overall effort.

Considerations During Police Operations Support to Host-Nation Police

Army law enforcement personnel must learn the specific legal requirements and constraints associated

with the HN legal system when conducting police operations that support HN police and establish a criminal

justice system operating under the rule of law. The laws of governing international bodies may take

precedence in countries experiencing civil unrest or without an existing governing body. As HN capability

and capacity are established, the control of law enforcement and policing responsibilities transition to HN

control, and the HN legal system then becomes the standard for conducting law enforcement activities. Other

nations will likely have different legal authorities and restrictions based on their system of government,

political ideology, and culture. HN police must be contacted immediately in the event that a local national is

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under suspicion of committing a crime or is found in possession of an illegal item on a U.S. base; laws of the

HN may apply. It is critical that procedures for dealing with HN personnel are understood and enforced.

Military police and USACIDC commanders must coordinate with the geographic combatant commander

staff and consult with their supporting SJA to ensure that they—



Understand the specific authorities and constraints of the HN legal system.



Understand the timelines for transition to the HN system.



Train their Soldiers and USACIDC SAs adequately to ensure that they fully understand HN

authorities and constraints.



Can advise nonlaw enforcement U.S. military elements, as required.



Can train, mentor, and monitor HN police forces to ensure compliance with legal constraints

within their systems.

Reconstitution of Host-Nation Police Forces

Reconstituting an HN police force requires enormous resources and may take years to properly

organize, recruit, train, and equip. The effort requires a significant knowledge of law enforcement activities

and associated technical capabilities. Organizing an HN police organization requires resolving numerous

issues related to—



Recruitment.



Promotion screening and selection.



Pay and benefits.



Leader recruitment and selection.



Training.



Personnel accountability.



Equipping and establishing facilities.



Retention.



Security force personnel demobilization.

The primary responsibility for training HN police is resident within the United States Department of

State; however, in many cases, the U.S. military will be granted authority to assume the mission until

conditions are stable enough for the United States Department of State to assume the lead role. Military police

will typically remain engaged in the reconstitution of HN police capability and capacity in support of the

United States Department of State following the United States Department of State assumption of the mission

as the lead agency.

Host-Nation Police Training Responsibility

During the initial planning phase for rebuilding a foreign police force, commanders and staffs must

seek out and understand the governmental agencies responsible for the reconstitution or establishment of an

HN police force and determine a lead U.S. government agency that will synchronize efforts and create HN

ownership. Conflicting approaches between the Department of State and DOD may cause tensions and

complicate meeting HN policing objectives. In Iraq, military advisors wanted to create a force capable of

counterinsurgency, whereas civilian trainers wanted a lightly armed civilian police service that used Western

investigative standards and community policing techniques to remove terrorists and criminals. Additional

authorities also provide obstacles to synchronizing U.S. government efforts.

The Foreign Assistance Act is one such authority that hinders DOD police assistance efforts. The act

prohibits assistance to foreign police forces by DOD unless

a Presidential directive provides specific

exceptions.

It is crucial that joint force planners are familiar with the limitations and capabilities of policing

methods and take the lead to search for the resources required see chapter 4 for additional information on

policing methods and strategies.

The lead role in providing police assistance to foreign governments is normally delegated to the United

States Department of State, Bureau of International Narcotics and Law Enforcement Affairs. The United

States Department of Justice may also have representation through the International Criminal Investigative

Training Assistance Program. Training and assistance programs are intended to develop professional,

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civilian-based law enforcement institutions. Their objective is to develop police forces in the context of

international peacekeeping operations and to enhance the capabilities of existing police forces in emerging

democracies.

Interagency Resources

Support to HN police and other government functions requires substantial resource allocation that may

receive strategic-level attention. For this reason, any U.S. funds dedicated to HN police reconstitution efforts

must receive authorization from higher headquarters. Interagency resources may be involved in numerous

ways to support training for HN security forces. The United States Department of Justice and United States

Department of State have the capability to send civilian police advisers overseas to train and advise HN police

forces. The quick-reaction capability of these agencies is limited, although they can attain necessary levels

when given adequate time.

It is critical that civilian assets are nested throughout all the military police organizational structure to

ensure that priorities of effort are coordinated and synchronized. The most effective method to accomplish

these missions is through the employment of functional military police brigades and subordinate military

police battalions and companies task-organized with modular law enforcement detachments. During

counterinsurgencies, the effectiveness of civilian police advisers and trainers may be limited by the high-

threat nature of the environment. These forces are most effective when operating in a benign environment or

when security is provided separately. Civilian police advisers can be integrated into military police platoons

and squads to provide security and to enhance military police capabilities.

Private Security

The private security (nonstate) industry comprises those individuals and institutions that provide

security for people and property under contract and for profit. The activities of a private security industry

without accountability and oversight can present unique governance problems and act as an obstacle to HN

police development and training. Increased security provision by nonstate organizations is prevalent in all

regions of the world. Commanders and staffs must consider the potentially serious implications of the private

security industry in the HN, as well as the effects of limited regulation and accountability throughout their

AO. Oversight and incorporation of these groups for reestablishment of order can prevent mob violence and

establish multiple layers of security. Planners should look at each of these groups to determine the usefulness

of the security they can provide. There are many types of organizations that compose the private security

industry, including─



Service providers that conduct mine clearance, logistics and supply, and risk consulting.



Private security companies that protect industrial and commercial sites, humanitarian aid missions,

embassies, very important persons.



Private military companies that support military training, military intelligence, and offensive

combat.

Host-Nation Police Station Structure

The size and organizational structure of the newly formed police force should be determined by the

geographic combatant commander, in coordination with civil authorities (U.S., multinational, and HN) before

reconstitution efforts begin. Civilian and military police planners create a blueprint outlining the overall

design of the HN criminal justice system and associated HN police structure, to include police station

infrastructure, patrol area boundaries, command and control node locations, and linkages to HN courts and

correctional facilities. This process is known as templating and should be modeled after law enforcement and

policing models throughout the region. The process helps identify an acceptable end state to a police

organization.

To develop a police system template, strategic planners must conduct a thorough analysis of existing

police organizations, available personnel, infrastructure, vehicles, and equipment and apply a quantitative

reasoning process to determine the desired police system end state. The templates must take into account the

type of police system needed, the local geography, the population and cultural requirements, and previous

criminal data for the AO (if available).

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6-9

Templating may not translate directly from one region of the world to another; what works in one

region may not work in another. Templating is a process that can be effective when all known conditions are

considered. Any templated police structure should be consistent with the HN culture and governmental

structure. In some AO, significant historical data and existing infrastructure may exist to serve as the initial

template for planning. Some templating considerations and actions are as follows:



Assess existing police system capability and capacity using the POLICE assessment tool. See

ATP 3-39.20.



Determine required policing areas (police station AO), based on the—



Geography.



Population groups to be policed, taking into consideration political, cultural, ideological, and

tribal factors.



Crime and security issues.



Major urban areas.



AO population and population centers.



Rural and urban areas.

There are formulas and software applications for calculating police patrol and manpower requirements.

Many of these calculations require extensive historical data related to criminal activity, police activity,

personnel policies, and other factors. Some environments do not readily provide data for calculations to

determine these requirements. In these cases, comparative analysis between similar AO may be the best

method for an initial determination of police patrol and manpower requirements. Appendix E provides

discussion and methods for determining police patrol and manpower requirements.

OMMAND AND

ONTROL

ONSIDERATIONS

In the event that U.S. forces are deployed to a joint operations area with a limited or failed policing

system, military police forces may be required to initially perform law enforcement and policing activities to

establish or maintain a secure environment. Long term, it is critically important to establish HN police forces

to assume police duties as soon as possible. The United States, multinational partners, and the HN should

institute a comprehensive program of police force development. The U.S. military police units serve best

when operating as a support force for professional civilian and HN police trainers. However, there may be

times when military police are given the primary responsibility for police training. The military police must

be prepared to assume that role if required. This can be important early in an operation as demonstrated

during Operation Iraqi Freedom in the aftermath of large-scale operations in the spring and early summer of

2003.

Police support to shape the environment and conduct operations to establish and maintain civil control

should be initiated as early as possible in any operation. Initially, these shaping operations will typically be

conducted by military police elements (brigades, battalions, companies, and law enforcement detachments)

operating in a decentralized manner. These military police elements, (whether operating within a military

police brigade organizational structure or within a brigade combat team, multifunctional brigade, division,

or corps) conduct police operations in support of their higher headquarters mission and commander’s intent.

Decentralized and Centralized Control

Decentralized control allows the commander to direct police operations, as required and within their

AO, based on specific mission variables. During the decentralized control of police operations, echelon PMs

play a critical role in providing technical and policy guidance relevant to executing police operations.

Guidance and direction provided through PM technical channels (from the brigade combat team PM, up to

and including, the theater PM and the Office of the Provost Marshal General) is critical to ensure that military

police elements and other Army personnel are conducting operations in a lawful and consistent manner. See

ADP 6-0 for additional information on determining the appropriate degree of control.

As the AO matures and stabilizes and operations transition to focus on establishing or reconstituting

HN police capability and capacity across the joint operations area, police operations are typically centralized

under the command and control of a military police brigade or battalion. The negative impact of the

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unsynchronized and inconsistent application of police operations and efforts to build HN policing capability

across an AO can have significant strategic implications and cause major delays in the operational

benchmarks for success. When extensive and long-term military police technical capabilities and uniform

effects are required across an AO, a military police brigade ensures technical oversight, synchronization,

coordination, and consistent application of military police capabilities. This is especially true when stability

operations are dominant within the AO. In cases where operational and mission variables prohibit the

centralization of military police assets under a single military police organizational structure, Army

commanders and staffs at every level ensure that missions related to building HN police capability and

capacity are coordinated and synchronized across the joint operations area to ensure consistent policies,

training, and applications of police capabilities. PM technical channels play a significant role in this effort.

Note.

Establishing or reconstituting HN police capability and capacity across an AO is done as

commanders begin to consolidate gains. Not all areas throughout an AO will transition to the

consolidation of gains at the same time.

The functional command and control of military police forces that perform police operations in support

of an HN population is provided by the following primary echelons of military police headquarters units:



Military police command.



Military police brigade.



Military police battalion.

Each force has a staff that allows the commander to perform command and control of military police

organizations conducting police operations and other military police disciplines. For specific information

regarding capabilities of these headquarters units, see FM 3-39.

Command and Control of Host-Nation Police Organizations

HN police organizations will typically operate under the command and control of their organic

organizational hierarchy. In the early stages of police organizational and capability development, military

police and other U.S. and multinational military elements may be heavily involved in advising and guiding

HN police operations. These U.S. and multinational advisers must strive to intervene as little as necessary in

the efforts and directives of HN police leadership. The goal during stability operations must always be to

enable the HN to become independent and function on its own. Advisers must also be aware of the

perceptions of the community at large. HN police leadership must be perceived as being in charge of their

organizations. They must not be seen as mere puppets of U.S. and multinational forces.

The requirement to advise and assist HN leaders, especially early in the reconstitution process, is

relevant at all levels. Advice and guidance provided to the police station commanders and patrols must be

consistent with that provided to midlevel and senior HN police leaders. This is one of the primary

justifications for the centralized control of police development and transition assets within a functional

military police command chain. Consistency is critical. Multiple command chains directing police

development and transition activities increase the risk of inconsistent guidance, policy, and training decisions

within HN organizations.

ILITARY

OLICE

CTIONS IN

OST

-N

ATION

OLICE

UILDING

Efforts by military police to reconstitute HN police capability and capacity are conducted at all levels

of the organization. Military police commanders, staffs, and operational elements gather information from

the station level through the highest levels of executive police administration. Military police commanders,

staffs, and patrols gather information through deliberate police engagement with the HN population,

community leaders, remaining or former HN police personnel, and other governmental agencies. They obtain

information regarding existing or historical locations of HN police facilities, police organizational structures

and systems, current HN police capability and capacity, and capability gaps that require resolution. Military

police staffs and police intelligence analysts collate and analyze this information to develop an understanding

of the existing police capability and capacity. Military police staffs and police intelligence analysts use the

factors of POLICE to aid their analysis. See ATP 3-39.20.

Policing

24 August 2021

ATP 3-39.10

6-11

Capabilities

An accurate assessment of the HN criminal justice system is critical to successful civil control lines of

effort. Before beginning the reform or rebuilding of the criminal justice system, planners must conduct a

thorough assessment of the police, judiciary, and corrections systems to enable the establishment of attainable

goals and objectives. Military police and USACIDC SAs performing HN police training and development

may be required to conduct initial and ongoing assessments of the police and corrections elements of the

criminal justice system. Although not a primary responsibility, military police and USACIDC staff should

also work with SJA and other legal advisors to monitor their efforts with judiciary assessments, as the

judiciary element of the criminal justice system is inextricably linked to law enforcement and corrections.

Thorough and accurate assessments of HN police capability enable military police and USACIDC

staffs to develop training and advisement plans and goals based on identified capability gaps. Table 6-1

provides questions that can assist planners in assessing law enforcement systems and capabilities.

Additional questions may be required based on the organization, the operational environment, and

other factors. Each area should be assessed by policing personnel who have the appropriate background and

experience to make informed assessments. This assessment is used to allocate manpower and resources. The

accurate and complete reporting of data is critical for the military police and USACIDC staff to make viable

assessments of current police organizations and systems.

Table 6-1. HN police organization assessment considerations

Area of Focus

Information Requirements

Operational Environment

General

organizational data

•

Who are the main security providers (state and nonstate)?

•

What is the division of responsibility between security providers?

•

What role, if any, does the military play in civil security matters?

•

What are the major problems of community safety?

•

What types of injustices do people experience regularly?

•

What is the LE approach (for example, community-based policing versus control

and enforcement)?

•

Are some communities underserved by HN police?

•

What are the sources of LE funding (formal and informal)?

•

What role did the HN police play under the previous government?



Limited to minor crimes and traffic patrols?



Full capability organization consistent with Western police standards?



Showpiece organization?



State security?

•

Do the HN police have a history of following the rule of law and due process

steps, or are they known for heavy-handed or abusive policing tactics?

•

What is the demographic breakdown of the police?

•

Does the demographic breakdown match the breakdown of the country?

•

Do regional and local HN police forces match their local demographics?

•

What priorities directed the location of HN police stations?

•

Are police stations located for political reasons or crime deterrence reasons?

•

Are police assets equitably dispersed based on population and criminal

analysis?

•

Can the public easily access the police stations? Is the public willing to make

complaints at the police station?

•

Does the public view the HN police as a professional organization? If not, how

are they viewed (cronyism, thugs, an enforcement arm of a tyrannical state,

inept, incompetent, corrupt)?

Chapter 6

6-12

ATP 3-39.10

24 August 2021

Table 6-1. HN police organization assessment considerations (continued)

Area of Focus

Information Requirements

Police Training Functions

Training

•

Is formal training required before initial employment?

•

Is transition training required?

•

Is refresher or sustainment training required?

•

Is patrol or crime prevention training provided?

•

Is traffic management and accident investigation training provided?

•

Is daily institutionalized roll call training required?

•

Does a field training officer program exist?

•

Are distributed learning programs provided?

Training curriculum

•

Does the training program fully prepare HN police officers to maintain the rule of

law and abide by judicial and prosecutorial directives?

•

Is training on human rights incorporated throughout the curriculum?

•

Are HN police trained to handle known threats?

•

Is regular human rights refresher training conducted during normal duties?

•

Does the training curriculum use a skills-based environment and on-the-job

training?

•

Does the training curriculum promote human, individual, and constitutional

rights?

•

Does the training prepare the HN police for dealing with crimes against women

and train them to interact with female victims?

Academy or training

management and

infrastructure

•

Do formal HN police academies exist? At what command levels?

•

Are there national training requirements? Are they enforced at all police levels?

•

Does the academy have instructor and curriculum development guidelines?

•

Does the academy or academies have sufficient resources?

•

Are training records maintained for all personnel attending police training

(including those who failed to complete entry level training)?

Police Station Operations

Police desk

operations

•

Does each HN police station maintain a functional police desk to—



Receive all incoming calls for police assistance?



Prioritize the employment of resources and assign tasks appropriately?



Initiate notifications regarding reported incidents of police activity?



Review the initial casework of LE patrols?



Maintain a police journal to document police activities and contacts?

•

Do police desk personnel have access to LE databases and reporting

systems?

•

Are procedures in place for maintaining police station security?

Case management

practices

•

What happens when an allegation or complaint about a crime is made?



Is an allegation or complaint recorded immediately? By whom?



Is there a standard format for recording initial crime reports?



Is an allegation or complaint made on paper or on an automated system?



How is the immediate action identified and managed?



How does the person initially recording the crime report manage the issue?



Who has to be notified about the crime?

Policing

24 August 2021

ATP 3-39.10

6-13

Table 6-1. HN police organization assessment considerations (continued)

Area of Focus

Information Requirements

Police Station Operations (continued)

Case management

practices (continued)



Are procedures in place that accurately record information about

arrested suspects and their property?



Are these records updated and forwarded as the suspect moves

through the system?



Are file copies maintained at the originating station?

Information sharing

•

Does a formal information-sharing mechanism exist within the criminal

justice system? How is it used?

•

Is there active and routine coordination among the police community, the

prosecutor’s office, corrections, and the border police? Does this include

the means for—



Court orders to be communicated to HN police?



Corrections to notify police of legitimate inmate releases and

illegitimate escapes?

•

Is there active coordination or formal information sharing between the

police community and agencies that deliver public services (social

services, public health, behavioral health)?

•

Is there a reliable liaison between the police community and nonstate

providers of security operating under an official assignment?

•

Is there a formal mechanism for oversight, coordination, and regulation

with any nonstate security providers?

•

Is there an operational liaison with international organizations

contributing to the country policing efforts?

Police records and statistics

•

Do the following functions exist?

•

A booking station system.

•

A property- and evidence-tracking system.

Police records and statistics

(continued)

•

Effective criminal records management (of active cases).

•

Centralized historical criminal archives.

•

Are police incidents reported in a uniform manner?

•

Do the following systems exist?



Case tracking.



Police services tracking.



Traffic and vehicle databases.

•

Are statistics maintained on police service requests, crime reports, and

arrest and conviction rates?

Public relations and

interaction with the public

•

Does the LE program engage in community outreach activities, public

relations activities, or other routine public interaction activities?

•

Does the program organize public awareness meetings?

•

Do the HN police leaders regularly meet with local government officials

(mayors, councils) to discuss police operations or issues?

Police information and

intelligence

•

Are statistics compiled regarding the incidence of criminal offenses

against a variety of criteria? Are statistics compiled in relation to local,

regional, and national geographical areas? Are statistics available to the

public? Are statistics available to local, regional, and national police

commanders?

•

Do laws govern the collection, storage, and dissemination of criminal

intelligence and personal information? Do the HN police adhere to these

laws and policies?

Chapter 6

6-14

ATP 3-39.10

24 August 2021

Table 6-1. HN police organization assessment considerations (continued)

Area of Focus

Information Requirements

Police Station Operations (continued)

Police information

and intelligence

(continued)

•

Do the HN police have a means of confirming a person’s identity (photograph

records, biometrics (fingerprints, iris scans)?

•

Do HN police develop identity records of suspects (photographs, fingerprints,

narrative descriptions) as allowed by law? At what command level are these

records maintained? Can stations cross-reference the data? Up to what level?

•

Can HN police at every level collect, evaluate, collate, analyze, and disseminate

police information and criminal intelligence up, down, and laterally across the

organization?

•

Is all information and intelligence recorded in some manner (hardcopy or

electronically) at the originating station and forwarded to higher headquarters?

•

Do the HN police have personnel dedicated to evaluating and analyzing

intelligence? Are they specially trained?

•

Do the HN police make operational decisions based on gathered intelligence?

•

Are HN police leaders held accountable for their effectiveness at responding to

criminal patterns identified through intelligence?

Criminal database

and collection of

crime statistics

•

Does a centralized criminal evidence database exist?

•

Who manages and maintains the database?

•

Who has access to the database?

•

Who enters the evidence and information into the database?

•

Can the database cross-reference evidence to develop leads or connections?

•

Are crime statistics collected in a reliable and generally accessible (digital or

otherwise automated) criminal database?

•

Is the criminal database or collection of crime statistics used for strategic

analysis?

Detention

operations

•

Are there policies in place that govern the treatment of detainees in police

custody? Are HN police personnel acting in compliance with those policies?

•

Are detainees housed separately from prisoners (pretrial versus post-trial

situations)?

•

Do the HN police have processes in place to move detainees to a HN police

level where they will appear before a judge, or does a judge travel to police

stations?

•

Are detainees normally seen by a judge within the period prescribed by law?

•

Are juvenile and women detainees housed separately from men?

•

Do the HN police have policies for injured detainees and special-needs

detainees (mentally ill, a threat to self or others, or subject to threat from other

detainees)?

•

Do the HN police maintain accurate records of all detainees, including—



Identification?



Reason for arrest?



Injury or illness?



Personal property?



Disposition?

•

Are these records maintained after the detainee is released or transferred?

Note.

Considerations on corrections operations are found in ATP 3-39.20 and FM 3-39.

Policing

24 August 2021

ATP 3-39.10

6-15

Table 6-1. HN police organization assessment considerations (continued)

Area of Focus

Information Requirements

Police Station Operations (continued)

Specialized police

units

•

Do HN police services have the capability to manage civil disturbances without

resorting to military support?

•

Do specialized unit capabilities exist, to include—



Special-reaction or weapons teams?



Explosive ordnance disposal?



Protection for dignitaries, high-profile individuals, or other important

persons?



Police dogs with capabilities in drug detection, explosives detection, and

personnel search?

•

Is proper training and equipment provided? Is it employed properly?

Patrol Operations

Patrol activities

•

Do the HN police actively patrol their communities or assigned jurisdictions, or do

they remain in the stations and only respond to calls?

•

Do HN police patrols respond to calls for service and crime threats in a timely

manner?

•

Can HN police stations take complaints on location and telephonically? Can the

stations dispatch patrols via radio?

•

Are HN police patrol officers equipped with the transportation and tools

necessary to perform their responsibilities?

•

Are HN police trained for, and capable of, resolving calls for service?

•

Are HN police patrol officers trained in crime scene preservation?

•

Are HN police patrol officers trained in what to look for and how to protect

evidence?

•

Are HN police patrol officers aware of potential cross-contamination issues?

•

Are HN police patrol officers supplied with latex or similar gloves?

•

Do HN police patrol officers know how to bag, label, and record evidence and

exhibits? Is an HN police patrol officer designated in major cases to ensure the

continuity and preserve the integrity of evidence?

•

Is the HN police are capable of employing crime prevention measures to prevent

or reduce crime problems?

Community

integrated policing

and patrols and

community action

plans

•

Is there substantial use of community-integrated policing?

•

Are foot patrols and fixed posts used in community-integrated policing?

•

Does a centralized complaint call-in system (such as 911) exist?

•

Is there a viable strategic plan to conduct community policing?

Investigative Capabilities

Crime scene search

and collection

capabilities

•

Do the HN police have the ability, training, and resources to secure and process

a crime scene?

•

Do the HN police employ chain-of-custody and evidence protection techniques?

•

Do modern or contemporary fingerprint analysis and identification and

photography capabilities exist?

•

Are forensics used in cases and the analysis of criminal investigations and

prosecutions?

Laboratory and

office management

•

Do the HN police have access to criminal forensic laboratories?

•

At what police command level do they operate?

•

Are HN police adequately resourced with equipment and trained personnel to

effectively conduct forensics investigations?

Chapter 6

6-16

ATP 3-39.10

24 August 2021

Table 6-1. HN police organization assessment considerations (continued)

Area of Focus

Information Requirements

Investigative Capabilities

LE investigations

•

Do the HN police or courts serve as the principal investigative arm for the

government? If it is the courts, what investigative capacity do the HN police have

by law?

•

How are investigators selected? Are they experienced police or hired directly as

investigators? What required training do investigators attend? Does this training

include—



Laws and guidelines related to investigative powers?



Crime scene preservation?



Forensic techniques?



Searches?



Interviews?



Case file preparation?



Contact with vulnerable people (victims, witnesses, suspects)?



Diversity knowledge?

•

Does a code, law, or other regulation establish the way in which a criminal

investigation should be conducted? How are the powers of investigators

described in the law? Is there a specific statute or are they described in a

criminal procedure law or police act? By virtue of these laws or regulations, is an

investigator able to—



Arrest and detain a suspect?



Seize property as evidence?



Search for evidence (on the premises and on persons)?



Interview suspects (and, in doing so, question their honesty and character,

which in some countries may otherwise be considered an act of defamation

[a criminal offense])?

•

Require samples (fingerprints, DNA evidence) and take photographs?

Forensic laboratory

support

•

Does forensic laboratory capability exist?

•

Does the laboratory have the capability to process and analyze—



Firearms and toolmarks?



Questioned documents examination?



Drug analysis?



Toxicology?



Trace evidence?



Serology/DNA analysis?

•

Pathology and forensic medicine?

Supervision and Management

Leadership selection

and training

•

How are leaders selected in the police organization?

•

Are senior leaders experienced police officers or political appointees?

•

Are first-line supervisors capable of providing reliable LE guidance and direction

to junior police?

•

Are operational police leaders changed out when new political leaders are

appointed or elected?

•

Are management and supervisory structures considered robust and reliable?

Policing

24 August 2021

ATP 3-39.10

6-17

Table 6-1. HN police organization assessment considerations (continued)

Area of Focus

Information Requirements

Supervision and Management (continued)

Leadership selection

and training

(continued)

•

Is the span of control of police leadership adequate to promote and sustain

effective command and control of the organization?

•

Do first-line supervisors and managers receive leadership training?

•

Do executive, command, and senior management receive development training?

•

How are leaders selected in the police organization?

•

Are senior leaders experienced police officers or political appointees?

•

Are first-line supervisors capable of providing reliable LE guidance and direction

to junior police?

•

Are operational police leaders changed out when new political leaders are

appointed or elected?

•

Are management and supervisory structures considered robust and reliable?

•

Is the span of control of police leadership adequate to promote and sustain

effective command and control of the organization?

•

Do first-line supervisors and managers receive leadership training?

•

Do executive, command, and senior management receive development training?

Strategy and

mission

•

Are there a wide-ranging written strategy and mission that address known

crimes, threats, and incursions?

•

Does the strategy establish appropriate time frames for addressing the known

threats?

•

Does the strategy define specific outcome-oriented goals with achievable,

forward-leaning performance targets?

•

Does management have strong strategic and operational planning capabilities?

Policy and

procedures

•

Are directives, SOPs, policies, and written guidance that govern all principal

police systems developed at the appropriate command level and disseminated

throughout the force?

•

Do these procedures contain operational standards for coordination at central,

regional, and local levels, as appropriate, for the known security risk?

•

Do these procedures delegate sufficient authority to the HN police at all levels to

perform their duties without excessive reliance on clearing routine actions

through the chain of command?

Funding

•

Does the police organization have funding sufficient to sustain and nurture a

proficient agency?

•

What level of government funds the HN police?

•

Are HN police funds dedicated to the police organization and protected from use

for non-police-related requirements?

•

Is an audit system in place to provide oversight of expenditures?

•

Is the HN police budget publicly disclosed?

Chapter 6

6-18

ATP 3-39.10

24 August 2021

Table 6-1. HN police organization assessment considerations (continued)

Area of Focus

Information Requirements

Personnel Administration

Recruitment and

advertisements

•

Does the program use a diverse recruitment policy (including, for example,

targeted advertising and regional testing)?

•

Do all ethnicities or other groups, including women, have statistically equal

representation at all levels?

•

Does the program use a proactive nondiscrimination policy in LE recruitment?

•

Does the program use a standardized application process?

Minimum

qualifications,

standards, and

testing

•

Does the police organization use standardized and documented practices and

criteria for employment?

•

Do applicants undergo general knowledge, physical fitness, health, and

psychological testing?

•

Is police background screening required for all new recruits?

Personnel practices

•

Are national standards in place governing personnel activities (pay, personnel

allocations at stations by rank, hiring and firing policies, pay scales, death or

disability payments)?

•

Do police stations maintain accurate personnel files and send extracts, as

needed, to higher headquarters?

•

Does the staff comprehensively and effectively administer policies, procedures,

and training?

•

Is administrative training provided?

•

Are requirements for advancement to each rank clearly laid out and enforced?

•

Is there an appropriate manpower allocation for mission expectations?

•

Are HN police paid a living wage competitive with the private sector?

•

Is career progression nondiscriminatory?

•

Is career progression competitively based on merit?

•

What is the morale of the HN police?

•

Do the HN police have an established discipline policy that clearly states

administrative offenses, punishments, and adjudication authority?

•

Are HN police who commit crimes prosecuted through the civil courts?

•

Does an HN police counseling and police record certification database exist?

Logistics

Infrastructure and

equipment

•

Are the infrastructure and equipment readily available for use when needed?

•

Is operational infrastructure policy based on strategic priorities, wear-out

projections, and known demands for consumable supplies and equipment?

•

How is equipment serviced or maintained? Are service and maintenance

capabilities adequate?

•

Can local jurisdictions establish service or supply contracts with local vendors?

•

Does the headquarters track on-hand equipment supply and resupply needs of

subordinate stations?

•

Does a system exist to track firearms and equipment issues?

•

Are there controls for infrastructure, inventory, and warehouses?

•

Do HN police support equipment and services exist (transportation or fleet

management, armory, communications)?

•

Do technology equipment and services exist (computers, electronic information

systems, forensic equipment)?

•

Are there practices or offices for budget, finance, and procurement functions?

Policing

24 August 2021

ATP 3-39.10

6-19

Table 6-1. HN police organization assessment considerations (continued)

Area of Focus

Information Requirements

Independent Oversight and Internal Affairs (continued)

Inspector general,

appraisal, corruption

unit, and tracking of

abuses

•

Do the HN police have a professional code of conduct? Is it followed?

•

Do the HN police have functional internal affairs and inspector general systems?

•

Are policies written that govern the activities of the inspector general or internal

affairs sections (how and when they conduct investigations and to whom they

report)?

•

Are human rights abuses identified, investigated, and tracked?

•

Is there documented evidence of internal review conducted by the inspector

general, internal affairs, or command reviews?

Civilian oversight

•

Does a civilian review board exist?

•

Is there a citizen complaint and information center? Is it used and generally

effective?

•

Does civilian oversight of police activities exist?

Public perception

•

What is the degree of public support (opinion) of the HN LE program?

•

Is there evidence that the public generally feels secure?

•

Does the public believe that HN police are accountable for their actions?

•

Does the public believe that HN police departments are generally free from

systematic corruption?

•

Is there a system for HN police consultation with local communities?

Legend:

ATP

DNA

Army techniques publication

deoxyribonucleic acid

field manual

SOP

host nation

law enforcement

standard operating procedure

Training Strategies

Following an assessment of infrastructure, capabilities, and capacities of the existing HN police

organization, military police commanders and staffs must develop training strategies to effectively train and

develop effective police organizations. These training strategies must consider the current state of police

forces and the strategic goals established by military and civilian leaders. Figure 6-1, page 6-20, provides an

illustration of HN police capacity built over time. As HN police capacity increases, HN police organizations

lessen their dependency on external support and become more self-reliant. It could take years to achieve the

desired level of operational reliability and effectiveness for HN police and corrections.

In many cases, pressure to hire, train, and employ HN police officers into the community is high. It

should be understood that effective police organizations require solid and consistent leadership and

management systems for police operations to be effective. An effective training strategy must simultaneously

address management levels (executive, mid-, and station levels), the training and employment of policing

capabilities (from basic patrol to highly technical investigative functions), and the training of police and

support personnel on systems to manage police operations. Expectation management is the key to maintaining

focus and achieving stated goals. The development of police leadership with effective organizational

hierarchies and functioning systems to manage police operations takes time, especially in cases where police

organizations are nonexistent or rudimentary at best. While developing police capacity may be a key metric

used by senior military and political leaders to determine success, commanders and military police staff must

reinforce that building a police force, especially one that is capable of a full range of traditional law

enforcement functions (community- and intelligence-driven policing, criminal investigations, evidence

collection to support prosecutions) takes a long time, often longer than political considerations will find

acceptable.

Training strategies should target identified gaps in capability and build upon existing capabilities.

Training must be standardized across the organization. HN personnel with inadequate or no previous law

enforcement experience should be trained at a standardized police academy. If required, a constabulary style

Chapter 6

6-20

ATP 3-39.10

24 August 2021

of policing may first be established. This ensures a standard baseline of training for all entry level police

officers (HN police academies are addressed later in this chapter). For HN law enforcement personnel with

previous law enforcement experience, within the previous HN police structure or other police organization,

training must be tailored to the knowledge and skill level of police officers and their respective

responsibilities.

Legend:

host nation

law enforcement

Figure 6-1. Development of HN police capabilities over time

Police management training at all levels must reinforce and support what is being trained at the police

station and basic police officer levels. The HN police organization, as a whole, will typically become more

self-sufficient as the organization leadership becomes more effective, systems are emplaced to support police

operations, and greater police capabilities are mastered. This allows the HN police agency to achieve

increasing levels of independence, which initially results in the elimination of U.S. and multinational

partnership requirements and, eventually, a reduction and complete elimination of advisory requirements.

Partnership and Advisement

The level of support required by U.S. forces (including military police) will depend on the level of

degradation to former HN police infrastructure and capability. In some instances, significant HN

infrastructure and capability may be present within an AO. In these instances, U.S. forces will typically

provide minimal support as required and requested by the HN government. However, in many instances,

significant degradation to HN police infrastructure, capability, and capacity renders the HN law enforcement

and policing efforts ineffective or nonexistent. This condition will typically require significant security force

assistance and intervention. In some cases, initial civil security and civil control efforts may be conducted by

U.S. and multinational forces as HN police and security organizations are reconstituted.

Security force assistance activities are conducted primarily to assist HNs build the capacity to defend

against internal, external, and transnational threats to stability. However, DOD may also conduct security

Policing

24 August 2021

ATP 3-39.10

6-21

force assistance to assist HNs to defend against external threats; contribute to multinational operations; or

organize, train, equip, and advise a nation’s security forces or supporting institutions. Military police

conducting HN police development and transition missions rely heavily on partnering and advising to enable

successful HN police reconstitution and transition efforts.

Partnering efforts assign units at various levels of the HN organization to leverage the strengths of U.S.

and HN elements. This partnering includes training and multinational operations to develop HN police

capability and capacity. The degree of partnering will decrease over time as HN police capabilities mature.

The final partnering stage occurs as HN police forces take full control of their operations. At this stage, U.S.

forces may continue to provide quick-reaction forces, overwatch, or other assistance when requested by the

HN government. Military police partnering efforts with HN police organizations typically occur at the

company and platoon levels, based on guidance from military police battalions. Some partnering efforts may

be conducted by military police staff elements working with HN police support personnel to assist in specific

areas (supply and logistics, human resources management, communications, maintenance). These military

police and staff partners may be augmented or task-organized with military police law enforcement

detachments as required.

Advising HN governments involves the use of individuals or teams to coach, teach, and mentor HN

police personnel at all levels. Advising and partnering are complementary, but inherently different activities.

Advisers must work to build relationships with HN police counterparts based on mutual personal and

professional respect, thus enabling candid and open dialogue to influence the decisions and organizational

development of HN police organizations. Advising efforts are typically conducted by senior military police

commanders and staffs. These military police advisers work with their HN police counterparts. For example,

military police company commanders and platoon leaders advise police station level commanders, military

police battalion commanders and staffs advise midlevel managers and staff, and military police brigade

commanders and staffs advise senior police officers or chiefs of police and staff. Advisory activities continue

to occur after the requirement for unit level partnership has diminished and is no longer required.

Partnership Planning Factors

There are many factors that military police commanders and staffs must consider when planning for

designating AO and partnership assignments. Military police companies are assigned areas based on the

number of HN police stations in the area and associated coverage requirements. Platoons partner with HN

police stations to provide periodic reports to maintain continuous assessments. One of the most critical

decisions is determining the appropriate number of military police platoons required to safely and effectively

conduct police development and transition operations.

Appropriate military police platoon-to-HN police station ratios are determined based on multiple

factors, including the—



Threat environment.



Size and type of the station, specifically the number of police officers.



Distance and time between stations.



Reaction force response time.



Proficiency of the station.



Protection of the station.



Available essential equipment (weapons, body armor, ammunition, vehicles, radios, uniforms).



Life support sources (power, water, sewage services).



Facilities status.

For planning purposes, in a high-risk environment or when HN police capability at the station level is

seriously degraded or nonexistent, one military police platoon typically partners with each HN police station

individually. Providing an HN police station with a single military police platoon ensures that military police

can establish and maintain a 24-hour presence at the police station. As conditions permit and the confidence

and proficiency of HN police increase, one platoon may assume responsibility for multiple HN police

stations.

Chapter 6

6-22

ATP 3-39.10

24 August 2021

One platoon per station is a suggested planning factor when the initial HN police station coverage plan

is executed, but may be changed based on mission variables and station assessments. Typically, one military

police platoon assigned to four HN police stations is the maximum span of control for effective partnership

during relatively stable conditions. (See figure 6-2.) Centrally locating the company headquarters will help

ease command and control and logistical support.

Legend:

host nation

Figure 6-2. Military police span of control

Police Station Training

Military police conduct training at the station level while partnering with HN police. These training

programs should be synchronized to reinforce basic police training that should have been taught at a police

training and certification academy. The focus of training should initially be basic police procedures, to

include—



Patrolling and other basic law enforcement functions.



Serving the community.



Defending the police station.



Managing police operations.



Collecting, analyzing, reporting, and sharing police information and police intelligence.



Conducting communications.



Operating checkpoints.

In some cases, formal academy training may not exist; established police training academies by U.S.

and multinational forces may have yet to occur. In these cases, initial training can be completed and

documented by military police platoons supporting HN police stations. However, all HN police personnel

must attend a formal training and certification academy at the earliest opportunity.

Police training programs taught at the unit level should consist of individual tasks that build to

collective training tasks (police station operations, traffic enforcement, coordinated multinational police

operations). The end state of any police training program is to train a legitimate, trustworthy, and professional

HN police force. As proficiencies increase, HN police assume leading roles while military police observe,

monitor, and advise personnel during multinational operations. Over time, military police continue to assume

a more teaching, coaching, and mentoring role. The goal of unit-taught police training is to produce trained

police officers and to assist HN police in assuming increasingly greater responsibilities in training police

station operations and patrol supervision.

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Police Development and Transition Teams

When the security environment permits or the HN police competency level has been assessed at a

higher level, military police companies may be task-organized into PDTTs and assigned to HN police stations

based on mission and operational variables. This change marks the transition from a primarily partnership

role to a more advisory role.

PDTTs are typically composed of organic military police squads that are augmented by additional

support specialties from military police law enforcement detachments and other military and civilian police

specialties. Senior level PDTTs may be composed from staff elements within the military police brigade and

battalion structure. They serve in an advisory role to assist in the transition of responsibility for domestic

security to HN police to provide a safe and secure environment. PDTTs conduct a multitier system of training

and development to complete the HN police structure (from the individual police at the station through the

senior HN law enforcement official and staff). PDTTs follow and receive training and policy guidance

through their functional military police structure. Typical tasks required of PDTTs include—



Training, coaching, and mentoring HN police (from the patrol level, up to and including, the senior

HN law enforcement official and staffs [developing leadership]).



Teaching and developing personnel accountability procedures (administration, pay, leave,

weapons).



Training and developing security protection measures.



Establishing and developing police intelligence programs (collection, analysis, dissemination,

information controls).



Planning and executing collective training programs in criminal law, criminal investigations,

evidentiary procedures, and community policing.



Ensuring that all officers receive formal individual training and certification (police academy).



Planning, training, and coordinating effective police operations.



Establishing and training procedures for suspect and detainee handling.



Developing and training logistical support systems (maintenance, supply, accountability).

PDTTs must fully understand the significance of their task, the commander’s intent, and applicable

measures of performance and measures of effectiveness. Preparation is critical. During the initial transition

to PDTT support to HN police elements, the HN may not be fully prepared to maintain security and enforce

the laws; therefore, the HN government will be unable to assume full and autonomous control.

PDTTs can act as elements under operational control or tactical control of nonmilitary police units

when required by mission and operational variables. In these cases, PM technical channels are required to

ensure that training, policy, and law enforcement operational requirements are consistently applied across

the AO. PM technical channels are also required to ensure that law enforcement and policing activities are

conducted within the rule of law and that PDTTs understand and comply with HN and international legal

requirements.

Advisory Role

Building rapport is one of the most important tasks for PDTT advisers. Establishing rapport is the

desired method of gaining influences with a counterpart; rapport enables other activities to occur smoothly.

Genuine rapport is developed slowly over time, but can be ruined in an instant. Skills that contribute to

credibility include—



Leadership.



Courage.



Discipline.



Maturity.



Judgment.



Decisionmaking abilities.

Demonstrating proficiency as a trainer will make a good first impression. This requires a combination

of technical and tactical knowledge and experience of application. The ability to provide good planning

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advice requires more than a sound understanding of the planning process. It requires practice and analytical

judgment to adjust and apply the process effectively during the normal confusion of actual operations.

The ability to provide sound advice is critical. This advice must be consistent with the needs of the

HN. Advisers should observe, listen, and be open to solutions that are consistent with HN organizational,

cultural, and political needs. A solution that may work within a U.S. military or civilian organization society

may not be the best solution for the HN police organization. The ability to provide valuable tactical advice is

critical. This requires an intimate understanding of the threat, the environment, and how to apply tactics

appropriately. PDTTs will often have to analyze the situation and make decisions with little to no information.

Key Enablers

The success of the team mission depends on how the team performs and how well it employs enablers

(civilian police advisers provided by the United States Department of Justice and United States Department

of State linguists). Civilian police advisers and linguists can spell success or failure for the PDTT. Combining

and embedding civilian police advisers with their respective military police counterparts can enhance the

overall capability of the team.

Civilian Police Advisers

Civilian police advisers are composed of veteran police officers from across the United States who

come with a wide range of experience and education. Their law enforcement experiences can cover a large

specialty range, including—



Organized crime and other complex criminal networks.



Gang units.



Patrol officers.



Special weapons and tactics units.



Hostage negotiations.



Police intelligence.



Criminal investigations.



Property crime.



Drugs.



Homicide.

Each civilian police adviser brings a unique perspective to the field. It is that personal experience from

which civilian police advisers’ missions draw core strengths. When combined with military police operating

in the field, civilian police advisers form a strong training force with a shared goal to mentor police and

security forces as they progress to becoming self-sufficient, reliant, and capable of maintaining and sustaining

a viable civilian police force.

Senior level civilian police advisers are assigned to the command staff and coordinate directly with

corps and theater level military PM sections. They assist in facilitating communications throughout the

mission. The command staff members typically have a military counterpart with whom they interact on a

daily basis. As a result of this interaction, civilian police advisers are able to infuse the civilian law

enforcement perspective on the PDTT mission at a level that can provide appropriate guidance and influence

across the entire AO.

Communication between civilian police advisers and their military counterparts is the fundamental

component for mission success. There may be differences in philosophies between military and civilian

police, which will require careful consideration while operating in a combat environment. This is why PDTT

members must recognize basic and, sometimes, opposing perspectives. It is important that major differences

between military police team members and civilian police advisers be invisible to HN police personnel.

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Key considerations when working with civilian police advisers include the following:



Civilian police advisers do not have the authority to arrest or detain a suspect. They can only use

force in self-defense and are not authorized to engage in combat operations.



Civilian police advisers are assigned to maximize the potential benefit of their specific experience

and skill sets according to PDTT mission goals and objectives.



The team chief and the platoon leader should sit down with the civilian police advisers and develop

a standardized training model for each station. Civilian police advisers should be used liberally,

allowing them to leverage their experience.



Civilian police advisers should be kept fully informed on all aspects of the mission. They are an

integral part of the team.



Threat conditions may not be permit civilian police advisors to operate in certain areas.



All resources should be used. Failure to use resources will severely impact the mission and may

impact the working relationship between the civilian police advisers, the team chief, and the

PDTT. Integration and cooperation are the keys to success for the PDTT mission.



Civilian police advisers integrated into the team and mission should also be incorporated into the

functioning combat team. It is important for military police personnel to remember that civilian

police advisers—



Are not a force multiplier and should never be directed to take an offensive posture or

participate in an offensive action during a mission. Civilian police advisers are mandated by

policy to maintain a defensive posture and are to use their issued weapons only in self-defense

or in the defense of fellow teammates.



Must be familiar with the capabilities and limitations of the weapon systems within the team.



Should be incorporated into the training and rehearsals of the PDTTs; this will also help build

camaraderie within the team and squad.

Interpreters and Linguists

The successful use of interpreters is essential to the mission. The use of local national interpreters is

typically restricted due to operations security concerns. As a general rule, local national interpreters are used

for direct communication with junior HN police officials and HN police patrols. They can also be used for

HN police training on unclassified and nonsensitive information and systems. Local national interpreters are

not typically informed of the destination, meetings, movement times (beyond initial movement), or

movement routes. Upon arrival at a mission location, only enough information is provided to local national

interpreters to actively support interpreter requirements. Cell phone possession and use may also be restricted.

U.S. contract linguists are preferred when available. These assets are typically extremely limited and

may only be available for missions with senior level personnel or when required due to sensitivity or

classification of material or conversations requiring interpretation. A U.S. contract linguist can be used

periodically to verify and validate the effectiveness of a local national interpreter’s translation skills or to

ensure that accurate translations are rendered. The following guidelines help facilitate the use of interpreters

and linguists:



Avoid overuse. Interpreters and linguists are there to help in all facets of translating; remember to

treat them with respect.



Use simple phrases and words. Simple, direct wording will help the interpreter and limit the chance

of mistranslation. Slang and jargon should be avoided. Following this procedure will assist the

linguist in understanding the meaning and will hasten the translation process. A lot of time is lost

in translating.



Speak directly to the person when trying to convey a message to them; do not speak to the linguist.

This helps establish a stronger bond with the HN individual.



Include the linguist in rehearsals.



Limit private conversations between the linguist and the local national.

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

Think operations security when working with local national interpreters. They should not be

present during convoy briefs or rehearsals. Linguists will travel with PDTTs, but should not be

given any mission-specific information (exact time of departure, routes to be traveled, scheduled

location visits, troop strength data). Although linguists are working for U.S. forces, they are still

local nationals with unknown backgrounds; operations security is imperative for the safety of the

team.



Consider the use of machine foreign language translation systems if an interpreter is not available.

Recruitment and Training

Reconstituting HN police personnel requires successful police recruitment and a training program that

emphasizes basic police officer training. The more focused the training is to the officer’s level and knowledge

requirements, the more meaningful and insightful it will be to the person. Additional training focusing on

organizational leadership should be given to midlevel and senior leaders.

Police recruitment programs should be crafted with substantial input from local HN authorities, take

the local culture into account, and use themes that resonate with the local population. They should ensure

that all major demographic groups are properly represented. U.S. and multinational partners should

encourage and support HN efforts to recruit from minority populations. A clear set of appropriate mental,

physical, and moral standards must be established and enforced.

Ideally, recruits are centrally screened and inducted. Recruitment centers need to be in areas that are

secure and protected from attacks by threat elements that may oppose U.S. and HN efforts. Effective security

forces can help improve HN social and economic development through the benefits that each member

receives. Every recruit should be provided a basic level of literacy, job training, and the HN morals and

values inculcation.

Police Leadership

Police leader candidate standards should be high. Candidates should be in good health and pass an

academic test that is set to a higher standard than tests for enlisted police recruits. Potential leadership level

candidates should be carefully vetted to ensure that they do not have close ties to any criminal or radical

organization. Lower-level police supervisors should be selected from the best police force members to ensure

that objective standards are established and enforced and that promotion is by merit and not through unlawful

influence, nepotism, or other illegal factors.

The careful vetting of candidates and the cooperation of community leaders are necessary if the local

police are to become an effective and legitimate force. Failure to properly vet potential police candidates can

result in significant long-term problems. Criminals, persons with psychological issues, insurgent elements,

and many other categories of undesirable personnel may attempt to gain employment within the police force.

The military police brigade and battalion intelligence officer and staff should be heavily involved in the

vetting process.

Potential recruits should undergo a basic security check and be vetted (biometrics enrollment) against

lists of criminals and persons suspected of participating in illegal activities against friendly forces. As much

as possible, this process should be conducted with substantial input from HN agencies and personnel.

Membership in illegal or corrupt organizations must be carefully monitored; past membership should not

automatically exempt a recruit from selection. Any ongoing relationship of a recruit with an illegal

organization requires constant monitoring; in some cases, the recruit may be dismissed from the vetting

process. Care should be exercised to ensure that no single police unit contains too many previous members

of an illegal unit, tribal militia, or other militant faction.

Police Academies

Training HN police requires that senior military police leaders and planners, in cooperation with

USAMPS, develop an exportable HN police basic training academy program. It should consist of a

comprehensive program of instruction and necessary resources to train the required amount of HN police

personnel. HN police academy programs require enormous resources and time and should be addressed as

early in the planning phase as possible. The length of the program will vary, depending on the stability of the

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HN environment, the assessed effectiveness of current HN police forces, available resources, and the required

training on functional specialties.

In the case of a failed police system, academy programs may need to be tiered from basic-level training

to more advanced follow-on training due to the urgent need to train and field as many HN police as quickly

as possible. During the beginning phases, the use of U.S. and multinational instructors with training

experience can greatly enhance the overall quality of the instruction. These instructors can be military police

or civilian law enforcement personnel. As early as possible, academy management and instruction should

transition to HN control, at first under U.S. and multinational supervision and then gradually to full HN

autonomy. As the environment matures, planners and trainers may lengthen police academy courses to focus

training on higher-level police training tasks.

Additional Training Requirements

Police training programs need to be developed to provide instruction that is based on the level of the

officer being trained. Senior level training should address the issues necessary to manage effective police

operations. These issues can include leadership, management skills, logistics, human resource management,

and other requirements. At the same time, the training developed for basic police officer training should

concentrate on basic law enforcement skills (understanding legal requirements; police interviews,

apprehensions, and traffic stops; police officer survival techniques).

Basic Police Academy Training

If possible, basic police officer training should occur in established training academies with

standardized programs of instruction. The training should be conducted by experienced law enforcement

personnel on basic police procedures, weapons proficiency, and survival skills. During initial training, law

enforcement trainers observe and conduct training. More experienced HN police are selected as assistant

instructors and demonstrators. Over time, the instruction transitions and HN assistant trainers become the

primary trainers. Most of the training should be hands-on, practical-exercise training. Tasks required for basic

police officer training can include—



Use of force.



Police officer survival.



Weapon retention and suspect disarming.



Firearms training.



Handcuff application.



Suspect search and transportation procedures.



Patrol procedures and techniques.



Checkpoint operations.



Traffic stop procedures.



Communications.



Cordon establishment.



Building clearing and search procedures.



Crime scene securing and evidence collection and preservation.



First aid procedures.

Executive-Level and Midlevel Training

U.S. forces tasked with training HN personnel must ensure that HN police forces have capable

management, through and including the highest echelon police leaders. Military police leaders should

consider assigning experienced senior military police personnel to positions with their HN police force

counterparts to serve as executive trainers and advisers. Military police planners, working with police experts

for the United States Department of Justice and United States Department of State, should also develop

formal training programs for senior police personnel.

Initial, intermediate-level police supervisor training should focus on building effective leaders and

staffs for small units and then progressively move to higher echelons. Thus initial, intermediate-level officer

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training should be focused at the police station level. A cadre of carefully selected midlevel police leaders

can be provided advanced-level education at formal strategic-level schools. This prepares qualified cadre to

assume leadership positions and become faculty for HN schools. These programs are, however, expensive

and time-consuming. Executive training should include more advanced- and strategic-level considerations.

Executive-level police leaders must be prepared to engage other governmental agencies to compete for

funding and other resources. They must also be competent at conducting long-range planning and establishing

a strategic vision for their organization. Executive-level and midlevel training considerations include—



Supply and logistics.

Senior personnel must be well versed in procedures to procure and protect

resources required to operate a police organization. They must be capable of identifying

requirements, prioritizing needs, and supervising the procurement and distribution of supplies and

equipment. Supply discipline and equipment accountability are also critical. Logistics functions

can include—



Conducting a supply (distribution and accountability of equipment) and logistics discipline

program.



Maintaining the vehicle fleet.



Budgeting.

The ability to manage funds for an organization is vital. Senior personnel must possess

the skills required to forecast, document, and justify budget requirements projected for the coming

years.



Human resource management.

Human resource skills are necessary to ensure that qualified law

enforcement and support personnel are hired, trained, and retained to conduct the operations of

the organization. Human resource functions can include—



Recruiting and vetting police officers and staff.



Conducting and documenting in-service training.



Conducting midlevel and senior-level management training on planning, observing,

supervising, counseling, operating, recording, reporting, and budgeting.



Staffing various departments (patrol, investigations, SRT, traffic).



Establishing and managing procedures for pay and benefits.



Optimizing the talent management process.



Police administration.

The new HN police department will eventually become responsible for

managing several internal functions and must receive training on how to manage them. These

functions can include—



Operating a secure records section to maintain police records and reports, statistical databases,

and other required records.



Conducting internal-affairs investigations concerning professional standards violations,

internal-security issues, and preemployment investigations.



Scheduling patrols.



Planning events and contingency operations.



Managing police intelligence activities.



Allocating resources.



Leading and managing.



Supervising and monitoring desk and communications operations, to include dispatch and

electronic communications (radio) maintenance.



Accounting for evidence collection, processing, and control.



Operating a field training officer program.



Issuing police credentials and maintaining the data in a secure database.



Operating a permit section.



Managing forensics laboratories.



Managing media relations.



Operating a temporary detention facility on the premises.

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

Operating a court liaison section for prisoner pretrial release functions, the transfer of

prisoners to permanent detention facilities, and case preparation.



Prescribing standardized uniforms, weapons, duty equipment, and radio protocols.

In-Service Training

The purpose of in-service training is to ensure continued proficiency in necessary skills; familiarize

officers with new developments and techniques; and achieve a revitalized sense of compassion,

professionalism, and career interest. In-service training is intended to promote continued instruction and

study in the attitudes, knowledge, skills, and procedures involved in the duties and responsibilities of law

enforcement, above and beyond the fundamentals covered in basic police training and mandated weapons

training.

In-service training is a mandatory training program. It can include required cyclic recertification tasks

or professional development training intended to sustain and improve knowledge and proficiency while

preparing personnel for possible future positions in specialized units. In-service training can also be mandated

by organizational leadership to address identified problems or to impart critical information. The length and

location of in-service training may range from 15 minutes during shift changes or guard mounts to days on

specialized training sites. Subject areas range from weapons proficiency, to ethical conduct, to officer

survival, and to the identification of improvised explosive devices. The training is limited only to the needs

of the police organization.

Key Support Functions

The successful management of police stations depends on administrative specialists, human resource

specialists, record keepers, budget personnel, and facilities and custodial staffs. Police operations also require

armorers, supply and logistics personnel, communications and automations specialists, and vehicle

mechanics. These critical staff positions are not law enforcement personnel; therefore, their numbers should

not be included when identifying the number of police officers required for a police organization. These

positions do not require individuals to be law enforcement officers or specific police training. However, they

may require some level of security clearance and background investigation.

Military police brigade and battalion staff elements and military police law enforcement detachments

have the capability to conduct or coordinate training for HN police station support personnel. In some cases,

civilian support personnel may be required to augment military police capabilities.

Human Resource Management

The recruitment, training, and retention of qualified and quality police officers depend on an effective

human resource management system. Once trained and assigned, personnel must be paid, accounted for,

promoted, and recognized for exemplary performance. This also applies to the support staff. Clear

organizational administration systems must be instituted, and a national standard for pay and promotion that

is fair and equitable should be established.

Pay and Benefits

Appropriate compensation levels help prevent a culture of corruption in HN police forces. It is cheaper

to spend the money for adequate wages and produce effective police forces than to pay less and end up with

corrupt and abusive police personnel who alienate the population. This is especially a challenge in cultures

where corruption and graft are accepted ways of life. Military police must be constantly aware that HN police

who are left unchecked (when in contact with the local community) have substantial opportunity to become

corrupt in their duties.

Some important considerations concerning the pay status of HN forces include the following:



Pay for commissioned officers, noncommissioned officers, and technical specialists should be

competitive with other professions of the HN. Police officers need to be paid a sufficient wage so

that they do not have to supplement their income with part-time jobs or resort to illegal methods.



Pay should be disbursed through HN government channels, not U.S. channels.

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

Pay for police forces should come from central government budgets, not from kickbacks or locally

procured revenue. If this happens, the loyalty of the HN police will always be in question and

corruption is likely.



Cultural norms should be addressed to ensure that questionable practices (such as taxing

subordinates) are minimized.



Good pay and attractive benefits must be combined with a strict code of conduct that allows for

the immediate dismissal of corrupt personnel.



Pensions should be available to compensate the families of police force members in the event of

a service-related death.

Personnel Accountability

Military police must be fully engaged in monitoring the accountability of personnel in HN police

force units. Proper personnel accountability reduces corruption, particularly in manual banking systems

where pay is provided in cash. Additionally, the number of personnel failing to report for duty can be an

indicator of a possible attack, breakdown in unit morale, or criminal influence upon police security forces.

Promotion Screening and Selection

Military police leaders and planners may be required to provide mentorship and influence HN

promotion systems. Processes for making promotion selections should be based on proven performance and

demonstrated aptitude for increased responsibility. Objective evaluations ensure that promotion is by merit

and not through illegal or improper influence; promotion due to social or cultural status should always be

avoided. Two methods may be worth considering when selecting leaders. First, identify the most competent

performers, train them, and recommend them for promotion. Second, identify those with social or

professional status within the training group and then train and recommend them for promotion. The first

method may lead to more competent police leaders, but may be resisted for cultural reasons. The second

method ensures that new leaders will be accepted culturally, but competence may be sacrificed. The most

effective solution is often a combination of the two methods.

Human Resource Personnel Training

To maintain effective human resource staffs and programs, personnel must be thoroughly trained.

Refresher and professional development training is also required to maintain proficiency and training on

systems and procedural updates. Military police brigade and battalion personnel staffs can conduct or

coordinate training for human resource personnel. Human resource personnel should be trained on a variety

of tasks, which includes—



Maintaining personnel manning rosters.



Conducting recruiting and hiring processes.



Maintaining personnel records.



Overseeing badge and credential issuance and standards.



Managing pay and benefits.



Managing personnel accountability systems (records on leave of absences, sick leaves,

hospitalizations, annual vacations).



Managing promotions.



Managing award submissions.



Executing casualty management.



Managing the evaluation process.



Preparing, submitting, and maintaining administrative forms.



Tracking administrative actions.



Executing the talent management process.

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Police Operations

The HN police operations section provides critical oversight and control of law enforcement

operations (desk operations, law enforcement patrols, criminal investigations, traffic management and

enforcement, police administration, logistics). The police operations section is responsible for planning for

the organization and coordinating with other police and governmental agencies.

Military police brigade and battalion S-3 sections augmented with military police law enforcement

detachment personnel can conduct and coordinate training for the HN police operations section. Police

operations personnel should be trained on a variety of tasks, to include—



Operating a 24-hour police operations center or desk.



Managing work shifts.



Preparing and executing patrol plans.



Developing redundant coverage and overlapping patrol area boundaries.



Securing police stations.



Maintaining station training plans.



Monitoring and documenting training requirements (staff training, police officer certifications,

and in-service training requirements).



Conducting detention cell operations (headcount, feeding, showering).



Transporting detainees.



Conducting shift change briefs and guard mount operations.



Conducting liaison with emergency services and other agencies (including other law enforcement

stations and headquarters).



Executing crisis management operations.



Conducting police intelligence operations.



Managing academy attendance.



Scheduling firearms and other qualification ranges.



Managing evidence custodian requirements.

Police Administration (Records and Reports)

A police administration section is required to ensure that police-related records and reports are

properly stored and disseminated within legal and policy guidelines for law enforcement-related information.

The police administration section will typically manage automation systems and access requirements for the

organization.

Military police should assist in establishing administrative functions, to include managing databases,

developing forms and processing procedures, providing guidance, and setting standards for daily operations.

Personnel must be familiar with the scope of police powers, authority, and jurisdiction. Reference materials

should be on hand for quick reference and to establish offense codes for use in record keeping and

administrative actions. Patrol reports and security checklists must be developed and used to record pertinent

information and activities. Military police should not force the use of U.S. forms; the development of local

forms can give ownership to HN police. After an assessment determines that there is no existing form that

meets the requirement, a U.S. form may be used.

Military police law enforcement detachments have the capability to provide limited training for

police administration sections. This section requires training to achieve and maintain proficiency in activities,

which include—



Managing and allocating case file numbers.



Monitoring police reports for administrative completeness and accuracy.



Conducting, processing, storing, and backing up police reports.



Distributing police reports, as appropriate, and ensuring that distribution is controlled and

conducted within legal and regulatory constraints.



Maintaining liaison with the court system and legal personnel.

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

Producing police-related correspondence, as required.



Maintaining court appearance records and facilitating court appearances.

Supply and Logistics

Other personnel essential in sustaining police operations include mechanics, facilities maintenance

personnel, and supply specialists. HN police stations require a maintenance facility and a motor pool within

the vicinity of the police station compound to ensure that vehicles are available for law enforcement patrol

activities.

Police operations are resource-intensive and require significant supply operations to provide law

enforcement-specific equipment and expendable supplies. An organizational supply system is a key part of

police operations. Military police can assist in the development of property management and logistics

accountability systems, supply acquisition, and record-keeping requirements.

Military police brigade or battalion logistics officers and staff and military police company supply

personnel can provide and coordinate training for supply and logistics personnel. Supply and logistics

personnel must be trained and proficient in a number of activities, to include—



Requisitioning all classes of supplies (food, water, individual equipment, fuel, barrier materials,

ammunition, sundry items, vehicles, medical items, repair and maintenance parts).



Requisitioning automation equipment requirements.



Preparing and submitting contract requirement packages for sustainment items (food, facilities,

protection requirements) and providing assistance in managing contracted support through unit

contracting officer representatives and receiving officials.



Publishing supply and logistics policy letters and SOPs.



Developing procedures and service agreements for maintaining fleet operations and equipment.



Maintaining a maintenance program at the operator level for all issued equipment (weapons,

communications equipment, vehicles).



Executing a maintenance program at the regional and district levels (above the operator level).



Maintaining infrastructure for stations, water, power, and sewage.



Managing supply discipline and accountability.



Distributing equipment and supplies to the user level.



Conducting equipment inventories.



Maintaining individual officer equipment records.



Maintaining required station equipment levels.



Maintaining stock levels of police forms.



Managing equipment accountability.



Cross-leveling equipment and supplies, as necessary.



Maintaining ammunition accountability.

Automation and Communications

Automation and communications specialists are required to procure and maintain critical automation

and communications equipment, secure local area networks, and maintain connectivity with other databases

and forums. HN police operations depend on the ability of personnel to maintain communications with law

enforcement elements as they perform their duties. Military police can help establish communication

protocols by creating call signs and radio procedures for daily communications, maintaining operations

security, implementing information systems and security procedures, and maintaining communication

security operations.

Automation systems, to include crime and police record databases, are critical to managing police

operations. The establishment of an automation system is an extremely important part of setting up a modern

policing capability. Military police can assist HN police in developing a centralized data storage system that

Policing

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ATP 3-39.10

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is accessible to all police and security agencies. When designing and implementing these systems, military

police personnel should—



Ensure that a security program is incorporated into the system.



Provide an information management system that will provide support, administrative functions,

logistics, training, operation reporting, vehicle registration, police reporting, and penal

information.



Determine additional law enforcement reports needed (daily activity logs, other automated

entries).



Provide law enforcement access to automated police records from a centralized database.



Conduct queries expeditiously and with the appropriate permission from a centralized database

for real-time information and the quick compilation of crime statistics.



Train by developing guidelines for maintaining readiness, benchmarks to gauge progress, and

reasonable standards for police operations (from basic to advanced tactics and procedures).

Dispatchers and other communications personnel within the operations control center or desk

dispatch respond to patrols with guidance from shift and desk supervisors. They also track and record police

operations as they occur. They must be trained to professionally handle members of the public who enter the

police station to report situations.

Training for automation and communications personnel can be conducted or coordinated by the

military police brigade or battalion signal officer and staff. Military police law enforcement detachment desk

teams can provide training for dispatch personnel. Automations and communications personnel require

training to achieve and maintain proficiency in activities, which include—



Performing dispatch procedures and administrative functions.



Maintaining emergency response system connectivity.



Managing a communications equipment maintenance program (including handheld, vehicle-

mounted, and base station equipment and repeaters).



Maintaining communications architecture and connectivity with outside agencies, other police

stations, and headquarters elements.



Ensuring the compatibility of communications systems.



Preparing and submitting contract requirement packages for the requisition of communications

equipment and services and providing assistance in managing contracted support through unit

contracting officer representatives and receiving officials.



Maintaining repair parts for communications equipment.



Maintaining the operation of crime record and police intelligence data systems.



Maintaining computer hardware and updating software as necessary.



Maintaining automation connectivity with the World Wide Web.



Maintaining repeaters.



Providing emergency first aid.



Coordinating evacuation missions for injured persons and aiding disabled motorists.



Investigating criminal and traffic complaints and violations along the highways and major

roadways.

Media

The development of strong media relationship between the press and police is a critical aspect of the

information environment that can impact perceptions of law enforcement legitimacy and competence. The

relationship between the media and law enforcement is an important component that can mitigate the sense

of grievance and reduce the perception of violence, disorder, destabilizing events, and the fear of crime within

a population. The media can also be an important accountability mechanism for police, helping to maintain

the rule of law and support of the population by describing policing operations that prevent violence, disorder,

destabilizing events, and reducing the fear of crime within a population. By providing communications about

public and government activities, the media can encourage civic participation, give citizens a sense of

empowerment, and undermine threat narratives.

ATP 3-39.10 POLICE OPERATIONS (AUGUST 2021) - page 5