DEPARTMENT

FM19-3-1 (TEST)
OF THE

FIELD

ARMY

MANUAL

)r

IMIITQR
LhITA

POLICE SUPPORT
TASCOM
PROPER' (
FUARTERMASTE W, - - i i
Id, S ARMY QUA. 7r. _
i
FORT TLEE VA 2:>'ck

RESCINDED
FDA flS12UIC.L USE ONLY

HEADQUARTERS,
TAGO 6OO7A

DEPARTMENT
MARCH 1967

OF THE ARMY

FOREWORD
This manual is published to provide interim guidance to commanders,
staff officers, and other personnel concerned with military police support
under the TASTA-70 concept of organization and operation. This information can be utilized to facilitate reorganization under the TASTA concept.
Firm information on the organizational structure and composition of units
will be as contained in TOE's when published. Although the basic
TASTA-70 study has been approved by Department of the Army, detailed
doctrine contained in this Test Field Manual is under continuing development and review. This test manual will be superseded by FM 19-3, Military Police Support, TASCOM. Readers are encouraged to submit
comments and recommendations for changes that will improve clarity,
accuracy, and completeness of the manual. Comments should be constructive in nature and reasons should be provided for each recommendation
to insure understanding and to provide a valid basis for evaluation. Each
comment should be keyed to a specific page, paragraph and line of the text.
Comments should be forwarded direct to the Commanding Officer, U.S.
Army Combat Developments Command Military Police Agency, Fort
Gordon, Georgia, 30905. An information copy of recommendations that
propose changes to approved Army doctrine may be sent, through command
channels, to the Commanding General, U.S. Army Combat Developments
Command, Fort Belvoir, Virginia, 22060, to facilitate review and
evaluation.

FM 19-3-1 (TEST)
FIELD MANUAL

No. 19-3-1 (TEST)

HEADQUARTERS
DEPARTMENT OF THE ARMY
WASHINGTON, D.C., 6 March 1967

MILITARY POLICE SUPPORT, TASCOM

Pararaph

CHAPTER

1.

INTRODUCTION

--------------------------

---

1-3

Section

2.
I.
II.

TERRITORIAL AND COMMAND ORGANIZATION

Territorial structure __________-__________.__.--____
Command structure _________________-_-____________

4-8
9-11

5
8

CHAPTER

3.
I.
II.

CHARACTERISTICS OF COMMZ MILITARY

POLICE SUPPORT.
General
.___________________________
Organization for military police support ______-______

12-17
18-26

15
18

4.
I.
II.
III.
IV.
V.

MILITARY POLICE STAFF ACTIVITIES

General __________________
Military police staff support, TASCOM -------------Military police staff support, ASCOM -_______________
Military police staff support, area support group ____-_
Military police staff support, personnel command ______

27
28-32
33-38
39-41
42,43

23

5.
I.
II.
III.
IV.

MILITARY POLICE SUPPORT OPERATIONS

General -------- ------------------ -- -------------Area support _-_-.--____--_-__._..--------------Command headquarters support ______________-______
Military police support to mission commands _________

44
45-47
52-55

88
33
34
34

6.
I.
II.

COMMAND AND CONTROL ELEMENTS

Requirements and resources ___________-------------.
Headquarters and Headquarters Detachment, Military Police Brigade (TOE 19-262) _______________
Headquarters and Headquarters Detachment, Military Police Group (TOE 19-272) -_-______________
Headquarters and Headquarters Detachment, Military Police Battalion (TOE 19-76) -------_-----Headquarters and Headquarters Detachment, Military Police Battalion (Team AD, TOE 19-500) ____

56, 57

36

58-62

36

63-67

39

68-72

41

73-77

44

78, 79
85-89

48
48
51

90-94

52

95-99

54

100-103

55

104-107

56

108-112

56

Section
CaAPTER
Section

CHAPTER
Section

CHAPTER
Section

III.
IV.
V.
CHAPTI n 7.
Section
I.
II.
III.
IV.

OPERATIONAL ELEMENTS
Requirements and resources -----------------------Military Police Company (TOE 19-77) --------------Military Police Guard Company (TOE 19-247) ____-__
Military Police Physical Security Company (TOE
19-9 7) -- -- -- -- - -- -- ---- - -- -- - -- --- -- -- - -- -- --- V. Military Police Confinement Detachment (Teams
MA, ME, 4MF, MG, and MH; TOE 19-500) -----VI. Military Police Criminal Investigation Detachment
(Team LC, TOE 19-500) _______________________.
VII. Military Police Criminal Investigation Detachment
(Team LA, TOE 19-500) ---- ___.- _____.--------VIII. Military Police Hospital Security Detachment
(Teams IG, 2FD, and 71C, TOE 19-500) _-__.______

TAGO S9VA1

Pae

48-51

80-84

24
29
31
32

Paragraph

CHAPTER

Section

8..

PLANNING
....--------------------------------

9. MILITARY POLICE OPERATIONS

I. Introduction ---------- __-_-_-__
--__________________
II. Law and order _-_____ ________
III. Traffic control _ _ _-_--- -- ____________
-IV. Control of circulation of individuals ___.. .________-__
V. Physical security ____
VI. Criminal investigations -._______.__________________
VII. Confinement and rehabilitation .... ___.____
_________

MILITARY POLICE SUPPORT TO PERSONNEL

COMMAND.
Section
I. General _____
II. Organization and operations __________.............
IlI. Military police units ___._______--__________________

Page

113-119

58

120
121-125
126-138
139-142
143-161
162, 163
164, 165

62
62
65
68
70
75
76

166-168
169-172
173-182

78
79
82

CHAPTER 10.

CHAPTER 11.

12.
Section

I.
II.
III.

APPENDIx A.
B.

COMMUNICATIONS
__..________________.____
INDIGENOUS MILITARY AND PARAMILITARY
POLICE.
General ........................................
Organization and operations.......................
Indigenous military police academy.________________

183-187

91

188
189-194
195-199

94
94
95

REFERENCES _------____________________-______

.......

98

INTERIM PRISONER OF WAR DATA PROCESSING (PCM) IMPLEMENTATION _______________

.......

101

INDEX _--_----_

_-- _ --__ --

------_----_--_----_--_-_-_
----

.......

113

AGO 6977A

CHAPTER 1
INTRODUCTION
1. Purpose
a. The purpose of this manual is to provide
field commanders and staff officers with doctrine and guidance pertaining to military police
support and operations in the communications
zone (COMMZ).
b. It is a guide for the organization, training, and employment of the military police units
assigned to the theater army support command
(TASCOM) and to its major subordinate commands.
c. It sets forth detailed information of interest to military police commanders, their
staffs, and others directly concerned with
planning, supervision, and direction of military
police support operations in the COMMZ.
2. Scope
a. This manual sets forth the following:
(1) Organization and operational concepts and techniques of employment
directly applicable to military police
support operations in the COMMZ.
(2) Military police staff relationships.
(3) Interzonal and interarea operations
systems.
(4) Capabilities and limitations of military police units assigned to the
TASCOM.
(5) Utilization of military police in rear
area protection.
(6) Handling of prisoners of war (PW's)
and civilian internees.
b. The material presented in this manual is
generally applicable to military police support
operations under active or nonactive nuclear
conditions.
AGO 6917A

c. The material in this manual is concerned

primarily with military police support operations in the COMMZ. Details of field army level
military police support are contained in a separate publication and are presented in this
manual only when necessary to illuminate
interarea considerations.
3. Use of Manual
a. This manual is to be used in conjunction
with other manuals and doctrinal publications,
particularly those dealing with TASCOM and
its subordinate elements, all 19-series manuals,
all 54-series manuals, and FM 100-10; and
with manuals and training media listed in
appendix A.
b. Specific tables of organization and equipment (TOE's) in the 19-series mentioned in
this text are listed without an alphabetical
suffix; therefore, users are advised to consult
the latest edition of these TOE's when detailed
information concerning them is required.
c. To facilitate the use of this manual, those
details of organization and employment of the
COMMZ, TASCOM, mission commands, and
the area support command (ASCOM) which
are of particular significance in the provision
of military police support have been incorporated in the text. Other appropriate manuals
as listed in appendix A should be consulted for
comprehensive coverage of these subjects.
d. Users of this manual are encouraged to
submit recommended changes or comments to
improve the manual. Comments should be
keyed to the specific page, paragraph, and line
of the text in which the change is recommended. A reason should be provided for each
comment to insure understanding and com3

plete evaluation. Comments, prepared on DA

Form 1598 (Record of Comments on Publications) when practicable, should be forwarded

direct to the Commanding Officer, U.S. Army

Combat Developments Command Military Police Agency, Fort Gordon, Georgia 30905.

AGO 6977A

CHAPTER 2
TERRITORIAL AND COMMAND ORGANIZATION
Section I. TERRITORIAL STRUCTURE

4. General
Military police support in the COMMZ is
governed by the area of responsibility and its
organization. Consequently, military police support requirements for the COMMZ are area or
command and function oriented. Military
police units are assigned functional missions
and area responsibilities compatible with the
organizational structure of the major commands in the COMMZ. This requires that each
military police commander and staff officer in
the TASCOM and field army be familiar with
the command and organizational boundaries
and their effect on military police operations.

S. Theater (Area) of Operations

a. A theater of operations comprises that
portion of a theater of war necessary for military operations pursuant to an assigned mission
and for the administration incident to such
military operations.
b. A theater of operations is divided generally into a combat zone and a communications
zone.
(1) The combat zone contains the land and
sea areas, and airspace required for
ground combat operations. It includes
the geographical area from the rear
boundary of the field army and extends into the enemy controlled area.
It may be divided for tactical control
into field army service area, corps
rear areas, and division areas.
(2) The COMMZ contains the area and
airspace required for administration
of the theater as a whole. COMMZ
encompasses the area between the
rear boundary of the theater of operations and the rear boundary of the
combat zone.
AGO 6977A

c. Figure 1 illustrates a type territorial organization of a theater of operations.

6. The Undivided COMMZ
Unless conditions make it necessary, the
COMMZ is usually not divided into smaller
sections. Most of the combat service support
to the army forces, and to such other forces as
may be directed, is conducted in the COMMZ.
Support activities are dispersed laterally as
well as in depth throughout the zone for passive
defense and to take advantage of terrain and
existing transportation nets. Figure 2 illustrates a type territorial organization of an
undivided COMMZ.
7. The Divided COMMZ
a. When it becomes necessary to subdivide
the COMMZ, the existing structure will be expanded as shown in figure 3. A divided COMMZ
organization includes a forward support element contiguous to the rear boundary of each
U.S. field army or each allied army authorized
support from U.S. Army sources and a rear
support element.
b. Specific factors that determine the subdivision of COMMZ include the following:
(1) The area is too large for one headquarters to control efficiently.
(2) Combat service support operations
are too great for a single headquarters
to control.
(3) Geographical or terrain configuration
of the area is conducive to subdivision
for control.
(4) Subdivision would facilitate future
combat service support operations.
5

1
X

FxIx xxt
X
X

COMBAT
ZONE

---- XXX_

IxxlxIxIx

j
X
X

AREAS

XXX

AREAS

xX

X
X

X
X

XXX

X
X
X
X

X
X
X
XXXX

COMMUNICATIONS
ZONE
<

0
0

0
0

WI~.,I

0000

______________oooo

Figure 1. A type territorialorganizationof a theater of operations.

8. The Perpendicular Axes

a. In both the undivided and divided COMMZ
structures, support activities are dispersed
laterally and in depth throughout the zone;
however, most of the support activities are disposed along one or more axes joining the
6

theater base, and their fundamental orientation normally is perpendicular to the combat
zone. The area, on each side of an MSR, will
constitute the axis and thus is the "primary"
area of interest to combat service support
facilities. The area outside the axis is conAGO 6977A

X
X
X
X

XI
X
X
X

XXXX

0
0
a
0

a
a
0
0

TASCOM

0 oo0

Figure 2. Undivided COMMZ (the perpendicularaxes).

sidered the "void" area wherein some support

facilities and installations may be located. An
example of a support facility in the "void" area
might be pipelines or sections of pipelines.
AGO 6977A

b. Both figures 2 and 3 show graphically the

perpendicular axes in the undivided or divided
COMMZ.
7

xxx

000

FORWARD
SUPPORT
COMMAND

0
0

o
o

o0

0
o

000

REAR
SUPPORT
COMMAND

Figure 8. Divided COMMZ.

Section II. COMMAND STRUCTURE

who also designates the theater commander.
9. Theater Headquarters
The theater commander organizes the comA U.S. theater of operations is a unified or
specific command established by the President
mand and administrative structure of the
8

AGO 6977A

theater and exercises operational command of

all assigned forces. The commander is directly
responsible for all administrative and combat
operations in the theater.
10. Theater Army Headquarters
a. Theater army is a component command, a
major subordinate echelon of the theater, and
is responsible for broad plans and policies pertaining to the conduct of all operations of the
U.S. Army forces in the theater. The theater
army commander exercises command through
the commander of the major subordinate elements of a theater army. He is primarily an
organizer, a supervisor, a planner, and a coordinator who decentralizes combat and combat
service support operations to his subordinate
commanders.
b. The theater army commander normally is
charged with territorial responsibility for both
the combat and communications zones.
1. Theater Army Support Command
(TASCOM)
a. General.
(1) TASCOM is a major element of the

theater army. The CG, TASCOM, is

responsible for the conduct of all combat service support functions in the
COMMZ and for the provision of appropriate service support to such
other forces as may be directed. In
some cases, TASCOM operations such
as PW evacuation, pipeline security,
and railway guard functions extend
into the combat zone. As the major
commander operating in the COMMZ,
he is usually delegated the responsibility for the territory of the COMMZ.
(2) As the principal headquarters responsible for providing most of the combat service support in the COMMZ,
TASCOM consists of five subordinate
mission commands and an Area Support Command (ASCOM). The mission commands provide functional
service support to the theater, and,
generally echelon themselves along
perpendicular axes joining the theater
base and the combat zone. The

Figure4. A type organization of TASCOM.

AGO 6977A

POSTAL
CO (GS)

SP SVC
DET

FINANCE
AGENCY
GS)

REPL REG
C

II

MP PWCT

PERS
ADMIN
Figure

ENCY

lI
REHAB TNG
CENTER

MP
d TASCOM.

C
LAB

l
GRREG

AGENC

Figure 5. Personnelcommand, TASCOM.

I
MEDIC AL

CONV CEN

FIELD

GENERAL

HOSPITAL

HOSPITAL

MEDICAL I

MEDICALL

IDEPOT

icLAB

PVNTMED

|STATION
HOSPITAL

AMB TNS
TI

UNIT

SVC ORG
[8-500 TEAMSI

Figure 6. Medical command, TASCOM.

ASCOM is established for control of

subordinate units which furnish direct
support to the COMMZ. These support
units are organized and oriented along
10

the perpendicular axes to conform to

the needs of the mission commands.
A type organization of TASCOM is
shown in figure 4.
AGO 6977A

SUPPLY

MAINTENANCE

MMC

COMMAND

FIELD
DEPOT

Figure 7. Supply and maintenance command, TASCOM.

b. TASCOM Major Subordinate Commands.

The following are major subordinate operating
elements of TASCOM:
(1) Personnel command. This command
provides general administrative, personnel, financial, morale, graves registration, military prisoner confinement and rehabilitation, crime laboratory, and prisoner of war support to
the theater. Major units operating as
subordinate elements of the personnel
command are shown in figure 5. Military police support in the functional
areas of prisoner of war/civilian internee, confinement/rehabilitation
training, and crime laboratory service
is provided by military police elements

MTR TRANS

TERMINAL

assigned directly to the personnel

command.
(2) Medical command. Medical services in
the COMMZ are provided by the medical command consisting of medical
groups, hospitals, a preventive medicine unit, a convalescent center, a
medical depot, a medical laboratory,
ambulance trains and special purpose
medical, dental, and veterinary teams.
In some cases the large number of
hospitals may necessitate the inclusion
of hospital centers as intermediate
headquarters. Medical regulating for
all TASCOM is a centralized operation under the medical command, utilizing automatic data processing equipment to perform outpatient accounting and regulating. Figure 6 shows
the organization of the medical command as a major element of the TASCOM. Military police support of hospitals and convalescent centers will
be provided by elements of the military police brigade of the ASCOM,
attached as required, to the general
hospitals and convalescent centers.
See paragraphs 108 through 112 for
further details.

TERM TRF
COMPANY
Figure 8. Transportationcommand, TASCOM.
AGO 6977A

11

ENGINEER
COMMAND

I
BASE

ooII

Figure 9. Engineer command, TASCOM.

(3) Supply and maintenance command.

The supply and maintenance command as shown in figure 7 provides
general support supply and maintenance to the theater army forces and
such other elements of the theater as
may be designated. This command

operates the theater inventory control

center. Normally, the inventory control center operates under the supply
and maintenance command. The headquarters staff of the supply and maintenance command provides alternate
capabilities for the inventory control
center to carry on operations in emergencies when the primary units may
be disrupted or destroyed. At the
operating level, the supply and maintenance command provides ammunition service in ammunition depots of
the ammunition group, petroleum
service in the petroleum group, and
general supply and maintenance service in the field depots. It also has a
maintenance management center.
Most military police support for the
command is provided on an area basis
by the military police brigade of the
ASCOM. However, military police
physical security companies are attached to the special ammunition

AREA
SUPPORT
COMMAND

PERS a
ADMIN

MAINT
MGT DET

CIVIL
AFFAIRS

SPRT

Figure 10. Area support command, TASCOM.

12

AGO 6977A

groups and field depots for local

security.
(4) Transportationcommand. The transportation command provides movements control, motor transportation,
and terminal, railway, and aviation
services. Inland waterways capabilities are inherent in terminal operating units. The movement control center utilizes automatic data processing
equipment to assist in the utilization
of space, lift allocation, and routes
throughout the COMMZ. The command is organized as shown in figure
8. This command facilitates the basic
objective of achieving maximum utilization of throughput shipments; i.e.,
personnel replacements and supplies
are turned over to the transportation
command by replacement units and
depots in the rear areas of COMMZ
for movement as far forward as possible into the combat zone without
offloading, reprocessing or rehandling,
and transshipment. Military police
support in the functional areas of
railway security is provided by military police elements attached to the
transportation command by the military police brigade of the ASCOM.
(5) Engineer command. This command
performs new construction, rehabilitations, and major maintenance projects
throughout the COMMZ. In addition,
construction support will be provided
to interzonal services and activities
in the rear areas of the combat zone.
The command plans, designs, and coordinates construction on a COMMZwide basis in accordance with priorities established by the TASCOM. The
engineer command provides general
mapping support to the theater of
operations through the base topographic battalion which produces,
stores, and distributes maps to the
field army topographic units and to the
ASCOM in the COMMZ. The engineer
command organization is shown in
figure 9.
AGO 6977A

(6) Area support command. The area support command furnishes direct support service (less medical) to TASCOM mission commands and to other
units passing through or located in
the COMMZ. Automatic data processing equipment is provided to the
ASCOM to assist in providing direct
support service. This equipment is
also utilized by the engineer command
and also serves as the alternate automatic data processing center for other
computer centers in TASCOM. Included in the ASCOM are the civil
affairs brigade, military police brigade, military intelligence group, personnel administration battalion, maintenance management detachment, and
area support groups. Organization of
the ASCOM is shown in figure 10.
(a) The civil affairs brigade supports
military operations in planning, coordinating, and supervising civil
affairs operations. It also assists in
mobilizing and utilizing local resources and facilities for military
purposes, and it assists in preventing civil interference with military
operations.
(b) The military police brigade provides
military police services throughout
the entire area of the COMMZ
which are beyond the capability of
the military police battalions assigned to the area support groups.
Area support groups are major
subordinate elements of the ASCOM. The normal dispersion of
military police operations and their
required communications net will
facilitate rear area protection operations in the COMMZ.
(c) Tactical forces may be assigned to
COMMZ for rear area security beyond the capability of organic TASCOM units.
(d) Area support groups are assigned
areas of responsibility based upon
density of population, materiel to
be supported, political boundaries,
13

support group shown in figure 11

illustrates the units that may be
assigned. One military police battalion headquarters and headquarters detachment is assigned to each
area support group.

and identifiable terrain features.

The area in which the unit operates
does not in any way constitute territorial interference with the general
support activities of the TASCOM
mission commands. The type area

000

GL~EE

LABOR

SUPV
TEAMS

BAND

EOD

TRANS
CAR

SP SVC
DET DS

I!

HHD

TRK MED

(DS)FINANCE
(DS)

* ASSIGNED AS REQUIRED.
Figure 11. Area support group.

14

AGO 6977A

CHAPTER 3
CHARACTERISTICS OF COMMZ MILITARY POLICE SUPPORT
Section I. GENERAL
12. Basic Considerations
a. Military police support in the COMMZ, as
in the combat zone, is an element of command
and control used to influence the conduct of
current and planned operations. This support
is affected by many factors such as the mission,
operational environment, enemy capabilities,
combat service support situation, and the number and type of military police units available.
b. Military police support in the COMMZ is
closely related to territorial responsibility and
is basically oriented toward the area comprising the COMMZ or the command having area
responsibility. It is also closely associated with
movements within the assigned area and frequently extends into the combat zone.
c. Military police support is also function
oriented. Certain military police support activities, such as prisoners of war and civilian
internees, criminal investigations, and physical
security, are provided on a functional basis by
military police units especially designed to provide this kind of specialized support.
13. Military Police Support Functions
The primary activities comprising military
police support in the COMMZ area. Area and command oriented support including(1) Enforcement of laws, orders, and regulations.
(2) Traffic control, both vehicular and
foot.
(3) Physical security.
(4) Circulation control.
AGO 6977A

(5) Prevention and suppression of crimes

and offenses.
(6) Liaison with local civil police.
b. Investigations(1) Crime prevention.
(2) Criminal investigations.
(3) Crime laboratory service.
c. Physical security of property, personnel,
installations, and facilities such as(1) Command post and headquarters installations.
(2) Special ammunition storage areas.
(3) Field depots.
d. Prisoners of war and civilian internees(1) Evacuation of enemy prisoners of war
and civilian internees.
(2) Receipt, processing, guarding, and
caring for enemy prisoners of war
and civilian internees.
e. Military prisoners(1) Confinement.
(2) Rehabilitation training.
f. Control of disturbances and aid in disasters.
g. Rear area protection.
h. When authorized, recruiting, training,
organizing, equipping, and employing indigenous military and paramilitary police elements
in support of U.S. objectives.
14. Military Police Support Resources
Military police support in the COMMZ is
usually provided by military police TOE orga15

nizations assigned to one of the following

TASCOM subordinate commands.
a. Area Support Command. A military police
brigade. This brigade provides military police
support on a COMMZ-wide basis, except those
provided by the military police elements in b
and c below. In addition, this brigade includes
several units attached to major command
headquarters for physical security purposes.
b. Area Support Group. A military police battalion. This battalion is assigned to each area
support group and is organized to provide
services within the area support group's area
of responsibility.
o. Personnel Command. A prisoner of war
brigade, confinement facilities, rehabilitation
training centers, and a scientific crime laboratory. These military police units provide functional military police services on a theater-wide
basis.
15. Organizational Design
a. Military police are assigned functional
missions and area responsibility compatible
with the organizational structure of the major
commands in TASCOM.
b. The organizational structure of the military police is highly variable, depending upon
the deployment of the force to be supported.
(1) A type military police brigade organization in support of the ASCOM is
illustrated in figure 12.
(2) A type military police battalion organization in support of the area support
group is shown in figure 13.
16. Tailoring
a. The military police organizational structures illustrated in figures 12 and 13 are representative organizations tailored to complement
a type ASCOM and area support group. Military police units, tailored for specific employment or mission, will vary from these structures in the numbers and sizes of component
units depending upon the size of the supported
units, their missions, and the operational environments.
16

b. Organization of military police units prior

to their deployment is based upon the anticipated missions of the supported command, i.e.,
ASCOM, area support group, and the operational environment in which these missions are
to be accomplished.
c. The ASCOM commander tailors the military police brigade structure to meet specific
needs as dictated by changes in the situation
and environment.
d. The military police brigade commander
tailors the internal organization of the brigade
to maintain the best possible organizational
structure and deployment to provide military
police support to the theater. Internal tailoring
is a continuing process and characteristic of
the military police brigade.
17. Interzonal and Interarea
Considerations
a. General. While military police support in
the COMMZ is generally provided on an area
basis, it is not necessarily limited to the internal areas of COMMZ. Certain military police
support activities are interzonal in nature and
represent the COMMZ portion of support operations that extend into the combat zone.
Other activities tend to transcend the internal
boundaries of the TASCOM area support
groups and are thus interarea in nature.
b. Interzonal Support Activities. The following military police support activities in the
COMMZ are performed on an interzonal basis:
(1) Evacuation of enemy PW's and civilian internees.
(2) Certain aspects of the confinement
and rehabilitation of military prisoners.
(3) Certain aspects of physical security
operations, particularly the security
of critical and sensitive movements.
(4) Certain aspects of traffic control and
circulation control of individuals.
c. Interarea Support Activities. The following military police support activities generally
tend to be interarea in nature in the COMMZ.
AGO 6977A

ASCOM

I
I

AT

|MJP

(5)
HHD

MP
GD

f
J
112 - DIVI
I FORCE

1HOSP
SCTY

PHYS

(I) ONE EACH TO THEATER,THEATER ARMY,

AND TASCOM HEADQUARTERS.
(2) ONE PER TRANS RAILWAY GROUP.
(3) ONE PER GEN HOSP AND
CONVALESCENT CENTER.
({4) ONE PER SPEC AMMO CO AND
FIELD DEPOT.
(5) ONE PER TRANS RAILWAY BN.
(6) THE COMPANY ATTACHED TO THEATER
HO IS NOT SHOWN IN TYPE TROOP LISTS.

L 'L.7.

L_ _J

Figure12. A type organization, military police brigade, ASCOM.

(1) Traffic control operations.

(2) Law enforcement.
(3) Criminal investigation and crime laboratory service.

AGO 6977A

(4) Certain aspects of physical security

operations.
(5) Circulation control of individuals.
(6) Confinement of military prisoners.

17

AREA

SUPPORT

I
(COMP)

. *.

MCID

*MP
* -

ICNF
|CNF
P UNITS II
._ _ _

L-

AS REQUIRED
Ftgure 13. A type organization,military police battalion,area support group.

Section II. ORGANIZATION FOR MILITARY POLICE SUPPORT

18. General
Within the normal structure of the COMMZ,
military police support is provided by three
elementsa. The military police brigade, ASCOM.
b. The military police battalion, area support
group.
c. The military police units, personnel command. This includes the prisoner of war bri18

gade, confinement facilities, rehabilitation

training centers, and a scientific crime laboratory.

19. The Military Police Brigade, Area

Support Command
a. Within the type organizational structure
of the ASCOM military police brigade, there
are two principal control headquarters, i.e., the
brigade headquarters and the military police
AGO 6977A

battalion headquarters. In addition, there are

a variable number of separate units which may
be utilized as control elements depending upon
the missions assigned.
b. Based upon orders and instructions
received from the ASCOM commander, the military police brigade commander makes an estimate of the situation to determine the grouping of military police functional units which
will best accomplish the military police support
mission. The appropriate units and elements
are then attached to battalion headquarters,
attached to other control headquarters, or retained under brigade control. The organization
for military police support is modified as required during actual operations.
20. Functional Units
Functional units attached to the military
police battalions normally are employed without fragmentation but they may be further attached to form support task organizations built
around battalion and company headquarters.
21. Command and Staff Relationships
a. The ASCOM military police brigade is a
major subordinate task organization of the
ASCOM. The brigade commander receives
mission type orders from the ASCOM commander and is responsible for all military police support within the COMMZ, except that
which is assigned to the area support group
military police battalions.
b. Military police staff specialists at theater
army, TASCOM, ASCOM, and area support
group levels are responsible for advising their
commanders through their respective general
staffs on military police support matters. As
staff officers, they are primarily concerned
with staff planning activities and with staff
coordination of current military police support
operations. The extent and nature of this coordination of current operations vary depending upon the echelon of command at which the
staff officer is functioning.
c. Military police staff specialists at theater
army, TASCOM, ASCOM, and area support
group echelons exercise staff supervision only.
They do not command or exercise operational
AGO 6977A

control over military police units operating in

their area. The staff specialist is the command
military police support planner; the military
police unit commander is the command military
police support operator. Details of military
police staff and command relationships are
contained in chapter 4.
d. With respect to the ASCOM military police brigade, the chain of command extends
from the theater army commander through
the TASCOM, ASCOM, and military police brigade commanders, to the subordinate battalion,
company, and detachment commanders. At brigade and battalion levels, the commanders are
provided with the necessary staff assistants
for the planning and coordination of mission
operations. In each of these instances, the members of the staff do not exercise either command or operational control.
22. Task Organization
a. The type military police brigade shown in
figure 12 reflects a number of command control and subordinate functional elements prior
to tailoring for support of a specific operation.
In figure 14, this same brigade organization is
shown as it might be tailored and employed in
a particular operational situation.
b. The type ASCOM military police brigade
depicted in figure 12 is a representative organization for the support of a field army consisting initially of a 2-corps, 8-division force,
and expandable to a 3-corps, 12-division force.
c. Within the type organization of the
ASCOM military police brigade, four primary
groupings of the brigade are identifiable as
follows:
(1) Brigade troops, consisting in this instance of the brigade headquarters
and headquarters detachment.
(2) Four (expandable to six) military police battalions, including(a) A command and control element.
(b) Area and command support elements.
(c) Functional elements for prevention
and investigation of crime (a criminal investigation detachment).
19

Figure 14. Type employment, military police brigade of the area support command.

(3) Indigenous military police academy.

(4) Elements attached to other control
headquarters, including(a) Units for the security of the theater,
theater army, and theater army
support command headquarters
(three military police companies).
(b) Units for the security of special
ammunition storage areas and field
depots (one military police physical
security company to each special
ammunition battalion GS/DS and
field depot).
(c) Units for railway security (one
composite military police guard
battalion).
(d) Units for hospital/convalescent center security (one military police de20

tachment for each general hospital

or convalescent center).

23. Military Police Support Organization,

Area Support Group
a. The area support group, as part of the
ASCOM, is primarily an operating echelon. The
group commander is responsible to the ASCOM
commander for conduct of service support operations in an assigned area. Military police
support of the area support group is provided
by the assignment of a command and control
element to the group and such other operational element, including indigenous military
police forces which may be assigned.
b. The commander of the military police
battalion, based upon the mission assigned and
instructions received from the area support
AGO 6977A

group commander, positions the subordinate

elements of his task organization in the area
support group to provide command and functional support to the area support groups. Military police operational areas of responsibility
generally coincide with the internal or perimeter boundaries of the area support group.
Figure 15 illustrates schematically a type
employment of military police battalions in
support of the area support groups.
c. The type employment of the military police battalion in the area support group shown
in figure 15 is a generalized employment illustrating a normal posture for the support of the
area support group. The military police units
shown are those which are assigned directly
to the area support groups. The elements included are(1) A command and control element (a
battalion headquarters and headquarters detachment).
(2) A command and area support element
for support of the area support group
(one or more military police companies).

INDIGENOUS

-IlI--

AREA

--ee-

MILITARY

MILITARY

SUPPORT GROUP
POLICE

(3) A functional element for the confinement of military prisoners (a confinement detachment).
(4) A functional element for the prevention and investigation of crime (a
criminal investigation detachment).
(5) An area support element for the support of indigenous populations within
the area support group (variable
number of indigenous police units).
24. Military Police Units Assigned to the
Personnel Command
See chapter 10.
25. Military Police Command Relationships
a. In a normal operation, both the military
police brigade of the ASCOM and the military
police battalion of the area support group, may
be operating in the same geographical area.
This is normal and essential because of the
missions assigned to each of the units. Thus, at
all times, close liaison must be maintained to

POLICE COMPANY
BOUNDARIES

PLATOON

BOUNDARIES

Figure 15. Type employnent, military police battalions in the area support group
(schematic).
AGO 6977A

21

insure complete harmony among the military

police elements.
b. In the event that the military police situation in one area support group's area becomes
untenable and the requirements are beyond the
capability of the military police support organization assigned to the area support group,
elements of the military police brigade, ASCOM, assist the area support group by providing additional military police or by assuming
the responsibility for the mission that extended
the requirements. The military police brigade
may provide more military policemen to the
area support group by assignment or attachment or it may place them under the operational
control or in support of the area support group
military police battalion. In some instances,
the military police brigade may assume full responsibility for the requirement and report to
the area support group commander upon completion of the mission.
26. Concept of Employment
a. General. The type dispositions shown in
figures 14 and 15, if superimposed, would appear that the military police battalion of the
area support group and the military police brigade of the area support command are duplicating military police services in the COMMZ.
Such is not the case however, as illustrated in
the following comparison of functions of each
organization.
b. Military Police Brigade, ASCOM.
(1) COMMZ-wide services (excluding
area support group areas)(a) Maintenance of discipline, law and
order.
(b) Rear area protection.

22

(c) Criminal investigation and crime

prevention.
(d) Handling of PW's and civilian internees captured or apprehended in
the COMMZ.
(e) Physical security.
(f) Civil disturbances and disaster operations.
(g) Traffic control.
(2) Primary functions within an area
support group area(a) MSR traffic control.
(b) Physical security of special ammunition and of bridges, tunnels, etc.,
for traffic control.
security.
Railway
(c)
(d) Port security.
(e) Pipeline security.
(f) Other mission command oriented
support activities.
(3) Backup support within an area support group(a) Discipline, law and order.
(b) Rear area protection.
(c) Civil disturbances and disaster control.
c. Military Police Battalion, Area Support
Group.
(1) Non-MSR traffic control.
(2) Discipline, law, and order.
(3) Confinement.
(4) Rear area protection.
(5) Local criminal investigation and crime
prevention.
(6) Civil disturbances and disaster operations.
(7) Local physical security activities.

AGO $D77A

CHAPTER 4
MILITARY POLICE STAFF ACTIVITIES
Section I. GENERAL
27. Basic Considerations
a. At each major command and control headquarters of the TASCOM where military police
support is provided, commanders require specialist personnel on their staffs in the military
police area of interest to(1) Advise the commander and staff.
(2) Prepare plans and policies.
(3) Inspect current operations.
(4) Plan and supervise allocation of support to allied forces.
(5) Coordinate differences between supported and supporting elements.
(6) Recommend the allocation of units
and personnel.
b. Military police staff functions and responsibilities vary in different commands according
to the type of command, size, location, mission,
special requirements, local circumstances, and
the desires of the commander. In general, however, staff functions most common to military
police support operations include the following:
(1) Long range and detailed planning for
all military police support operations
of the command.
(2) Development of recommendations concerning(a) Confinement of military prisoners.
(b) Command enforcement and apprehension programs.
(c) Physical security operations.
(3) Preparation of military police technical training program.
(4) Coordination of current military
police operations.
AGO 6977A

(5) Recommendations of the assignment

or attachment of military police units
to include priorities and allocations.
(6) Traffic control(a) Development of traffic control
plans.
(b) Coordination of traffic control operations.
(c) Supervision of command traffic accident prevention program.
(7) Investigations(a) Development and coordination of
command crime prevention program.
(b) Planning and coordination of
criminal investigative activities
within the command.
(c) Development of recommendations
for and exercising supervision of
crime prevention surveys and
physical security surveys.
(d) Coordination of backup criminal
investigation support to other commands and organizations.
(e) Coordination of crime laboratory
support as required.
(8) Prisoner of war/civilian internee(a) Planning the enemy prisoner of
war/civilian internee portions of
military police support operations
of the command to include collection, evacuation,
safeguarding,
processing, care, and treatment.
(b) Preparation and maintenance of required records and reports concerning enemy PW's and civilian
internees to include input data to
23

the supporting Branch United

States Prisoner of War Information Center (USPWIC (Br)) when
appropriate.

(9) Maintenance of records and files concerning police operations.

(10) Compilation, analysis, and dissemination of police statistics.

Section II. MILITARY POLICE STAFF SUPPORT, TASCOM

28. General
a. Staff responsibility for military police
resources and functions within the TASCOM
headquarters is divided among the appropriate
general staff sections in accordance with their
respective responsibilities. This is shown in
figure 16.
b. Military police staff officers prepare plans
and recommendations within their spheres of
responsibility that follow or support the directives of the chief of the general staff division
to which they are assigned.
c. Plans and actions requiring the commitment of military police resources assigned to
TASCOM require the approval of the commander or his designated representative.

d. The senior military police representative

in the headquarters is assigned to the office of
the ACofS, Personnel, and is designated staff
provost marshal.
29. Principles of Employment
Military police resources available to the
TASCOM are extremely limited. Because
diverse general staff sections are required to
plan the employment of this resource, close
and continuous coordination with other general
and personal staffs is necessary in each headquarters.
a. Uniformity. Military police practices and
procedures must be uniform, particularly in
the area of discipline, law, and order. Dis-

TRAFFIC CIRCULATION
8 PLANNING CONTROL.

DISCIPLINE, LAW,
ORDER.
PRISONERS OF WAR a
CIVILIAN INTERNEES.
CRIMINAL INVESTIGATIONS.
CONFINEMENT

B REHABILITATION.

PHYSICAL SECURITY.
MP RAP ACTIVITIES.

MP SUPPORT TO THE
HEADQUARTERS

Figure 16. Staff responsibilities,military police functions.

24

AGO 6977A

similar activities create misunderstandings

that often create problems in discipline, law,
and order. Uniformity is also necessary to
capitalize on automatic data processing programs developed for military police functions.
b. Flexibility. Plans and actions involving
military police resources should attempt to
retain the flexibility of these units. Military
police units are emergency reaction elements
and should not normally be rigidly committed
to narrow, specific functions that preclude their
sudden employment in higher priority missions.
c. Priority. Each task developed for execution by a military police element is placed in
a priority bearing a relationship to all tasks.
d. Knowledge. All military police units,
regardless of assignment or mission, are
responsible for knowing the general situation.
These units are a source of information for a
multitude of small, fast-moving echelons that
look to the military police for information essential to their missions. All military police
staff officers have a responsibility to keep military police units informed.
e. Area Employment. The employment of
military police on an area basis is generally
more efficient than their employment on a
functional or organizational basis. When employed on an area basis, military police units
can perform many missions for several units.
Conversely, when employed organically to a
higher headquarters, they can perform many
different missions, but generally only for that
unit. A military police unit employed on a functional basis, i.e., a traffic control mission, generally is restricted to that single function,
although it might have a capability to perform
several other functions simultaneously.
30. Assistant Chief of Staff, Personnel
The ACofS, Personnel, exercises staff supervision over a major portion of control military
police functions and resources. However, as
both the ACofS, Movements, and ACofS Security, Plans, and Operations, have staff responsibility for military police functions close and
continuous coordination of these matters is
essential. A Provost Marshal is assigned to the
AGO 6977A

ACofS Personnel Section and assists, as

directed, in this coordination process.
a. Role in the Decision Making Process. The
Provost Marshal, ACofS, Personnel, is authorized direct access to the commander on
pertinent matters of command interest. He
assists the ACofS, Personnel, in the coordination of military police activities, as directed.
b. Discipline, Law, and Order. The commander is responsible for the establishment
and maintenance of order in his command. His
principal advisor in this respect is the ACofS,
Personnel, who is staffed with a military police
law and order officer and additional personnel
as required. The duties and responsibilities of
the law and order personnel are outlined
below(1) The development and monitoring of
the command's crime prevention program, to include(a) Coordination of crime prevention
activities with both military and
local national police agencies.
(b) Management of an effective, command-wide exchange of data concerning crime and crime prevention.
(2) Recommending employment and deployment of military police resources
required for the maintenance of
discipline, law, and order.
(3) Management and coordination of the
command's apprehension program.
(4) Preparation of regulations and recommendations pertinent to discipline,
law, and order.
(5) Detailed law and order functions and
procedures are found in FM's 19-5
and 19-20.
c. Role in the Decision Making Process.
(1) Planning. The law and order officer
reviews all plans involving the deployment and redeployment of major
units and recommends actions that
provide the proper maintenance of
law and order in any newly occupied
areas. In addition, this officer
monitors operational and movement
25

plans, SOP's, and actions to assure

that the proper degree of support is
provided to prevent black-marketing
and larceny and to maintain the good
order and discipline of the command.
(2) Control. The law and order personnel do not exercise control over any
resources or activities of the command.
(3) Evaluation of activities. The law and
order officer constantly evaluates
statistical and other reports that indicate the state of discipline, law, and
order within the command and its
land area. His evaluation serves as the
basis for the command's crime prevention program.
d. Prisoners of War/Civilian Internees. The
ACofS, Personnel, exercises general staff
responsibility over matters pertaining to
prisoners of war and civilian internees. His
principal advisor in this respect is the military
police prisoner of war/civilian internee officer.
The duties and responsibilities of this officer
are to assist and advise the ACofS, Personnel,
in the following areas:
(1) The preparation of plans, directives,
and programs concerning prisoners
of war and civilian internees which
are compatible with international
agreements.
(2) Coordination with and staff support of
troop units involved in custody, control, movement, and processing of
prisoners of war and civilian
internees.
(3) Monitorship of the effectiveness of
data processing support to prisoner of
war/civilian internee activities.
(4) Recommendations concerning command prisoner of war evacuation,
transfer, labor, security, and treatment policies.
(5) Command coordination with allies and
neutral nations concerning prisoners
of war.
(6) Compliance with directives of higher
headquarters concerning prisoners of
war including provisions of FM 19-40
and related Army regulations.
26

e. Role in the Decision Making Process.

(1) Planning. The prisoner of war/
civilian internee officer reviews all
appropriate plans of the headquarters
to assure that the care, custody, control, and movement of prisoners of
war and civilian internees have received proper attention. In addition,
he makes long range, broad plans for
future prisoner of war/civilian
internee requirements.
(2) Control. By his state of awareness, the
prisoner of war/civilian internee officer enables the commander, through
the ACofS, Personnel, to exercise
effective command and control over
resources used for these activities.
(3) Evaluation of activities. On behalf of
the ACofS, Personnel, the prisoner
of war/civilian internee officer
evaluates reports and activities for
the purpose of keeping the commander
informed of the total prisoner of war/
civilian internee situation.
f. Criminal Investigation Activities.
(1) The criminal investigations officer
assists the ACofS, Personnel, fulfilling his responsibilities in this function by advising and recommending
in the following areas:
(a) Employment and deployment of
military police criminal investigation personnel and detachments.
(b) Establishment of uniform policies
and procedures pertaining to this
function.
(c) Monitoring of the effectiveness of
data processing support to criminal
investigative activities.
(d) Establishment of close and continuous coordination between military and civil criminal investigation
personnel agencies, and units.
(2) An accredited criminal investigator
is assigned to the TASCOM headquarters to assist the criminal investigations officer and to conduct
special investigations, surveys, and
similar actions as required.
AGO 6977A

(3) Detailed procedures and functions are

found in FM 19-20.
g. Role in the Decision Making Process.
(1) Planning. The criminal investigations
officer reviews all appropriate plans
to assure that the proper degree of
criminal investigation support is provided. In addition, he plans for the
provision of criminal investigation
support to newly uncovered areas or
newly formed units, echelons, and
bases.
(2) Control. By maintaining an awareness
of criminal investigation resources
and requirements, the criminal investigation officer enables the commander, through the ACofS, Personnel, to exercise command and control
over both criminal investigation elements and the criminal investigation
program.
(3) Evaluation of activities. The criminal
investigation officer constantly evaluates criminal investigation statistics
and key reports in order to keep the
ACofS, Personnel, advised of both
general and critical special situations.
h. Confinement and Rehabilitation. The
ACofS, Personnel, has general staff responsibility for activities pertaining to the confinement and rehabilitation of military personnel.
To assist him in this function, he is staffed with
a corrections officer who has responsibilities in
the following general areas:
(1) Establishment and review of command policies, programs, and directives pertaining to confinement, rehabilitation, and evacuation of military prisoners.
(2) Inspection of all confinement facilities
within the command.
(3) Technical guidance and assistance to
units and commands operating stockades or rehabilitation
training
centers.

i. Role in the Decision Making Process.

(1) Planning. The corrections officer plans
for the opening and closing of comAGO $977A

mand stockades and rehabilitation

facilities. In addition, he reviews
plans to assure that proper consideration has been given this area.
(2) Control. By maintaining a state of
awareness in his area, the corrections
officer enables the commander,
through the ACofS, Personnel, to
exercise the necessary degree of control over stockade and rehabilitation
activities.
(3) Evaluation of activities. The corrections officer constantly evaluates data
pertaining to confined personnel and to
the effectiveness of the rehabilitation
program.
31. Assistant Chief of Staff, Security,
Plans, and Operations
Military police units constitute the principal
resources available to execute the security portion of the responsibilities assigned the ACofS,
Security, Plans, and Operations. Regardless of
their mission or function at any given moment,
military police units possess an inherent capability to augment the security of the command.
By close coordination with military police
representatives in other general staff division,
military police members of this staff division
generate considerable "bonus" security measures as byproducts of other functions.
a. Physical Security. The overall physical
security of installations, bases, facilities, and
units is a general staff responsibility of the
ACofS, Security, Plans, and Operations. To
fulfill this responsibility, military police
physical security personnel are assigned to
assist and advise him in the following general
areas:
(1) The establishment of standards of
security for the command.
(2) The determination of priorities and
requirements for security.
(3) The management of a command
physical security survey program.
(4) The inspection of facilities, bases, and
units for adequacy of physical
security and the rendering of technical assistance as required.
27

(5) The preparation and management of

the command's physical security
training and education programs.
(6) Compliance with the provisions of FM
19-30 and related Army regulations.
b. Role in the Decision Making Process.
(1) [Link] physical security officer
reviews all plans of the headquarters
to assure that the proper degree of
attention has been afforded physical
security requirements. In addition, he
plans for the physical security of
future bases, elements, facilities, and
areas and maintains a state of awareness over existing security measures.
(2) Control. By maintaining a state of
awareness in his area, the physical
security officer enables the commander, through the ACofS, Security,
Plans, and Operations, to exercise the
required degree of command and control over physical security matters.
(3) Evaluation of activities. By evaluating reports and activities pertinent
to physical security, the physical
security officer assures the optimum
use of resources in consonance with
priorities and creates a balanced
overall physical security program.
c. Rear Area Protection (RAP). Generally,
military police units are the only service support units in the rear habitually organized,
equipped, trained, and deployed to meet emergency requirements. Their rapid reaction
potential makes them an important factor in
executing a critical portion of the responsibilities assigned to the ACofS, Security, Plans,
and Operations, for rear area protection
(RAP). To assist the division chief in the effective integration of military police resources in
RAP plans, a rear area protection plans and
operations officer is assigned to perform the
following functions:
(1) Recommend the employment and deployment of military police resources
for RAP purposes.
(2) Advising on the overall deployment
of military police resources within the
command's area.
28

(3) Assisting in the preparation of RAP

plans, policies, procedures, and directives.
(4) For details, see FM 19-45 Test (Rear
Area Protection manual).
d. Role in the Decision Making Process.
(1) Planning. The RAP plans officer
works in all areas of security planning but emphasizes the proper consideration and employment of military police resources. He reviews
plans and actions of the command to
assure that the proper degree of attention has been afforded RAP activities.
He plans for the organization, command, control, and employment of
military police unit RAP potential.
(2) Control. By maintaining a state of
awareness of RAP resources, the
RAP plans officer enables the commander to exercise proper command
and control over these resources when
activated for RAP purposes.
(3) Evaluation of activities. In coordination with staff training personnel, the
RAP plans officer constantly evaluates
the state of readiness of all units for
RAP counteractions. In addition, he
evaluates records and reports to determine the capabilities and limitations
of the command in RAP counteractions.
32. Assistant Chief of Staff, Movements
a. Traffic Control. The ACofS, Movements,
is assigned the responsibility for exercise of
general staff supervision over traffic control
measures. To assist in carrying out these
responsibilities, military police traffic control
personnel are assigned this staff division.
Responsibilities of these personnel are as
follows:
(1) Preparation, monitorship, and continuous review of the command's
traffic circulation plan.
(2) Gathering and disseminating data pertaining to roads and vehicular traffic.
(3) Recommending the employment and
AGO 69TA

(4)
(5)
(6)
(7)
(8)

deployment of military police resources for traffic control purposes.

Recommending regulations and priorities relevant to the use of roads.
Coordination and integration of traffic
control activities conducted by other
commands and by civil police.
Planning and coordinating measures
to provide traffic security.
Management of the command's traffic
education and training program.
Coordination with host and allied
nations concerning the use, control,
and operations of the highway network. See FM 19-25 for details.

b. Role in the Decision Making Process.

(1) Planning. The traffic control officer
assists the ACofS, Services, by devel-

oping the theater army traffic circulation plan and highway traffic information, security, and control program. He reviews all plans to assure
that proper attention and support
have been provided in his respective
areas of responsibility.
(2) Control. By maintaining a state of
awareness on highway and traffic
conditions, the traffic control officer
enables the commander to exercise
command and control over this vital
function.
(3) Evaluation of activities. By the
evaluation of records and reports, the
traffic control officer permits the
optimum use of resources, to include
roads and personnel to support plans
and operations.

Section III. MILITARY POLICE STAFF SUPPORT, ASCOM

33. General
a. As in the TASCOM, staff responsibility is
decentralized for military police resources and
functions within the ASCOM headquarters
structure. The basic military police functions
are divided among the appropriate general staff
sections in accordance with their respective
responsibilities.

exclusive function of the military police. However, the major combat service support resource for the ASCOM for rear area protection
missions is found in the military police brigade.
Military police units are responsive to the
requirements of the rear area operations center
which has rear area protection responsibility
for a given area.

b. Military police staff officers prepare plans

and recommendations within their spheres of
responsibility in accordance with the directives
of the chief of the general staff division to
which they are assigned.

b. Security. While each functional element

or portion of a mission command found within
the land area controlled by the ASCOM has
some degree of responsibility for its own local
security, the resources to accomplish this task
are generally inadequate. Military police
physical security companies generally secure
critical facilities and activities that have no
other means of protecting themselves. In addition, area oriented military police of the military police brigade have the responsibility to
contribute to the general security of the land
area.

c. Plans and actions requiring the commitment of military police resources of the
ASCOM headquarters or its subordinate elements require the approval of the commander
or his designated representative.
34. Military Police Functions
A detailed discussion of normal functions
performed by military police is found in other
19-series field manuals. The following is aimed
at isolating major functions that are performed
as a service to the ASCOM headquarters.
a. Rear Area Protection. This is not an
AGO 6977A

c. Discipline,Law, and Order. This is a traditional function of military police and involves
the maintenance of discipline, law, and order,
not only among military personnel, but also
among civilian personnel employed in the area
of operations as they affect military operations.
29

d. Traffic Control. Generally, throughput

traffic control is handled by the ASCOM utilizing area oriented military police battalions
assigned to the military police brigade. The
ASCOM is responsible for coordinating directly
with the transportation command and various
movement control and traffic management
agencies to assure a smooth flow of traffic from
the port to the using units.
e. Prevention and Investigation of Crime.
Military police of the ASCOM are the principal
resource used within the theater for the prevention and investigation of crime. Each area
support group has organic military police who
are supervised by the ASCOM for this purpose.
35. Principles
As with all military police functions, basic
principles govern the efficient and effective
utilization of a military resource. Principles
that pertain to military police at this level are
the same as those discussed in paragraph 29.
36. ACofS, Personnel
a. The ACofS, Personnel, has general staff
responsibility for law, order, and discipline. In
addition, he is charged with policies pertaining
to replacements, labor, medical, personnel management, morale chaplain activities, and graves
registration. Military police officers are assigned to assist the ACofS, Personnel, to plan
and supervise law and order related tasks.
b. The senior military police officer in the
ACofS, Personnel Section, is identified as the
provost marshal. He is the principal advisor
to the staff section chief and the command on
matters of law, order, and discipline. The military police brigade of the ASCOM provides the
primary troop resource for military police
functions to be accomplished by the ASCOM.
These functions are of major concern, also, to
the ACofS, Security, Plans, and Operations,
for physical security and rear area protection
and to the ACofS, Services, for traffic control.
The Provost Marshal assists, as directed, in
the coordination of military police functions.
By proper attention to priority consideration,
effective utilization of available resources can
be achieved. The Provost Marshal is authorized
30

direct access to the commander on pertinent

matters of command interest.
c. The military police law-order officer is
assigned to the ACofS, Personnel Section, and
is responsible for the following activities.
(1) Development and monitoring of the
command crime prevention program.
(2) Planning and recommending the employment of military police resources
for the enforcement effort.
(3) Planning and recommending enforcement procedures to insure uniformity
and administrative compatibility with
ADPS requirements.
(4) Planning and recommending direct
support confinement procedures.
d. The criminal investigation officer assists
the ACofS, Personnel, by accomplishing the
following tasks.
(1) Advising and recommendir g on
matters concerning the employment
of criminal investigation personnel
and units.
(2) Planning and establishing uniform
criminal investigation policies and
procedures.
(8) Establishing and maintaining liaison
with military and civil investigative
agencies.
(4) Monitoring and inspecting criminal
investigation activities within the
command.
e. A criminal investigator is assigned to this
staff section to assist the criminal investigations officer in review of CID reports for
technical accuracy and content. He conducts
special investigations, surveys, and similar
actions which have command interest.
f. A military police law-order sergeant is
provided in the ACofS, Personnel Section. He
processes and disseminates serious incident
reports and establishes current operating files.
Military police statistical data is also prepared
and maintained by the law-order sergeant.
37. ACofS, Security, Plans, and Operations
a. This officer has general staff responsibility
AGO 6977A

for rear area protection, training, physical

security, intelligence, and safety. The rear area
protection considerations represent the major
workload of this staff section as primary staff
planning for the entire COMMZ rear area
protection effort.
b. A physical security officer assists the
ACofS, Security, Plans, and Operations, on
staff matters concerning physical security of
installations, bases, facilities, and units. This
entails recommending priorities and requirements for security; monitoring the command
physical security survey program; and inspecting facilities, bases, and units for adequacy of
physical security measures. In addition, the
officer is available to provide technical assistance to units when required.
c. Necessary enlisted specialists are provided
to assist officers assigned and to prepare required records, reports, and working files.

38. ACofS, Services

The ACofS, Services, plans, coordinates, and
supervises activities pertaining to transportation, real estate, firefighting, salvage, local
procurement, and field services. Since the staff
function for traffic control is one of the responsibilities, this staff section has two military
police traffic control officers. Primary areas of
concern for these traffic control officers are
planning, coordinating, and recommending the
utilization of military police units in traffic
control operations. Proper planning and coordination is extremely significant when considering employment of military police units,
as these units are multifunctional. For example, a military police unit assigned the traffic
control mission within an assigned area also
participates in the law and order, physical
security, and rear area protection activities of
that particular area.

Section IV. MILITARY POLICE STAFF SUPPORT,

AREA SUPPORT GROUP
39. General
The area support group is a major subordinate command of the ASCOM. It is organized to provide direct combat service support for the TASCOM "mission commands" and
other designated forces located within the assigned area of responsibility. The headquarters
is organized with a directorate staff in the
functional areas of personnel; security, plans,
and operations; installations; services; supply;
and maintenance. Military police representation is provided in the personnel and in the
security, plans, and operations directorate.
Military police staff support in the area support group is discussed in the following paragraphs.
40. Director of Personnel
A military police officer is authorized in each
area support group as the chief, law and order
branch, in the office of the director of personnel. This officer accomplishes staff planning
and coordination for law and order operations,
direct support confinement procedures, and
crime prevention and investigation activity.
AGO C97TA

The chief, law-order branch, is directly subordinate to the director of personnel. Close
coordination between the director of personnel
and the director of security, plans, and operations is required in order to accomplish equitable allocations of the group military police
resources. A law-order sergeant is assigned to
the law and order branch to provide required
assistance in preparing records and reports.
41. Director of Security, Plans, and
Operations
a. The director of this element exercises operational control over RAP operations within
the area support group. In addition, this directorate is primarily responsible for physical
security, training, and intelligence. The overall
security effort of the area support group is
directly related to the employment of the group
military police resources. Therefore, close cooperation and coordination with the director
of personnel is essential in order to insure a
integrated law, order, and security program.
Each area support group has a rear area operations center which provides the necessary
personnel and equipment for RAP staff opera31

tions. The headquarters and headquarters

detachment, military police battalion, and assigned military police elements will be the
major military units available for security
activities.
b. A military police officer is assigned as
chief of the physical security branch of the
directorate. This officer is responsible to the
director for all matters concerning physical
security of the facilities located in the area

support group. Liaison with adjacent area support group is a major responsibility of this
staff officer in order to insure a coordinated
security effort between adjacent groups. The
chief, physical security branch, also monitors
unit security plans for adequacy and integration with RAP procedures. A physical security
sergeant is provided to assist the branch chief
with necessary administrative and operational
matters.

Section V. MILITARY POLICE STAFF SUPPORT,

PERSONNEL COMMAND
police, and administrative data from Headquarters, Department of the Army, theater
general elements, and commands subordinate
to theater army. The PAA consists of an
Agency Headquarters and the following
divisions: Personnel, Postal, Graves Registration, Military Police Services, Administrative
Services, and Special Services.

42. Headquarters Personnel Command

(TOE 29-111)
The senior military police officer is designated provost marshal and is assigned in
the Assistant Chief of Staff for Personnel section of the Personnel Command headquarters.
He is responsible for advising the ACofS Personnel on military police matters and assists
in exercising staff supervision over military
police operations within the Personnel Command. Emphasis is placed on staff coordination
of prisoner of war and civilian internee operations since military police specialists in the
Personnel and Administrative Agency of the
Personnel Command supervise other military
police activities within the Personnel Command. He is authorized direct access to the
commander on pertinent matters of command
interest.

a. The Military Police Services Division supports law enforcement and military prisoner
confinement and rehabilitation
activities
throughout theater army. Prisoner of war and
civilian internee operations are the responsibility of the commander, PW brigade (chap.
10). The division is headed by a military police
officer who is assisted by an administrative
officer, a law and order officer, a confinement
and rehabilitation officer, and enlisted assistants.

43. Personnel and Administrative Agency

(PAA)
The Personnel and Administrative Agency
of the Personnel Command (TOE 29-112) operates the Personnel and Administrative
Center (PAC) of the TASCOM. Using automatic data processing techniques and modern
office equipment, the PAC serves as the apex
of theater army's personnel and administrative service systems, which extend vertically
from company level in the field army through
theater army. In this role it provides prompt
and accurate response to requirements for personnel, graves registration, finance, military

b. This division provides planning and management support for discipline, law, and order;
confinement and rehabilitation; and crime
laboratory services throughout the theater
army. It prepares theater army level provost
marshal reports relating to discipline, law, and
order; confinement and rehabilitation; and
crime laboratory support, based on data submitted by military police activities. It prepares
special studies relating to MP functions; disseminates MP directives and guidance based
on theater army policy and criteria; and
renders technical advice within theater army
policy to direct support and general support
(less PW and civilian internee) MP activities.

32

AGO 6977A

CHAPTER 5
MILITARY POLICE SUPPORT OPERATIONS
Section I. GENERAL
44. Basic Considerations
a. The military police structure for the
COMMZ provides for unity of effort with decentralized operations and a capability of providing responsive military police support to
each echelon of command where military police
support is required.
6b. The requirements for military police in
the COMMZ cannot be projected solely upon
the number of units and the number of personnel being served. Regardless of the land
mass on which the theater forces are deployed,
the composition of the operating commands
and the final design of the military police force
structure will depend upon many variables.
These include the width and depth of the combat zone and theater of operations, the
intensity of combat, the length of the lines of
communications, the rear area protection requirements, the types and conditions of the

road nets, and the types of commands being

supported.
c. Basically, the military police organization
is a flexible organization composed of brigades,
battalions, and separate companies and detachments which are tailored to be employed in
support of a command headquarters, a function, or an area.
d. The ASCOM military police brigade and
the military police prisoner of war brigade are
the major operating headquarters for military
police units in the COMMZ. These headquarters achieve decentralization by assigning
areas of responsibility and functional missions
to major subordinate elements. Certain elements of the ASCOM military police brigade,
as shown in figure 12, are habitually attached
to major command headquarters; some are
attached to specified mission commands for
functional support; and others are employed
on an area basis to provide generalized military police support within a specified area.

Section II. AREA SUPPORT

45. General
Most of the military police support in the
COMMZ is provided on an area basis. For
this purpose a military police brigade is assigned to the ASCOM to provide area-oriented
military police support. In addition, a small
military police battalion is assigned to each
area support group to provide host military
police support within the group's area of
responsibility.
46. Area Support Command
a. The ASCOM military police brigade is
AGO 6977A

employed as the major operating headquarters

for military police units in the COMMZ. Its
operations extend over the entire COMMZ land
area. The brigade commander assigns areas
of responsibility and functional missions to the
battalions, companies, or detachments assigned
as operating elements of this brigade.
b. The brigade assumes primary responsibility for those military police functions which
transcend the boundaries of the area support
group such as patrolling along the MSR; for
that area outside the area support group's
primary area; and for providing backup sup33

port to the small area support group military

police battalions.
a. A type disposition of the military police

brigade is shown in figure 14.

47. Area Support Group
a. Each area support group is assigned a

military police battalion, headquarters and

headquarters detachment, at least one military
police company, a criminal investigation detachment, and a confinement detachment to
provide local military police support to the area
support group commander. This includes com-

mand and control over indigenous military

police units that may be assigned or attached.
b. The battalion operates in generally that
area assigned as the "primary" area of the
area support group, i.e., an area where most
of the combat service support facilities of the
area support group might be concentrated. The
battalion commander, according to his mission, situation, and available troops, disposes
his military police throughout the area support group's area of responsibility and provides
general police services in the assigned area.
c. Figure 15 shows a type disposition of the
military police battalion as part of an area
support group.

Section III. COMMAND HEADQUARTERS SUPPORT

48. General
The military police support for headquarters
security normally is required at each of the
following: theater headquarters, theater army
headquarters, and the theater army support
command headquarters. These units are
primarily employed to provide close security
to the headquarters, but may also be employed
in other military police functions of traffic
control, circulation control, and handling
prisoners of war in the headquarters complex.
49. Theater Headquarters
A military police company (TOE 19-77) normally is assigned to a theater headquarters
to provide internal command post security,
traffic control, and circulation control of individuals within the headquarters complex.
When required, a military police battalion
headquarters (TOE 19-76) and a variable
number of companies may be assigned, depending upon the requirements and the situation.
This unit, whether battalion or company, nor-

mally is under the operational supervision of

the headquarters commandant.
50. Theater Army Headquarters
a. A military police company (TOE 19-77)
is attached to the theater army headquarters.
This unit provides military police services to
include security of the headquarters complex.
The headquarters commandant normally
exercises staff supervision over the military
police unit attached to this headquarters.
b. For general military police services
beyond the capability of the attached military
police company, the theater army headquarters
depends upon the military police brigade.
51. Theater Army Support Command
TASCOM headquarters is habitually supported by a military police company to provide
for general military police services. This company provides security for the headquarters
complex by establishing security posts and dismount points to control ingress and egress of
personnel and vehicles in the area.

Section IV. MILITARY POLICE SUPPORT TO MISSION COMMANDS

52. General
The military police brigade habitually attaches functional military police elements to
S4

certain mission command activities for specialized security duties. Mission commands which
usually have attached military police include
the medical command, transportation comAGO 6977A

mand, and the supply and maintenance command.

53. The Medical Command
a. The military police brigade provides support to the medical command based upon the
number of general hospitals and convalescent
centers. The number and types of these medical
facilities will vary depending upon such factors as the size and location of the forces to be
supported, the type operations involved, the
medical evacuation policy, and other important
considerations.
b. A military police detachment to support a
general hospital or convalescent center is
tailored from teams in TOE 19-500, based on
local requirements, Appropriate teams of TOE
19-500 are included in each military police
detachment to provide the required number
of supervisory personnel. The senior military
police officer in the detachment also serves as
the military police advisor to the hospital or
convalescent center commander. The detachment establishes security posts to prohibit the
entry of unauthorized personnel. The security
plans for a hospital will include provisions for
the security of the hospital prisoner wards,
VIP's, and for physical security surveys,
specifically in connection with the safeguarding of narcotics and other drugs. Physical
security surveys and criminal investigation
support will be provided by the appropriate
area military police. A type organization of the
military police detachments for hospitals and
convalescent centers is discussed further in
chapter 7.

AGO 6977A

54. Transportation Command

a. General military police support to the
transportation command is provided on an area
basis. However, due to the nature of its operations, transportation railway operation requires additional military police for security
and guard. For this purpose, the military police
brigade attaches military police guard units
to the transportation railway group.
b. The ratio of military police to transportation railway service elements approximate one
headquarters and headquarters detachment,
military police battalion (TOE 19-500), for
each railway operating group and one military
police guard company (TOE 19-247) per railway operating battalion. These military police
units are assigned to parallel the structure of
the railway operating system.
55. Supply and Maintenance Command
a. Although most of the general military
police support to the supply and maintenance
command facilities and installations is provided on an area basis, field depots and storage
and shipment of special ammunition require
the attachment of specialized military police
units for security.
b. Normally, a military police physical security company (TOE 19-97) is attached to each
field depot and to each special ammunition
battalion, DS/GS. These military police companies are placed under the control of the
ammunition group and field depot commander
of the supply and maintenance command who
will assign missions and control their operations.

35

CHAPTER 6
COMMAND AND CONTROL ELEMENTS
Section 1. REQUIREMENTS AND RESOURCES
56. General
a. Command and control headquarters of
various sizes and required in the COMMZ military police structure to control the task organizations tailored to accomplish specific military
police support missions.
b. These command and control headquarters
are TOE units specifically designed to control
military police task organizations ranging in
size from brigade to companies. These are control organizations only and they require the
assignment or attachment of operational military police units in the numbers and types as
dictated by the functions and tasks to be performed.
57. Units
a. The task organization of the ASCOM military police brigade may include one or more
of the following command and control units,
each of which is discussed in detail in this chapter:

(1) Headquarters and Headquarters Detachment, Military Police Brigade

(TOE 19-262).

(2) Headquarters and Headquarters Detachment, Military Police Group

(TOE 19-272).

(3) Headquarters and Headquarters Detachment, Military Police Battalion

(TOE 19-76).

(4) Headquarters and Headquarters Detachment, Military Police Battalion

(Team AD, TOE 19-500).
b. In addition to the above control elements,
the COMMZ military police resources include a
number of functional military police prisoner
of war units, a confinement and rehabilitation
center, and a crime laboratory unit. Since these
units are characteristically employed as an operational element of the personnel command,
they are discussed in chapter 10.

Section II. HEADQUARTERS AND HEADQUARTERS DETACHMENT

MILITARY POLICE BRIGADE (TOE 19-262)
58. Mission and Assignment
a. The primary mission of the headquarters
detachment, military police brigade, is to command, plan, supervise, coordinate, and control
the operations of two or more military police
battalions plus all other assigned or attached
battalions, companies, and detachments. When
required, the detachment may also control military police groups which may be established.
b. In the COMMZ, the headquarters and
headquarters detachment, military police
36

brigade, is assigned to the ASCOM on the basis

of one per theater army.
59. Organization
The headquarters and headquarters detachment, military police brigade, is organized to
provide a command and control element for
the direction and support of assigned and attached military police units. It consists of a
brigade headquarters, a detachment headquarters, 'and a number of staff sections. The
organization of the unit is shown in figure .17.
AGO 6977A

DET HO

OFC
PERS

OF
SCTY,PLANS
OPNS
Ia

I
I

AC OF S
SVC ,SUP
MAINT

PA
SEC

Figure 17. Organization, Headquartersand Headquarters Detachment, Military Police

Brigade (TOE 19-262).

60. Capabilities and Limitations

a. The headquarters and headquarters detachment, military police brigade, provides(1) Command, staff planning, and supervision of the operations of two or
more military police battalions (or
groups), plus all other assigned or
attached battalions, companies, and
detachments, including indigenous
military or paramilitary police units.
(2) Command, less operational control, of
assigned units attached to other control headquarters.
(3) Planning for future military police
support operations, including recommendations on military police units
and personnel requirements and the
employment of military police troops.
(4) Operation of the brigade communications system, both wire and radio, to
subordinate and superior echelons.
(5) Organizational maintenance on organic communications equipment.
(6) Coordination of rear area protection
activities of the military police
brigade.
(7) Liaison with appropriate headquarters and agencies.
(8) Planning for and organization and operation of a military police academy
AGO 6977A

for the training of indigenous military and paramilitary police forces.

b. The detachment is dependent upon one of
the assigned or attached military police units
for mess and motor maintenance. When
separate mess and motor maintenance facilities
are required, appropriate teams of TOE 29500 must be provided.
c. The detachment is dependent upon higher
headquarters for personnel service support.
d. The detachment is capable of defending
itself and its installations against limited
hostile ground attack. Individuals of the unit
can engage in effective, coordinated defense of
the unit's area or installation.
61. Communications
The headquarters and headquarters detachment, military police brigade, requires an effective communications system to accomplish
command and control of the brigade task organization.
a. Wire Communications. Wire is the prin-

cipal means of communications used by the

brigade to accomplish its mission. Tie-in with
the area communications system permits rapid
wire communications throughout the COMMZ.
Teletypewriter equipment and facsimile
devices provide the capability to receive and
transmit high volume, detailed or graphic in37

formation
system.

over the same communications

b. Radio Communications. Within the headquarters, the brigade has one FM radio. This
radio is used for emergency communications
only.
c. Data Communications. The military police
brigade has organic data communications
equipment which provides the brigade headquarters with the capability to transmit and
receive data via the area communications system.
62. Employment
In the COMMZ, the military police brigade
headquarters is normally a major subordinate
headquarters of the ASCOM. It serves as the
major control headquarters for military police
units not assigned to the area support group
and as the command, less operational control,
headquarters for those military police units
attached for the direct support of other headquarters. The specific responsibilities and functions of the internal elements of the brigade
headquarters and headquarters detachment are
discussed below.
a. Brigade Headquarters. The brigade headquarters element includes the brigade commander, deputy commander/chief of staff,
sergeant major, and commissioned and enlisted
aids. It is the command element of the brigade
and coordinates the activities of the other organizational elements of the headquarters.
b. Detachment Headquarters. The detachment commander supervises the detachment
headquarters, assisted by the detachment
sergeant. The detachment headquarters provides the personnel and equipment for the command, training, unit supply (to include operating supplies and equipment for the brigade
headquarters and staff sections), organizational maintenance (except vehicular and communications maintenance), communications,
and unit personnel service for the detachment.
c. Assistant Chief of Staff, Personnel Section. This staff element provides general ad-

38

ministrative support for the brigade headquarters. The brigade ACofS, Personnel, as the
chief of the section, exercises staff supervision
over the administrative support and personnel
functions of the headquarters and subordinate
units, including assigned and attached units.
Included in this staff are personnel who will
assist in the functional areas of discipline, law,
and order; prisoners of war/civilian internees;
military prisoner confinement; and crime prevention and criminal investigations.
d. Assistant Chief of Staff, Security, Plans,
and Operations Section. This section provides
extensive planning for the employment and
training of subordinate units of the brigade,
including the operation of an indigenous military police academy. It includes the brigade
security, plans, and operations officer, who
supervises the activities of the section, assisted
by a plans and operations officer, a physical
security officer, an intelligence officer, and a
chemical staff officer. These officer assistants
are complemented by enlisted assistants under
the general supervision of an operations
sergeant. The section has a multiple shift
capability for maintaining 24-hour operations.
The section prepares the plans and orders to
implement the military police support mission
of the brigade and its subordinate units.
e. Assistant Chief of Staff, Services, Supply,
and Maintenance Section. Under the supervision of the brigade ACofS, Services, Supply,
and Maintenance, this section exercises general
staff supervision over services, supply, and
maintenance support for the brigade headquarters, and for all units assigned or attached
to the brigade. Officer and enlisted traffic control personnel are assigned to this section to
provide staff assistance in this functional area.
f. Staff Judge Advocate Section. The staff
judge advocate, as a member of the brigade
commander's personal staff, is the legal adviser
to the commander and staff. His duties are set
forth in FM 101-5. He is assisted by a legal
administrative technician and enlisted legal
clerical personnel. If the brigade commander
exercises general courts-martial jurisdiction,
this section requires augmentation.

AGO 6977A

Section III. HEADQUARTERS AND HEADQUARTERS DETACHMENT,

MILITARY POLICE GROUP (TOE 19-272)
63. Mission and Assignment
a. The primary mission of the headquarters
and headquarters detachment, military police
group, is to command, plan, supervise, coordinate, and control the operations of two to
five military police battalions plus all other
assigned or attached companies and detachments.
b. The military police group headquarters is
assigned in the COMMZ, as required, on the
basis of one or more military police battalions
or comparable units. The type COMMZ military police brigade does not include this unit;
however, when the brigade structure is
expanded beyond its capability, one or more
group headquarters might be required. The
unit provides a capability to tailor a group size
military police support task organization or an
element of such a task organization.

DET HO

S SEC

64. Organization
The military police group headquarters and
headquarters detachment is organized to provide a command and control element for the
direction and support of assigned and attached
military police units. It consists of a group
headquarters and a headquarters detachment,
the latter including a number of staff sections.
The organization of the unit is shown in
figure 18.
65. Capabilities and Limitations
a. When operating at full strength, the headquarters and headquarters detachment, military police group, provides(1) Command, staff planning, and control
of two to five military police battalions or equivalent units.
of and assistance to subSupervision
(2)

S 2/3

SEC

S4 SEC

Figure 18. Organization, Headquartersand Headquarters Detachment, Military Police

Group (TOE 19-272).

AGO 6077A

39

ordinate units in training, personnel

services, administration, and supply.
(3) Operational planning for the group,
including recommendations on requirements and employment of military police units and personnel.
(4) Coordination and supervision of subordinate unit operations.
(5) Operation of the group communications system, both radio and wire, to
subordinate and superior echelons.
(6) Organizational maintenance on organic communications equipment.
(7) Coordination of RAP activities of the
military police group.
(8) A rear area operations center when
directed.
(9) Liaison with appropriate headquarters and agencies.
(10) An emergency successor staff or operational headquarters in the event of
destruction of a military police battalion headquarters.
b. The detachment is dependent upon one
of the assigned or attached military police battalions (or other unit) for mess and motor
maintenance support. When separate mess and
motor maintenance facilities are required, appropriate teams of TOE 29-500 must be
provided.
c. The unit is dependent upon higher headquarters for personnel service support.
d. The detachment is capable of defending
itself and its installations against limited
hostile ground attack. Members of this unit
can engage in effective, coordinated defense of
the unit's area or installation.
66. Communications
The headquarters and headquarters detachment, military police group, requires an effective communications system to accomplish command and control of the group task organization.
a. Wire Communications. Wire communications is the principal means of communications
used by the group to accomplish its mission.
Tie-in with the area communications system
40

permits rapid wire communications throughout the area. Teletypewriter equipment and
facsimile devices are provided this unit to receive and transmit high volume, detailed or
graphic information over the same communications system.
b. Radio Communications. The group has FM
radios for operational purposes within the
headquarters. These radios provide mobile
communications for the group commander, operations officer, and traffic control officer, while
they are performing their command, control,
and supervisory functions.
c. Data Communications. The military police

group has organic data communications equipment which provides the group headquarters
with the capability to operate in the data communications system.
67. Employment
The detachment headquarters is employed in
the COMMZ as required. In normal employment of the COMMZ military police support
task organization, this unit is not required;
however, when a group size military police
support task organization is required, the unit
is suited to provide the control headquarters
therefor. This is particularly the case when the
military police brigade's span of control is
overextended and requires an intermediate
headquarters to control units of various sizes
and having varying missions.
a. Group Headquarters. The group headquarters includes the necessary personnel for
command, staff planning, coordination, and
supervisory functions of the units assigned or
attached to the group. Included are the group
commander, executive officer, and the normal
operational and service support staff. The
executive officer is the coordinator of all administrative activities of the headquarters and
component units and is responsible to the group
commander for liaison with adjacent, higher,
supported, and supporting units; he is also
responsible for the establishment of liaison
with local civil enforcement agencies and with
the military police forces of allied nations that
may be operating within the group's area of
responsibility.
AGO 6977A

b. Headquarters Detachment. The group

headquarters detachment includes a detachment headquarters plus three staff sections.
The functions of each of these elements are
discussed below(1) Detachment headquarters. The detachment headquarters provides command, training, and communications
personnel for the headquarters detachment. It consists of the communications chief (NCO), a supply
sergeant, mess personnel, clerks, and
a number of enlisted communications
specialists. The detachment is commanded by the group adjutant,
assisted by the group sergeant major
who also acts as detachment sergeant.
Communications personnel, under the
direction of the communications chief,
operate the group communications
center and perform organizational
communications repair and maintenance.
(2) S1 section. Under the supervision of
the group adjutant/S1, this section
provides general administration support for the group headquarters and
the subordinate units of the group. A
personnel staff NCO serves as the enlisted chief of the section and directs
the activities of the administrative
specialist and clerical personnel. This
section's functions include discipline,
law, and order; prisoners of war/
civilian internees; military prisoner

confinement; and crime prevention

and investigations.
(3) S2/SB section. This section plans and
coordinates the operations and training of all component units of the military police group. Included in the
staff are sufficient officer and enlisted
assistants to perform the assigned
technical and operational duties. The
plans/physical security officer acts
as the section chief; his principal
assistant is the operations sergeant.
The latter exercises overall supervision over the enlisted personnel of
the section. The section has a multiple
shift capability for maintaining 24hour operations. The section prepares
the plans and orders to implement the
military police support missions assigned to the group.
(4) 54 section. Under the supervision of
the group S4, this section provides
general supply and maintenance support for the group headquarters and
headquarters detachment and coordinates the supply and maintenance
support for all units assigned or
attached to the group. The chief supply NCO supervises the activities of a
supply specialist and clerical personnel. The traffic control officer, assisted
primarily by the traffic control
sergeant, is responsible for detailed
traffic control planning and for liaison
with the supported command traffic
headquarters.

Section IV. HEADQUARTERS. AND HEADQUARTERS DETACHMENT,

MILITARY POLICE BATTALION (TOE 19-76)
68. Mission and Assignment
a. The primary mission of the headquarters
and headquarters detachment, military police
battalion, is to provide command, control, staff
planning, criminal investigation, and logistical
support for two to six military police companies.
b. The detachment normally is assigned to a
military police brigade or group.
AGO 6977A

69. Organization
The headquarters and headquarters detachment is designed to provide a control headquarters for the battalion and its assigned companies. It consists of a battalion headquarters
and a detachment headquarters, the latter including a number of staff sections. The organization of the unit is illustrated in figure 19.
41

DET

SI

SEC2

SEC

S3

Figure 19. Organization, Headquarters and HeadquartersDetachment, Military Police

Battalion (TOE 19-76).

70. Capabilities and Limitations

a. At full strength, the detachment provides-(1) Command, staff planning, administration, and supervision of battalion
operations.
(2) Supervision of battalion level supply,
organizational maintenance, and communications.
(3) Criminal investigation support within
the battalion area of responsibility.
(4) Supervision of and assistance to subordinate units in training, personnel
services, and administration.
(5) Operational planning for the battalion, including recommendations on
requirements and employment of
military police units and personnel.
(6) Operation of the battalion communications system.
(7) Planning, coordination, and operation
of aerial surveillance missions.
42

(8) Coordination of and participation in

rear area protection activities of the
battalion.
(9) Liaison with appropriate headquarters and agencies.
(10) An emergency successor control headquarters in the event of the destruction of a military police company
headquarters.
b. The detachment is dependent upon a
higher or supporting headquarters for mess
and personnel service support.
c. The unit is capable of defending itself and
its installations against hostile ground attack.
Individuals of this unit can engage in effective,
coordinated defense of the unit's area or installation.
71. Communications
In providing effective command and control
of the battalion, the detachment requires both
radio and wire communications.
AGO 6977A

a. Radio Communications. Radio is the principal operational communications means employed by the detachment. The organic radio
equipment of the detachment is adequate for
mission accomplishment in the majority of
situations.
b. Wire Communications. The organic wire

communications of the headquarters extend

and supplement the basic operational radio
communications. Tie-in with the area communications system and with the military
police brigade or ASCOM system facilitates
rapid wire communications throughout the battalion area of responsibility and with adjacent,
supported, and supporting commands. Teletypewriter equipment and facsimile devices are
provided this unit to receive and transmit high
volume, detailed or graphic information over
the same communications system.
c. Data Communications. This battalion has

organic data communications equipment

which provides the battalion with the capability to enter the theater army ADP system.
72. Employment
The headquarters and headquarters detachment, military police battalion, is employed in
the COMMZ to provide command and control
for its assigned military police companies. The
battalion is employed as an element of the military police brigade, ASCOM. The headquarters
and headquarters detachment provides the control headquarters for the assigned military
police companies. It may also act as the control
headquarters for other assigned and attached
units. The specific responsibilities and functions of the internal organizational elements
of the headquarters and headquarters detachment are discussed below:
a. Battalion Headquarters. The battalion

headquarters includes the personnel resources

for command, control, staff planning, and
supervision of the battalion and its subordinate
units. Included in this organizational element
are the battalion commander, executive officer,
and the normal administrative, operational,
and logistical staff officers. The executive officer supervises the activities of the headquarters and controls the liaison activities of the
AGO 6977A

battalion S3. The battalion serves as the battalion CBR officer in addition to his normal
duties. The S2 is also the battalion investigations officer. The battalion headquarters(1) Provides general administration support, including the coordination of
personnel service support for the battalion.
(2) Plans, coordinates, and supervises the
operations and training of the units
of the battalion.
(3) Prepares the necessary plans and
orders for implementation of missions
assigned to the battalion.
(4) Provides or arranges liaison, as required to(a) The military police brigade headquarters.
(b) The area support group headquarters.
(c) The military police group headquarters (when established).
(d) Appropriate civil law enforcement
agencies.
(5) Plans and directs the crime prevention and investigation operations
within the battalion area of responsibility.
(6) Coordinates and arranges the external
support of the battalion criminal investigation operations.
(7) Plans, coordinates, and supervises the
supply and maintenance activities of
the battalion.
(8) Plans, coordinates, and supervises
aerial surveillance activities of the
battalion.
b. HeadquartersDetachment. The headquar-

ters detachment includes a detachment headquarters and a number of staff sections as

discussed below(1) Detachment headquarters. The

de-

tachment headquarters provides command, training, unit supply, unit administration, communications service,
and mess support for the battalion
headquarters and headquarters detachment. It includes the detachment
commander, detachment sergeant, and
43

mess, supply, administrative, communications, and maintenance specialists.

(2) Si section. This section provides personnel and general administrative
support for the battalion headquarters and assigned and attached
units. It provides staff guidance and
supervision for the police operations
of the battalion and assigned companies in the areas of discipline, law,
and order; prisoners of war and
civilian internees; and confinement
of US military prisoners. It prepares
input to the S3 section for the preparation of plans and orders prepared by the S3 to implement the
mission assigned to the battalion in
the foregoing areas. The principal
staff assistant for the S1 section is the
adjutant/S1. He is assisted by a sergeant major and other enlisted personnel; administrative, legal, and
clerical assistants; and a law and
order sergeant.
(3) S2 section. This section provides staff
guidance and supervision in intelligence, criminal investigation, rear
area protection for the battalion and
assigned companies. It prepares input
to the S3 section for the preparation
of plans and orders prepared by the
S3 to implement the missions assigned
to the battalion in these areas. The
principal staff assistant for the S2
section is the battalion S2. He is assisted by a criminal investigation element with a polygraph capability
which operates in the battalion's assigned area of responsibility, an intelligence-investigations sergeant, and
clerical personnel.
(4) SS section. The S3 section provides

staff guidance and supervision for all

training of the battalion and assigned
companies, and indigenous military
and paramilitary police elements. It
coordinates the efforts of other battalion staff sections in their staff guidance and supervision of police operations of the battalion and its assigned
companies. From the input furnished
to it by the other staff sections, it
prepares plans and orders to implement missions assigned to the battalion. The principal staff assistant
for the S3 section is the battalion S3.
He is assisted by the assistant S3 and
operational, technical, and clerical
personnel.
(5) S4 section. The S4 section provides
general supply, services, and maintenance support for the battalion headquarters and coordinates this support for assigned companies. It
provides motor transportation for the
battalion headquarters and coordinates transportation for subordinate
units. It prepares plans for the administrative movement of the battalion.
It provides staff planning, supervision, and coordination of traffic control operations within the battalion's
assigned area of responsibility. It provides the S3 section with input for the
preparation of plans and orders for
traffic control within the battalion's assigned area of responsibility. It organizes and directs the operation of the
battalion traffic information and control center. The S4 is the principal
staff assistant for the S4 section. He is
assisted by a maintenance technician
and other supply specialists, clerical
personnel, and a traffic control
sergeant.

Section V. HEADQUARTERS AND HEADQUARTERS DETACHMENT,

MILITARY POLICE BATTALION (TEAM AD, TOE 19-500)
73. Mission and Assignment
a. The primary mission of the headquarters
and headquarters detachment, military police
44

battalion (AD), is to command, plan, supervise, coordinate, and control the operations of
two or more military police companies plus all
AGO 6977A

other assigned or attached units, including indigenous military and paramilitary police units.
b. In the COMMZ, one headquarters and
headquarters detachment, military police battalion (AD), is assigned to the ASCOM military police brigade for railway guard operations. In addition, one detachment is assigned
to each area support group headquarters to
provide for command and control of military
police services in the area support group.

(1) Command, staff planning, and control

of two or more military police companies plus other assigned or attached
units, which may include one or more
indigenous military or paramilitary
police units.
(2) Supervision of and assistance to subordinate units in the training, personnel services, administration, and

74. Organization
The detachment provides a small command
and control headquarters for the direction of
assigned and attached military police companies and comparable units. It includes the
number of personnel necessary for this direction
and is basically organized without component
organizational elements. In actual practice the
battalion commander tailors the unit to include
a battalion headquarters and headquarters detachment, the latter including a number of staff
sections as shown in figure 20.

(3) Operational planning for the battalion task organization, including

recommendations on requirements
and employment of military police
units and personnel.
(4) Coordination and supervision of the
operations of subordinate units.
(5) Operation of the battalion communications system.
(6) Coordination of rear area protection
activities.
(7) Liaison with appropriate headquarters and agencies.
(8) An emergency successor headquarters for a subordinate unit in the

75. Capabilities and Limitations

a. At full strength, the detachment provides -

IET
H

SI

DET
SI

SEC

HOSEC

supply.

2/3

SEC

S4

SEC

S2/S3 SEC

S4

SEC

Figure20. Organization,Headquartersand HeadquartersDetachment,

Military Police Battalion (Team AD, TOE 19-500).
AGO 6977A

45

event of the destruction of the unit

headquarters.
b. The detachment is dependent upon one of
the assigned or attached military police companies (or other unit) for mess and maintenance support. When separate mess and maintenance facilities are required, appropriate
teams of TOE 29-500 must be provided.
c. The unit is dependent upon a higher headquarters or other designated unit for personnel
service support. When such external personnel
service support is not provided, a personnel
section is required.
d. The detachment is capable of defending
itself and its installations against limited hostile ground attack. Members of this unit can
engage in effective, coordinated defense of the
unit's area or installation.
76. Communications
The headquarters and headquarters detachment, military police battalion (AD), requires
both radio and wire communications to accomplish effective command and control of the
battalion task organization.
a. Radio Communications. The battalion
headquarters employs radio as its principal
means of operational communications. The
organic radio equipment of the unit is adequate
for mission accomplishment in the majority of
the situations.
b. Wire Communications The organic wire
communications of the detachment extend and
supplement the basic operational radio communications. Tie-in with the area communications system and with the military police brigade or area support group system facilitates
rapid wire communications throughout the
COMMZ. Teletypewriter equipment and facsimile devices are provided this unit to receive
and transmit high volume, detailed or graphic
information over the same communications
system.
c. DataCommunications. The military police
battalion has organic data communications
equipment which provides the battalion with
the capability to transmit and receive data via
the area communications system.
46

77. Employment
a. General. In the COMMZ the headquarters
and headquarters detachment, military police
battalion (AD), is a subordinate unit of the
ASCOM military police brigade or the area
support group headquarters. The subordinate
units of this battalion task organization may
be of the same type (e.g., two or three military
police guard companies) or of functionally
different types (e.g., one escort guard company,
one guard company, and one physical security
company), depending upon the missions to be
assigned and the functions to be performed.
The detachment is illustrated in this manual as
controlling various kinds of task organizations as follows:
(1) A battalion consisting of functionally
similar units, i.e., military police
guard companies which are assigned
the railway security mission.
(2) A battalion consisting of functionally
different units and employed as part
of the military police support task
organization in support of the area
support group.
b. Responsibilities and Functions of Internal
Organizational Elements. The internal organization of the battalion headquarters and
headquarters detachment is established by the
battalion commander. The specific responsibilities and functions of the elements are discussed below(1) Battalion headquarters. The battalion
headquarters includes the personnel
resources for command, staff planning coordination, and supervision of
the subordinate units of the battalion,
i.e., the battalion commander, executive officer, and necessary operational,
administrative, and logistical staff.
The battalion executive officer coordinates the activities of the headquarters and makes the necessary arrangements for liaison with other
headquarters and units.
(2) Headquarters detachment. The battalion headquarters detachment includes a detachment headquarters
and three staff sections. The functions
AGO 696/A

of each of these elements are discussed

below:
(a) Detachment headquarters. The de-

tachment headquarters provides

command, training, unit supply, and
communications services for the
unit. The battalion adjutant/S1
serves as the detachment commander and the battalion sergeant
major serves as the detachment
sergeant. They are assisted by the
battalion supply sergeant (who also
serves as the detachment supply
sergeant) and clerical and communications specialists. The communications personnel operate the
battalion communications center
and message center.
(b) S1 section. The battalion adjutant/

S1, assisted by the battalion sergeant major, supervises this section

which provides general administrative support for the battalion headquarters and subordinate units.
(c) S2/S3 section. This section plans,

coordinates, and supervises the intelligence, rear area protection,

AGO 6977A

organization, operations, and training activities of the battalion headquarters and subordinate units. The
section prepares the plans and
orders necessary to implement the
missions assigned to the battalion.
The section includes the S2/S3 who
is the principal staff advisor to the
commander in all the functions of
the section. He is assisted by the
necessary operational, technical,
and administrative assistants.
(d) S4 section. Under the supervision

of the battalion S4, this section provides general supply and maintenance support for the battalion
headquarters and coordinates the
supply and maintenance support
for the subordinate units. Additionally, the section provides motor
transportation for the battalion
headquarters and coordinates the
motor transportation support for
subordinate units. The section includes the automotive maintenance
technician, a battalion supply sergeant who also serves as the detachment supply sergeant, a supply
specialist, and a clerk.

47

CHAPTER 7
OPERATIONAL ELEMENTS
Section I. REQUIREMENTS AND RESOURCES
78. General
a. Military police operational elements of
various sizes and numbers are required in the
COMMZ military police service to provide area
oriented, command headquarters oriented, or
function oriented military police support. Some
of the military police elements characteristically provide support of a broad or generalized
nature, i.e., embracing all or many of the functional areas of military police services, whereas others provide support on a functional
basis, i. e., support within a narrow specified
functional area.
b. These support elements are TOE units
specifically designed to provide either military
police support on an area basis, for a specific
headquarters or command, or on a functional
basis.

79. Units
The organization of the military police in
the COMMZ includes one or more of each of the
following military police units, each of which
is discussed in detail in a subsequent section of
this chapter:
a. Military Police Company (TOE 19-77).
b. Military Police Guard Company (TOE
19-247).
c. Military Police Physical Security Company (TOE 19-97).
d. Military Police Criminal Investigation
Detachments (TOE 19-500).
e. Military Police Confinement Detachments
(TOE 19-500).
f. Military Police Hospital Security Detachments (TOE 19-500).

Section II. MILITARY POLICE COMPANY (TOE 19-77)

80. Mission and Assignment
a. The basic mission of the military police
company is to provide military police support
within an assigned area of responsibility in the
COMMZ, to include(1) Traffic control.
(2) Circulation control of individuals.
'(3) Protection of designated property, installations, facilities, personnel, shipments, and movements.
(4) Enforcement of military laws, orders,
and regulations.
(5) Handling enemy prisoners of war and
civilian internees when required.
(6) Rear area protection activities.
48

(7) Route reconnaissance.

(8) Operation of checkpoints, traffic control posts, police patrols, and similar
posts and patrols.
b. The military police company is assigned
to the major military police headquarters of
the COMMZ, ASCOM, or area support group
headquarters.
(1) The company normally is attached to
the military police battalion headquarters and headquarters detachment (TOE 19-76) when performing
area military police missions.
(2) When .employed as a command headquarters support element, i.e., command post security, the company may
AGO 6977A

be attached to the headquarters element of the supported command.

81. Organization
As illustrated in figure 21, the company
consists of a company headquarters and three
military police platoons. The three military
police platoons are identical and include a
platoon headquarters and four military police
squads. The specific responsibilities and functions of the subordinate elements of the company are discussed in this section.
82. Capabilities and Limitations
a. When operating at full strength, the company performs the mission as set forth in paragraph 80, within its assigned area of responsibility. The specific capabilities of the unit
within selected functional areas include(1) Establishment and operation of twoman motor patrols, two-man traffic
control posts (TCP's), or combinations thereof, when the three military
police platoons are involved in no
other duties(a) Over a period of 12 hours of less24.
(b) Over a period of 12 to 24 hours--20.
(c) Over an extended period-17.
(2) Establishment and operation on a
continuing basis of two-man security

posts or patrols, one-man security

posts or patrols, or combinations
thereof, when the three military police platoons are involved in no other
duties(a) Two-man posts/patrols-17.

(b) One-man posts/patrols--34.

(3) Establishment and operation of up to
three 24-hour military police stations
as required.
b. The company provides its own unit administration, mess, supply, and maintenance.
It is dependent upon the battalion or other
headquarters for personnel service support.
c. The unit is capable of defending itself
and its installations against hostile ground
attack. Individuals of the company can engage
in effective, coordinated defense of the unit's
area or installation.
83. Communications
Radio is the principal means of communications used by the company in accomplishing its
assigned missions. Wire communications are
used to extend and supplement the basic operational radio communications of the unit.
a. Radio Communications. The organic radio

communications of the company are adequate

for mission accomplishment in the majority
of military police support situations.
b. Wire Commzunications. The organic wire

communications of the company tie-in with the

area communications system and the military
police battalion system. This facilitates rapid
wire communications throughout the company's
area of responsibility, and with adjacent, supported, and supporting commands and units.
c. Data Communications. This company,

when provided the proper equipment, has the

capability for entry into the automatic data
processing system. It will prepare certain reports for further transmission by the military
police battalion to the automatic data processing center.

Figure 21. Organization,Military Police Company

(TOE 19-77).
AGO 6977A

84. Employment
a. The company, when assigned to the ASCOM military police brigade or area support
49

group military police battalion, provides military police support within an assigned area of
responsibility. This company area of responsibility is ordinarily further divided into platoon areas of responsibility. The employment,
responsibilities, and functions of the component elements of the company are discussed
below:
(1) Company headquarters. The company
headquarters provides command, control, unit administration, supply,
maintenance, communications, and
mess for the company. It includes(a) A command and administration
element consisting of the company
commander, first sergeant, operations supervisor, and clerical and
other enlisted administrative personnel.
(b) A unit supply element consisting of
the company supply sergeant and
armorer.
(c) A unit motor maintenance element
consisting of a motor sergeant and
maintenance personnel.
(d) A communications element consisting of a senior radio mechanic, a
radio mechanic, and a field wireman. This element operates the
company communications system
on a 24-hour basis.
(e) A unit mess element consisting of a
mess steward, cooks, and a helper.
(2) Three military police platoons. The
three military police platoons are organized identically, i.e., a platoon
headquarters plus four military police
squads. The platoons execute assigned
missions as directed by the company
commander. Normally, the platoons
provide military police support within
an assigned area of responsibility;
however, they may be assigned functional missions rather than area missions, e.g., traffic control or physical
security. A platoon can operate semiindependently if augmented with
maintenance and mess personnel.
Specific functions of the component
50

elements of a military police platoon

are discussed below:
(a) Platoon headquarters. The platoon
headquarters is the command and
control element for the platoon. It
provides direction, supervision,
limited administration, and coordination of the supply and maintenance requirements of the military
police squads. In addition, it operates the platoon communications
system. The platoon headquarters
includes the platoon leader, platoon
sergeant, platoon clerk (who is the
police records clerk), and four military policemen. It is capable of 24hour operation of a military police
station or comparable operational
headquarters.
(b) Four military police squads. The
platoon organization includes four
identical military police squads.
The squad is supervised by a squad
leader (NCO) and includes an assistant squad leader, five senior
military policemen, and four military policemen. The squad operates
motor patrols, foot patrols, traffic
control posts, information posts,
security posts, checkpoints, and
similar patrols and posts as
directed.
b. The military police company is employed
to provide close military police support for the
headquarters of a major command in the
COMMZ.
(1) In the type employment of the
COMMZ military police organization
illustrated in figure 12, three such
military
police
companies
are
depicted. These companies are attached as command headquarters support units as follows:
(a) One company is attached to the
theater headquarters.
(b) One company is attached to the
theater army headquarters.
(c) One company is attached to the
theater army support command
headquarters.
AGO 6977A

(2) The employment outlined above is

merely one way in which the military
police company may be employed. Adjustments are made as dictated by the
military police support requirements
of the various headquarters concerned. For example, when the TASCOM inventory control center is
geographically separated from the
TASCOM headquarters, it may be
necessary for the military police company supporting the TASCOM headquarters to further attach an element
to the inventory control center headquarters.
(3) The military police brigade exercises

command, less operational control,

over those military police companies
attached to the various command
headquarters in the COMMZ. In such
case, operational control of the companies is exercised by the commander
of the supported command, normally
through the headquarters commandant.
(4) The employment, responsibilities, and
functions of the component elements
of the company are essentially the
same as those of the comparable elements of the military police company
when assigned as an element of the
military police battalion.

Section III. MILITARY POLICE GUARD COMPANY (TOE 19-247)

85. Mission and Assignment
a. The mission of the military police guard
company is to provide static guard services for
prisoners of war, civilian internees, military
prisoners, and others in confinement. It can
also perform security guard functions for fixed
or semifixed installations and facilities.
b. In the COMMZ, the military police guard
company normally is assigned to provide static
guard for the anticipated number of enemy
prisoners of war, civilian internees, and military prisoners. This unit is also assigned to
provide railway guard services to the transportation command of TASCOM.
86. Organization
The military police guard company is functionally organized to provide static security
guard services and includes a company headquarters, three guard platoons, and a machinegun section. The organization of the company
is shown in figure 22.
87. Capabilities and Limitations
a. When employed in the COMMZ for guarding, this company has the capabilities,of providing any one of the following:
(1) Guards for 15 two-man guard posts or
patrols for a stockade, prisoner of
war/civilian internee facility, or
other military installations.
AGO 6977A

(2) Guards for 5 railway security train

guard posts over 150 miles of railroad.
(3) Escort guards for 40 labor detail
guard posts for prisoner of war
camps.
b. The unit provides its own mess, organizational maintenance, administration, and unit
supply. It is dependent upon a higher headquarters or other designated unit for personnel service support and for external communications.
c. The guard company is capable of defending itself and its installations against hostile
ground attack. Members of the unit can engage
in effective, coordinated defense of the unit's
area or installation.
88. Communications
a. Wire Communications. The military police
guard company utilizes wire as its major
means of internal and external communications. Tie-in with the area communications system and the systems of higher and supported
headquarters facilities rapid wire communications necessary for mission accomplishment.
b. Radio Communications. The company has
a limited number of radios for short-range operational use. Radios include manpack and
helmet radios for guard and close-in patrol
purposes.
51

MACHINE GUN
SECTION

Figure 22. Organization,Military Police Guard Company (TOE 19-247).

89. Employment
a. In the COMMZ, the military police guard
company is a subordinate unit of the ASCOM
military police brigade, and normally is employed as an element of the composite battalion
for the purpose of providing railway security
to the transportation command. The company
may also be a part of the personnel command
military police task organization which is
discussed in chapter 10.
b. In the type military police brigade organization, these military police guard companies, assigned to a composite battalion,
normally are attached to the transportation
command.
c. The specific responsibilities and functions

of the subordinate elements of the guard company are discussed below:

(1) Company headquarters. The company
headquarters provides command and
control, unit administration, supply,
mess, and communications for the
company. It includes the company
commander, first sergeant, and mess,
supply, and clerical personnel.
(2) Three guard platoons. Each of the
three guard platoons consists of a
platoon headquarters and three
identical guard squads. Under the
supervision of the platoon leader and
platoon sergeant, the ten-man squads
perform security guard duties as
directed.

Section IV. MILITARY POLICE PHYSICAL SECURITY COMPANY

(TOE 19-97)
90. Mission and Assignment
The primary mission of the military police
physical security company is to provide close
physical security services for installations,
facilities, special ammunition, and field depots.
It can also operate as a rear area security force.
52

91. Organization
As illustrated in figure 23, the military police
physical security company is organized to include a company headquarters and three military police physical security platoons.
AGO 6977A

tion necessary for sensitive or critical

equipment and supplies.
b. The unit is particularly suited for employment as a rear area security unit; when so
employed, it may be assigned or attached to a
rear area operations center to provide(1) Route and area reconnaissance.
(2) Combat patrolling.
(3) Destruction of small hostile elements,
such as raiding parties, sabotage
teams, harassment parties, and guerrilla bands of company size or smaller.
Figure 23. Organization, Military Police Physical
Security Company (TOE 19-97).

92. Capabilities and Limitations

a. When employed at full strength, the military police physical security company provides-(1) Close-in motor patrols and fixed security posts in and around the activity
to be secured.
(2) Local and internal security for critical
operating areas and sensitive logistical installations to include the operation of specialized physical security
devices.
(3) Motorized escort and intransit security of high priority shipments and
critical movements, including off-road
shipments and movements.
(4) Control of the circulation of individuals in and around the secured area,
including the regulation of ingress
and egress at installations being
secured.
(5) Enforcement of military laws, orders,
and regulations in conjunction with
other activities.
(6) Liaison with the area military police
commander as necessary to coordinate
the internal and intransit physical
security requirements of logistical
units.
(7) Conduct of physical security surveys
to evaluate the adequacy of existing
safeguards and determine the protecAGO 6977A

c. The company provides its own unit administration, supply, mess, and maintenance.
It is dependent upon higher headquarters for
personnel service support and upon higher
headquarters or a supported unit for resupply
of all classes of supply.
d. The unit has the capability of detaching
platoons for separate physical security missions. Platoons so detached require mess support from the supported unit.
e. The unit has the capability of defending itself and its installations against hostile
ground attack. Individuals of the unit can
engage in effective, coordinated defense of the
unit's area or installation.
93. Communications
The military police physical security company employs both radio and wire communications in accomplishing its mission.
a. Radio Communications. Radio is the primary means of operational communications
used by the unit. Radios in this company include vehicular, manpack, and helmet radios.
Vehicular radios are employed for command
and control of elements operating in widely
separated locations and for in transit communications when providing escort for sensitive
movements. Other radios are necessary for the
vehicular and foot patrols employed on security duties.
b. Wire Communications. The unit requires
wire communications to supplement and extend
the basic operational radio communications.
Tie-in with higher and supported headquarters
wire communications system and with the area
53

system permits rapid and dependable wire

communications throughout the COMMZ. Teletype, facsimile, and digital data communications are provided by the nearest area signal
center.
94. Employment
a. In the COMMZ, the company is employed
to provide physical security services for logistical installations or facilities.
b. When employed as a rear security unit
(force), the company normally is attached to
the headquarters of the rear area operations
center.
c. The specific responsibilities and functions
of the subordinate elements of the company are
discussed below:
(1) Company headquarters. The company
headquarters provides the command
element and equipment for the unit

administration, operations, training,

unit supply, and organizational maintenance of the company. It is capable
of providing motor and communications maintenance support for independently operating platoons. The
company headquarters includes the
company commander, first sergeant,
and mess, supply, maintenance, and
administrative personnel.
(2) Three military police physical security
platoons. The unit includes three
identical physical security platoons,
each consisting of a platoon headquarters and three twelve-man physical
security squads. The platoon headquarters includes a platoon leader, a
platoon sergeant, a criminal investigator, and a light truck driver. Each
platoon provides up to three motor
patrols and eight physical security
posts.

Section V. MILITARY POLICE CONFINEMENT DETACHMENT

(TEAMS MA, ME, 4MF, MG, AND MH, TOE 19-500)
95. Mission and Assignment
a. The mission of the military police confinement detachment is to operate a confinement facility for U.S. military prisoners.
b. In the COMMZ, this military police confinement detachment is assigned to each area
support group to operate a local stockade.

b. When the confinement facility exceeds 40

prisoners, the detachment is dependent upon
local tenant (military) units to provide additional security guard services.

96. Organization
The internal organization of the military
police confinement detachment is determined
by the detachment commander with the approval of the higher headquarters to which assigned or attached. A type internal organization of the unit is illustrated in figure 24.

d. The detachment is capable of assisting in

defending itself and its installations against
hostile ground attack.

97. Capabilities and Limitations

a. When employed at full strength the detachment is capable of operating a temporary
confinement facility for approximately 40 military prisoners. This capability includes the
provision of command and administrative control and limited security guard services.
54

c. The unit is dependent upon higher headquarters or other designated unit for mess,
communications, medical service, motor maintenance, and personnel service support.

98. Communications
The military police confinement detachment
has telephone sets for internal communications
and for tie-in with the area communications
system. It also has public address equipment
for internal control of the confinement facility.
It is dependent upon higher headquarters, a
supported or supporting unit, or other designated unit for switchboard and additional communications facilities. It has no requirements
for radio communications.
AGO 6977A

AREA

SUPPORT
GROUP
STOCKADE

ADMIN
OVERHEAD
(TEAM MG)

GUARD
COMMANDERS
(TEAM ME)

I
CELLBLOCK
GUARDS

(TEAM MG)

TOWER

TURNKEYS

GUARDS

(TEAM
. I

(TEAM

MF)

MH)

Figure24. Organization,Military Police Confinement Detachment

(Teams MA, ME, 4MF, MG, MH, TOE 19-500).

99. Employment
In the COMMZ, the military police confinement detachment is a subordinate unit of the

area support group and normally is employed

as an element of the military police battalion
organic to the area support group.

Section VI. MILITARY POLICE CRIMINAL INVESTIGATION

DETACHMENT (TEAM LC, TOE 19-500)
100. Mission and Assignment
a. The military police criminal investigation detachment (Team LC) provides services
for the prevention and investigation of crime
among military personnel and other persons
subject to the Uniform Code of Military
Justice.
b. In the COMMZ, the military police
criminal investigation detachment (Team LC)
is assigned to the ASCOM military police
brigade.
101. Organization, Capabilities and
Limitations
a. The detachment is organized to include
AGO 6977A

a detachment commander (criminal investigation officer), 18 criminal investigators, and

other technical and administrative personnel.
b. When employed in the COMMZ at full
strength, the detachment is capable of providing criminal investigation support to military
police battalions or comparable organizations.
The detachments are primarily employed on investigations which transcend internal boundaries.
c. The detachment is dependent upon a
higher, supported, or supporting unit for supply, mess, maintenance, personnel service, and
wire communications support.
55

102. Communications
For operational communications, this detachment uses radio as the primary means. It
requires supplementary wire communications
provided by higher, supporting, or supported
headquarters.
103. Employment
a. In the COMMZ, the military police
criminal investigation detachment (Team LC)
is the principal unit for general criminal in-

vestigation and crime prevention support. In

the type COMMZ, one of these detachments is
assigned to the ASCOM military police brigade
for criminal investigation support in the
COMMZ. The detachment provides general support to the criminal investigation elements
assigned to the area support group military police battalions as well as other units in the
COMMZ without organic criminal investigation
support.
b. The detachment may be employed as an
element of the military police support task organization for other mission commands.

Section VII. MILITARY POLICE CRIMINAL INVESTIGATION

DETACHMENT (TEAM LA, TOE 19-500)
104. Mission and Assignment
a. The mission of the military police criminal
investigation detachment (Team LA) is to provide services required for the prevention and
investigation of crime among military personnel and others subject to the Uniform Code of
Military Justice.

prevention support for a troop population of

up to 8,000.
c. The unit is dependent upon higher, supported, supporting, or other designated headquarters for supply, mess, maintenance, personnel service, and wire communications support. During periods of peak performance, it
is also dependent upon higher or supporting
headquarters for clerical services.

b. The detachment is assigned in the

COMMZ, as required. In the type COMMZ, one
of these detachments is assigned to each military police battalion headquarters and headquarters detachment of the area support
group.

106. Communications
The unit has sufficient organic radio and telephone equipment to operate in the supported
military police battalion nets.

105. Organization, Capabilities, and

Limitations
a. The unit is organized to include two warrant officer criminal investigators, one assistant criminal investigator, and a clerk-typist.
b. When employed at full strength, the detachment is capable of providing direct military police criminal investigation and crime

107. Employment
In the COMMZ, the military police detachment (Team LA) is employed to provide direct
criminal investigation and crime prevention
support to a command or organizational element. In the type COMMZ military police
structure, the unit normally is employed to
provide direct support to the unit operating in
the area support group.

Section Vil. MILITARY POLICE HOSPITAL SECURITY DETACHMENT

(TEAMS IG, 2FD, AND 71C, TOE 19-500)
108. Mission and Assignment
a. The mission of the military police hospital
security detachment is to provide security and
limited police services to specified facilities of
the medical command.
56

b. In the COMMZ, the military police hosI . .~~~~~che

pital security detachment
is assigned to the
ASCOM military police brigade and attaclied
to a general hospital or convalescent center.
AGO 6977A

109. Organization
The hospital security detachment is composed of teams organized from TOE 19-500.
The internal organization of the military police
hospital security detachment is determined by
the detachment commander with the approval
of the military police brigade commander and
general hospital or convalescent center commander. A type internal organization of the
detachment is shown in figure 25. This detachment is made up of the following teams: Team
IG, hospital security platoon; 2 teams FD,
supervisory team; and 7 teams IC, dismounted
patrol teams.

110. Capabilities and Limitations

a. When employed at full strength, the detachment is capable of providing hospital security for general hospitals or convalescent centers. This capability includes the provision of
a supervisory element, desk and record service,
and several security posts or patrols to fixedtype hospitals on a 24-hour basis.
b. In addition to security duties, the dismounted patrol teams have the capability of
handling traffic control, law enforcement, and
escort functions within the hospital complex as
well as custody and control of hospitalized
prisoners and control of entry to and departure
from the hospital area.
c. The detachment is dependent upon higher
headquarters or the attached hospital or convalescent center for mess, communications,
motor maintenance, and personnel service support.

111. Communications
The military police hospital security detachment has a telephone set for tie-in with the
hospital or convalescent center switchboard.
Radios are assigned dismounted patrol teams
for communications between patrols and super-

TEAM IG

visor.
112. Employment

TEAM

IC

Figure 25. Organization,Military Police HospitalSecurity Detachment (Teams IG, 2FD, and 7IC, TOE
19-500).

AGO 677TA

a. In the COMMZ, the military police hospital security detachment is employed to

provide the hospital or convalescent center
commander with a trained police and security
element which performs those functions
indicated in paragraph 110a and b.
b. The security detachment commander is
the principal advisor to the commander on
security and police matters.

57

CHAPTER 8
PLANNING
113. Military Police Planning
a. The general aspects of combat service support planning are covered in FM 100-10 and
FM 101-5.
b. As indicated in chapter 4, planning for
military police activities in a theater of operations is a responsibility of the theater staff. In
the COMMZ, the TASCOM staff is charged
with the overall planning and integrating of
military police functions in coordination with
the staffs of the ASCOM, mission commands,
and field army.
c. Military police planning at all echelons is
a continuous process. Planning should be systematic and a routine operation that is clearly
and easily understood. The appropriate staffs
make continuing estimates of current operations and anticipate future courses of action
that will require military police support.
d. Military police planning should conform
to policies and directives of the commander.
In the absence of specific or pertinent orders
or directives and pending the approval of the
commander, planning is based upon assumptions that are consistent with sound judgment
and a thorough knowledge of the mission. Although, in the initial stages, some portion of
the plan may be based entirely upon assumptions, as additional information becomes available and as the estimate of situation changes,
corresponding modifications are made in the
plans.
e. A developed plan should be flexible, practicable, and thoroughly coordinated with other
staff sections. Requirements for manpower,
equipment, supplies, construction, communications, transportation, and similar factors are
essential and should be incorporated in the plan.
114. Requirements
a. General. Chiefs or directors of staff sec-

58

tions having assigned military police functions

are responsible for estimating their military
police requirements for an operation. Military
police specialists assigned to the staff sections
normally are required to prepare estimates
based upon assumptions and directions given
by the section chief or director. In this connection, the provost marshal assigned to the
ACofS Personnel section may, as directed; assist in coordination of the estimated requirements to insure compatability of requirements
and capabilities.
b. Units and Personnel.
(1) The situation and the mission generally determine the military police
units and personnel that are required
for the support of an operation. In
recommending military police requirements, military police staff officers
consider the(a) Capabilities of organic military police units.
(b) Additional military police support
required.
(c) Geographic, social, and political aspects of the area of operations.
(d) Military police requirements for
customs control, for handling prisoners of war and civilian internees,
and for supporting civil affairs.
(e) Use of civilians to augment or replace military police.
(2) Military police troop requirements
vary according to the type of operations. A method for computing troop
requirements is illustrated in the following example:
(a) Function. Traffic control.
(b) Work activity. Traffic control post.
(e) Work unit. Traffic control post.
Posts are operated on a continuing
AGO 9977A

basis, 24 hours per day, 365 days

per year, with 2 men on duty at post
location at all times.
(d) Performance standard. 48 manhours per traffic control post per
day.
(e) Productive hours per man per year.
2,496 man-hours. Based on 12-hour
shifts, 3,7'4 man-hours are available per man per year. Of this
total, 1,248 man-hours are nonproductive due to preparation for duty,
maintenance of equipment, briefing,
travel to and from posts, report'
writing, messing, debriefing, unit
displacement, casualties, non-MOS
military duties, and unmeasurable
MOS activities.
(f) Formula for determining authorization criteria.
Man-hours
Operational
required per X days per
post per day
post per year
Productive man-hours per man
per year
Number of direct
= workers required
to man one post

quired for the performance of military

police operations.
(a) Military police headquarters for directing military police operations.
(b) Confinement facilities for military
prisoners.
(c) Rehabilitation training centers.
(d) Facilities for prisoners of war and
civilian internees.
(e) Facilities for harbor patrols and
other special activities assigned to
the military police.
(2) The number, size, and location of the
facilities are determined by analyzing
such factors as the following:
(a) Assigned missions, e.g., enforcement, traffic control, and circulation
control of individuals.
(b) Estimate of military prisoners to
be confined.
(c) Estimate of prisoners of war and
civilian internees to be handled.
(3) In planning the location of military
police installations, every attempt is
made to consolidate activities that reduce administrative overhead and,
where possible, to use existing structures and buildings.

(g) Computation.
48 times 365
= 7 direct workers per post
2,496
(h) Authorization criteria. 7 military
policemen (direct workers) for each
two-man traffic control post.
(3) Additional guidance for computing
workloads for military police units is
contained in AR 310-32.
c. Equipment. The equipment required by
military police units to perform their mission
is determined by analyzing such factors as
the(1) Organic equipment of assigned and
other available military police units.
(2) Special equipment needs for riot control, harbor patrols, and handling
prisoners of war.

115. Effect of Policy on Planning

a. Since the policies of the commander include the commander's concept of operation,
they form the basis of the military police plan.
b. Command policies are formed after analyzing the directives of higher authority, the
information contained in strategic studies and
national intelligence surveys, the principles and
practices of international law, the requirements
of the military situation, and similar factors.
Policies should be complete and definitive, yet
broad in scope and flexible in application. Announcements of policies that are to be continued in effect without alteration.
c. Principal subjects of interest to the military police in the theater, which usually require a statement of command policy, are set
forth below:
(1) The people. The inherent rights of
men include those of order and government; therefore, immediate action

d. Facilities.
(1) The following facilities may be reAGO 6977A

59

is taken in any military operation to

restore and maintain order and to enforce law. Indigenous persons are not
subjected to unnecessary restrictions
or regulations, and are protected from
wrongs by military personnel.
(2) The government. The restoration and
maintenance of order and the enforcement of law are the functions of government that are of great concern to
the military police. Military courts
and provost courts may be established.
The supervision and maintenance of
prisoners may be required. The apprehension, detention, and disposition
of war criminals and persons who
have committed hostile acts may be
necessary. Controls may be established
regulating the right of assembly. The
establishment of controls may be required over the circulation of individuals, over the sale and disposition
of liquor and narcotics, over prostitution, and over refugees and displaced
persons.

gated), military police activities should be coordinated with civil affairs activities with regard to public safety. The military police function parallels and is complementary to the civil
affairs officer's function in the restoration and
maintenance of law and order.
b. Public safety is concerned with the security of the civil population of a country as it
affects the security of the Armed Forces and
the accomplishment of the military mission.
The security of the civil population is maintained by exercising control over civilian matters involving(1) Movements, political concentrations,
and similar public activities.
(2) Traffic, travel, and evacuation.
(3) Press and other public information
media.
(4) Prohibited items, including weapons,
munitions, and radio transmitters.
(5) Jails, prisoners, and internment
camps.
(6) Critical installations and facilities.
(7) Supply, procurement, and distribution
systems.
(8) Mediums of exchange, including
moneys and ration cards.
(9) Vice.
(10) Firefighting organizations.
(11) Civil defense organizations.

(3) The economy. An evaluation of economic controls should be made in order

to determine their effect on law and
order. Within the scope of economic
control or rehabilitation measures,
provision should be made for the prevention of black-marketing and for
the confiscation and disposition of
contraband. Property of the U.S. and
allied neutrals and aliens should be
protected and ownership established.
Captured supplies and equipment and
reparations material must be safeguarded. A conversion rate between
the local currency and that of the U.S.
Armed Forces should be established,
and the use of local currency by occupying forces must be controlled.
Provision should also be made for the
seizure of counterfeit moneys.

117. Physical Security Planning

In order to anticipate operational developments, security planning is carried out in advance of, and concurrently with, security operations. Security planning provides for
physical aids necessary to the security of installations and facilities, and for security units.
In planning for security, the military police
should consider possible security hazards,
breaches in security, losses, costs, and pertinent active, preventive, and corrective measures.

116. Planning in Support of Civil Affairs

a. Within the scope of the broad policy established by the theater commander (and the
theater army commander to whom the conduct
of combat operations and civil affairs is dele-

118. Security of Lines of Communications

In the planning for the utilization of military
police and indigenous military and paramilitary
police forces in the security of the lines of communications against overt and covert attacks

60

AGO 6977A

by the enemy and against actions by the indigenous population inimical to the movement of
supplies and materiel, -consideration must be
given to the following:
a. The effect of terrain and climate upon security operations.
b. The length of the lines of communications.
c. The means of protecting railroads, bridges,
tunnels, canals, pier facilities, ferries, arterial
highways, pipelines, tank farms, and pumping
stations.
d. The means available, including troop
equipment and capacities or routes to sustain
high speed travel, for the rapid movement of
reserves to critical areas by rail, highway, air,
or water.
e. The means of communications, particularly
radio equipment.
f. The methods employed in patrolling, including aircraft.
g. The evacuation of civilians from critical
areas.
h. Enemy guerrilla/partisan activity in the
area.
119. Planning for Rear Area Protection
Activities
a. Military police in support of counterguer-

AGO 6977A

rilla operations maintain close and continuous

liaison with counterintelligence units, civil
affairs units, indigenous police, and all other
local defense forces or agencies in order to facilitate the collection and exchange of information on guerrilla activities.
b. Counterguerrilla planning should provide
for(1) Familiarizing military police with the
command antiguerrilla policy and defense plan.
(2) Familiarizing military police with
guerrilla organization and operations.
(3) Executing active and passive defense
measures.
(4) Executing any special measures
ordered by the command for suppressing guerrillas (FM 31-16).
(5) Collecting and reporting information
on guerrilla activities.
(6) Collecting and reporting information
on the location, strength, and area of
responsibility of indigenous security
units and agencies.
(7) Collecting and reporting information
on the type and location of vital installations.
c. See also FM 19-45-1 (TEST), Rear Area
Protection.

61

CHAPTER 9
MILITARY POLICE OPERATIONS
Section I. INTRODUCTION
120. General
a. Military police operations in the COMMZ
require close liaison and coordination among
the staffs of the TASCOM, ASCOM, mission
commands, area support groups, and the field
army. Effective coordination, to insure responsive military police support, requires complete
understanding of the scope and methods of
military police operations within each command, and full knowledge of the interests that

other staff agencies have in military police operations.

b. Factors that affect military police operaticons in the COMMZ include(1) Type of warfare.
(2) Operational environment.
(3) Presence of large troop concentrations
in COMMZ.
(4) Number of prisoners of war retained
and civilians interned.
(5) Attitude of the civilian population.

Section II. LAW AND ORDER

121. Command and Staff Responsibility
a. The TASCOM commander has the overall
responsibility to establish and maintain law and
order in the COMMZ. He is assisted in the
discharge of this responsibility principally by
the ACofS, Personnel, whose staff includes military police specialists.
b. One of the principal missions of the TASCOM ACofS, Personnel, is to advise the commander and other staffs on matters pertaining
to military police activities and to exercise staff
supervision over the military police units assigned to maintain law and order within the
COMMZ area of responsibility.
122. Measures for Maintaining Order
Maintenance of good order and enforcement
of law may be classified asa. Preventive. Measures that are employed
to induce military personnel to develop habits
and attitudes conducive to obedience to and respect for authority. They are used to nullify
62

or to eliminate existing or potential causes of

violations.
b. Corrective. Measures that are employed
to deal with actual offenses and with major or
frequent offenders. They are used when preventive measures fail. They include apprehension, trial, and confinement or other punishment.

123. Prevention of Crime

a. A crime is an act or an omission of an act
prohibited or enjoined by law for the protection
of the common good and punishable by constituted authority.
b. A crime prevention program is instituted
in the command to reduce the incidence of crime
and to provide protection to the property and
person of each individual in the command. Any
effective crime prevention program must have
two distinct but fundamental aims.
(1) A strong preventive program aimed at
insuring that soldiers do not become
offenders.
AGO 6977A

(2) A corrective program that strives for

quick apprehension, trial, and disposition of offenders.
c. The commander implements the crime prevention program. All staff sections are generally concerned with discipline and the enforcement of orders and regulations. However,
the ACofS, Personnel, has military police specialists assigned who assist in the preparation
and execution of the crime prevention program.
d. The two most important aspects of a successful crime prevention program are(1) Crime prevention survey. This is an
examination and inspection of any or
all of the physical and geographical
features within, and adjacent to, a
military installation or facility in
order to determine the conditions that
may be conducive to crime. These
surveys discover beforehand the weakened safeguards that create opportunities for crimes and make recommendations to eliminate, or lessen, these
opportunities.

(2) Reports of investigation. Final reports

of investigation conducted by military
police criminal investigators should be
studied carefully to determine, if possible, the causative factors leading to
specific crimes. These investigations
often reveal the motives, or the needs,
that induced the offender to commit
the crime. Based on these motives,
training, recreation, religious, informational, and educational programs,
plus immediate dissemination of the
latest penalties meted out to offenders
by courts-martial proceedings, are designed to eliminate, or to lessen, the
motivation toward crime.
124. Enforcement
a. The basic purpose of enforcement is to encourage voluntary compliance by all military
personnel with laws, orders, and regulations.
Although enforcement, to have the necessary
deterrent effect, encompasses the frequent apprehension of violators, this does not imply that
its purpose is only in terms of violators apprehended. More important than the effect on
apprehended violators is the effect on potential
AGO 6977A

violators, who are apprised that enforcement

is in fact operative, and that laws, orders, and
regulations cannot be violated with impunity.
Enforcement best serves its purpose when the
greatest compliance with laws is effected with
the least amount of punitive action.
b. Selective enforcement is enforcement in
proportion to time, place, and type of violation.
Selective enforcement is logical and makes efficient use of personnel who are assigned on the
basis of distribution of predicted violations.
Such violations are based on past experience
and may be forecast with considerable accuracy.
c. Off limits is a means used to prevent military personnel from frequenting establishments
or areas that are sources of trouble. The military police make off limits recommendations to
the commander. Demolished towns, areas not
yet cleared of enemy resistance, areas without
adequate law enforcement protection, unsanitary locations, and similar places are usually
declared off limits to all except certain authorized personnel.
d. Curfew and pass regulations are enforced
by military police. When feasible, military police obtain the cooperation of civilian police and
local authorities in order that the closing and
clearing of civilian establishments may be more
readily effected.
e. Control of vice and the repression of prostitution is an established policy of the Department of the Army, and is applicable to all
oversea commands. No deviation from the
policy of repression is authorized. The military
police take appropriate steps to have all identified houses of prostitution declared off limits
to military personnel at all times, and extend
full cooperation to all governmental and civilian
agencies engaged in the repression of prostitution and the elimination of the sources of venereal infection (AR 190-90).
(1) In an oversea area where prostitution may be recognized as legal by the
indigenous government, the military
police normally enlist the aid of local
civil authorities in identifying houses
63

and areas to be placed off limits to

military personnel.
(2) Illegal trafficking in narcotics or intoxicants, gambling, and similar undesirable practices are eliminated or
controlled through the judicious use
of the off limits authority of the commander and close liaison with civil
police agencies (AR 600-20).
f. Riots, rebellions, or other types of mass
action prejudicial to occupation policy should
receive special attention. Coordinated plans
should be prepared in advance setting forth
the action to be taken, procedures to be followed, and the military police units and individuals to be responsible for preventing or
eliminating any disorders. Military police
should be informed of the likelihood of such an
outbreak and should be given sufficient instructions and training in order that they may be
utilized judiciously and effectively in quelling
any disturbance.
g. Black-marketing results from the scarcity
of necessities and luxury items brought on by
the destruction attendant to military operations, and serves further to destroy the local
civilian economy. This adds to the burdens of
the local government as well as the U.S. military
government. The military police are responsible
for the detection and elimination of, and the
apprehension of, military personnel participating in black-market activities.
h. Currency manipulation and counterfeiting
activities, such as those involving U.S. currency, military payment certificates, ration
cards, or identification credentials, are of concern to the military police. The military police
unit commander insures that military police
personnel are properly trained in the detection
of counterfeit articles and in the use of scientific means and mechanical aids for detection.
i. Fraternization of military personnel with
enemy civilians may constitute a serious security risk. Command regulations may prohibit
fraternization of military personnel with enemy
civilians, except in the performance of official
duties. Military police take appropriate steps
to enforce nonfraternization regulations.
j. Custom laws and regulations of the command are enforced by military police in support
64

of civil affairs. Military police may also supervise the enforcement of custom laws of the
indigenous government. This normally is accomplished by customs supervisory groups or
detachments, organized as TD units by order
of the theater commander. These units may be
composed of personnel drawn from other military police units and specially trained in the
operational procedures and techniques that are
employed in customs control. They normally
concern themselves only with military personnel and civilians subject to military jurisdiction
who enter or leave an area under U.S. control
through frontier crossing points.
k. Postal inspections by military police, in
support of Army postal units, may be required
in controlling the shipment of contraband articles to the U.S. by military personnel. This assistance may be rendered at all Army post
offices at ports in a theater of operations.
1. Traffic laws and regulations are enforced
by military police and encompass all military
police activities that relate to observing, detecting, and preventing traffic violations by personnel subject to military jurisdiction, and the
appropriate corrective action required. Traffic
enforcement provides the maximum deterrent
to traffic violations and should be administered
in a manner which does not restrict the free
circulation of traffic, but which does assure
maximum effectiveness in accident prevention.
m. A composite military police force, with
representation from each service in accordance
with its respective strength in the area, may be
established to provide effective and economical
police service in an area which large numbers
of personnel of the Army, Navy, and Air Force
frequent. Such a force is organized when it is
not administratively or operationally feasible
to charge only one service with full responsibility for policing the area.
125. Public Safety
a. Public safety measures are those measures
that are required for the maintenance of public
order in civilian communities. Public safety
includes the protection of persons and property;
it also includes fire protection.
AGO 6977A

b. The civil affairs function in public safety

is concerned with the restoration and the maintenance of order among, and with the protection of persons and property of, the civil population as these factors affect the accomplishment
of the military mission.

(4)

c. Public safety matters of joint interest and

responsibility to the military police and the
civil affairs authorities include-

(6)
(7)

(1) Circulation control of civilians through

traffic, travel, curfew, blackout, and
registration regulations.

(5)

(8)

(2) Refugees and displaced persons, including evacuation of communities.

(9)

(3) Political gatherings and other assemblies or activities, such as parades,

demonstrations, and rallies; and poli-

(10)

tical meetings masked as social gatherings.

Press, radio, and other mediums of
public information.
Prohibited items, such as weapons
and radio transmitters.
Critical installations.
Supply procurement and distribution,
i.e., rationing and the prevention of
pilferage, looting, and black-marketing.
Currency, including manipulation and
counterfeiting.
Vice, including prostitution, intoxicants, narcotics, and other potential
causes of crime and unrest.
Enforcement of nonfraternization directives, if applicable.

Section Ill. TRAFFIC CONTROL

126. General
a. The military police traffic control mission
in the COMMZ is one of major importance since
it provides the commander with the traffic control assistance required in moving scheduled
and unscheduled combat, combat support, and
combat service support vehicles and the unscheduled military and civilian movements connected with the circulation control of the civilian population.
b. The ability and the degree of efficiency
with which the military police perform this
mission will influence the commander's action
and decisions. To enable achievement of the
goal of precise traffic control, consideration
should be given to a number of influencing factors, which include(1) General geographical characteristics
of the area.
(2) Type of warfare.
(3) Width and depth of the COMMZ.
(4) Type of terrain.
(5) Intensity of combat.
(6) Enemy activity and specifically their
surveillance and guerrilla capabilities.
(7) Degree of air superiority maintained
by friendly forces.
AGO 6977A

(8) The effect of nuclear as well as conventional weapons.

(9) Weather and its effect on the existing
road nets.
127. Characteristics of Military Traffic
Military traffic consists of the planned movement of groups of vehicles on a common mission
or the independent movement similar to civilian
traffic, nonmilitary vehicles, animals, and individuals. Since military agencies are subject
to centralized control at all times, military
traffic is more readily controlled than civilian
traffic. Measures which are impracticable for
civilian traffic can be adopted, such as for
scheduled movements and movements under
blackout conditions.
128. General Principles
a. Traffic control is a command responsibility.
Efficient staff planning and coordination and
close cooperation between the military police,
appropriate staff agencies, and unit commanders are required for effective traffic control. The use of well-trained military police,
together with forceful supervision, is important in achieving uniform and effective traffic
control.
b. The basic principle of traffic control is to
65

exercise the minimum of control necessary to

permit the maximum flow of traffic necessary
to accomplish the military mission. In the combat zone, emphasis is placed on uninterrupted
movement. In the COMMZ, emphasis is placed
on safe movement.
129. Traffic Planning
Traffic planning is the progressive and continuous adaptation of road movements to the
changing needs of the tactical and service support situation. As a rule, the general plan of
traffic circulation and control is structured
around the supply and evacuation system, because supply and evacuation movements are
readily determined and are recurring. Troop
movements are superimposed on and are usually
given priority over supply and evacuation traffic
in accordance with tactical requirements. Effective traffic planning depends on planned movements and planned enforcement.
130. Traffic Circulation Plan
a. The traffic circulation plan is a plan for
routing all classes of movement over an area
road net, based upon traffic and load capacities
of roads and bridges, in accordance with tactical and administrative requirements.
b. The fundamental requirements of a traffic
circulation plan include(1) Flexibility and adaptability.
(2) Simplicity.
(3) Minimum restrictions.
(4) Alternate plans.
(5) Provisions for future operations.
(6) Necessary signal communications.
(7) Timely issuance of movement orders.
(8) Security.
(9) Trained traffic personnel.
c. The planning phase or planning procedure
requires the(1) Gathering of intelligence, such as
movement requirements, existing or
anticipated conditions, priorities, restrictions and limitations, and security
requirements.
(2) Estimate of the traffic situation.
(3) Preparation of a traffic schedule covering route assignments, time apportionment, priorities, and coordination.

(4) Determination of the necessary control

measures.
(5) Determination of protective measures.
(6) Classification of routes as to condition
control, and restrictions.
(7) Planning of communications.
(8) Preparation of necessary orders.
(9) Preparation of the traffic circulation
plan.
(10) Final review of the plan in detail to
assure that it fulfills the mission.
131. Traffic Control Plan
a. The traffic control plan, which is predicated
upon the traffic circulation plan, promotes uniformity in planning, coordination, supervision,
movement, and control of road traffic. The
effectiveness of traffic plans for circulation and
control is directly related to the adequacy of
traffic enforcement.
b. Standing operating procedures prescribing
uniform guidance greatly facilitate controlling
the movement of traffic. They may be based
upon, or may be part of, the traffic control
plan.
132. Organizational Control
Organizational control is that control a commander exercises when using a road to insure
compliance with rules of the road and traffic
regulations. Measures include prescribing
schedules, speed, spacing and routing, and enforcing discipline and local security.
133. Area Control
Area control is that control exercised over
highways within a given area of the COMMZ,
i.e., that area controlled by the ASCOM and
the area support group. Area control is superimposed on organizational control and is used
to the degree required to achieve orderly and
effective movement of vehicles over the highway system. Higher headquarters, such as
theater army, may extend the control by designating additional interzonal routes and establishing area-wide standing operating procedures for coordination of combat and COMMZ
highway movement. Area control is a command
responsibility usually under the staff supervision of the ACofS, Services or Movements.
AGO 6977A

134. Classification of Routes

Routes are classified according to the degree
of regulation and control imposed. By classifying routes the need for traffic control personnel may be reduced. The following designations may be used.
a. Open Route. An open route is one over
which a minimum of supervision is exercised.
Routine patrols operate over the route to enforce traffic control regulations, assist drivers,
provide information, and report road and traffic
conditions. Traffic may be controlled at intersections where traffic problems exist or where
the open route crosses or joins routes that are
being more heavily regulated and controlled.
b. Supervised Route. A supervised route is
one over which limited control is exercised.
Traffic control posts and patrols are used as
needed. Regulation of traffic is limited to the
scheduling of large movements. Organization
and area control is balanced according to the
availability of personnel and the existing traffic
control needs.
c. Dispatch Route. A dispatch route is one
that is fully controlled and regulated. Movement priorities and schedules are enforced according to movement schedules. Dispatch routes
may be necessary when the road net is limited
and the traffic is heavy. Traffic control by military police is necessary, but should be supported
by strict convoy discipline and driver supervision by commanders of moving units.
d. Reserved Routes. A reserved route is one
set aside for the exclusive use of a designated
unit or for the movement of a special type of
traffic. In order to deny unauthorized access
to the reserved route, routes that cross or join
the reserved route are usually posted with
traffic control signs, blocked, or controlled at
points of intersection with the reserved route.
A route may be reserved for a specific period of
time or on a more permanent basis. When an
acute need exists for such routes, they should
be reserved only after a careful evaluation of
existing alternatives. Reserved routes disrupt
traffic on all roads that intersect them; therefore, the benefit to be derived from them must
be carefully balanced against the disruption of
traffic on other roads and the loss of the use of
secondary roads. When established, they should
AGO 6977A

be used to the maximum extent for the entire

duration of their reserved status.
135. Control Methods
a. Traffic is controlled by(1) Point control.
(2) Patrols.
(3) Escorts.
b. These traffic control methods are supplemented by the maximum use of military route
signs and traffic information posts.
136. Military Route Signing
a. Military route signing is an essential aid
in effective traffic control. Route signs, when
properly constructed and posted, assist drivers
to reach their destination and can effect a sizable savings in the utilization of military police.
b. Military route signs should be uniform in
color, shape, size, wording, symbols, and lighting. They should be posted in a uniform manner and properly maintained.
137. North Atlantic Treaty Organization
(NATO) Standardization
Agreements (STANAG)
NATO STANAGs are of importance to military police commanders in their planning and
training missions. All military police performing traffic control functions must be knowledgeable in the agreements and fully understand
their effect on military police operations. See
FM 19-25 for details.
138. Traffic Accident Investigation
a. Traffic control and enforcement of traffic
regulations in each area within the COMMZ
include the handling and investigation of traffic
accidents involving military vehicles and persons subject to military jurisdiction.
b. Traffic accidents that occur in the COMMZ
are investigated thoroughly in order to fix responsibility and to provide detailed information
for traffic accident analyses that serve as the
basis for the elimination of control of accident
causes.

c. Procedures for handling traffic accidents

are related to the seriousness of the accidents,
the importance of restoring the flow traffic, and
67

the extent of responsibility for a thorough investigation by military police. Normally, military police make a detailed on-the-scene investigation and report, then the unit or column
commander assumes responsibility for making
additional investigations and reports required
by Army regulations.
d. The normal procedure for military police
in handling and investigating a traffic accident
includes providing first aid, arranging for evacuation of the injured, reducing traffic hazards
or obstructions, reestablishing traffic flow, recording detailed facts and statements necessary
for the completion of the report of investigation, assisting the driver to complete the accident report form, clearing the scene of the
accident, and submitting a completed report of
investigation.

e. Detailed studies should be made periodically of vehicle accident investigation reports of

a command and of all subordinate units. Aids
that can be used to conduct traffic studies include an accident location map showing high
accident frequency locations, an accident location file for use as a cross-reference and to supplement data not readily shown on the accident
location map, and charts and graphs portraying accident incidences, causes, and locations.
The purpose of the studies is to eliminate and/
or control the causes of accidents through the
determination and application of preventive
and corrective measures. For a more detailed
discussion of traffic accident investigation, see
FM 19-25.

Section IV. CONTROL OF CIRCULATION OF INDIVIDUALS

139. General
a. During hostilities, the control of the circulation of individuals in the COMMZ is necessary
to the security and successful mission accomplishment of military operations and military
installations.
b. Three agencies act in concert to restrict
the movement of individuals whose circulation
may be inimical to the accomplishment of the
military mission.
(1) Military police. The military police
enforce command orders and regulations for the control of the circulation
of military and civilian persons, assist
in the application of counterintelligence measures, and assist in controlling the movement of refugees.
(2) Civil affairs. Civil affairs exercises
travel control over civilians in order to
prevent interference with the military
effort and disruption of the civilian
economy.
(3) Intelligence Corps. The Intelligence
Corps exercises travel control over individuals in order to detect treason,
sedition, subversion activity, and disaffection, and to detect and prevent
espionage and sabotage.
68

140. Circulation Control of Members of

the Military Establishment
a. Military police control the circulation of
members of the Military Establishment for the
purpose of(1) Enforcing laws, orders, and regulations.
(2) Maintaining order and discipline.
(3) Apprehending deserters and personnel
absent without authority.
(4) Suppressing crimes among and against
personnel of the Military Establishment.
(5) Suppressing vice.
b. Military police control comprises observation and enforcement through patrols, checkpoints, and control points. Military police action
includes enforcing measures for identification
and registration and enforcing pass regulations.
c. In controlling circulation, a thorough examination of the means of identification and
authorization may be required in order to establish such facts as(1) The identity of the bearer.
(2) The authenticity of the authorization.
(3)The time and locality limitations prescribed.
AGO 6977A

d. Military police patrols may frequently be

given the sole mission of checking identification
and authorization. A thorough canvass may be
conducted in an area, when necessary, in order
to examine identification documents.
e. The military police may be required to
plan for and establish a system of registration
for the identification of personnel and the issuance of passes or permits. For example, a registration system normally is maintained in a
military installation or other area under military jurisdiction for all motor vehicle operators who have access to the installation or area,
as well as for all civilians, either employees
or visitors.
f. The military police may be charged with
the supervision of the identification and registration of certain civilians, such as employees
of the occupying forces, or applicants for such
employment.
g. Both during the combat phase and after
the cessation of hostilities in the area, military
police exercise direct control of the circulation
of all persons accompanying or serving with the
Armed Forces, including correspondents, photographers, technical observers, and Red Cross
personnel who carry credentials issued by the
Department of Defense, Army, Navy, or Air
Force. The right of such persons to travel normally is endorsed by the means of passes that
are issued by the theater commander.
141. Circulation Control of Local Civilians
a. Circulation control is established or maintained upon the occupation of hostile territory
in order to prevent looting and pillage, to apprehend wanted persons, to neutralize guerrilla
activity, and to maintain order pending the reestablishment of civil law enforcement agencies.
b. After the reestablishment of civil government, controls on circulation may be continued
or extended. In the COMMZ, military police
assist civil affairs and Intelligence Corps personnel in circulation control of local civilians
for the purpose of(1) Security against espionage, sabotage,
sedition, and subversive and treasonable activities.
(2) Security against infiltration by enemy
AGO 6977A

troops and guerrillas or paramilitary

organizations.
(3) Prevention of movement by civilians in
such a mass and along such routes as
to impede troop movements.
(4) Restricting movements of individuals
whose activities may disrupt the economy of the occupied area.
c. Factors that require consideration in establishing regulations for controlling the movement of civilians include(1) The degree of freedom of movement to
be permitted civilians in an active
theater.
(2) The classes of civilians whose travel or
circulation should be restricted.
(3) The control measures to be applied.
(4) The personnel available for enforcement.
(5) The coordination necessary between
the agencies issuing the means of identification or the travel authorization
and the enforcement agencies.
(6) The frequency and nature of changes
in identification.
(7) The times and circumstances of expanding or removing controls.
d. Measures for the control of the circulation
of civilians during hostilities may include(1) Curfews, restricted areas, no-passage
lines, control points, and roadblocks.
(2) Policies requiring civilian inhabitants
to remain near their homes.
(3) Relocating refugees nearest their point
of initial collection.
(4) Evacuation of inhabitants, where
necessary.
e. Military police control is exercised by
motorized patrols and traffic control posts. The
posts and patrols work in conjunction with intelligence security control posts.
f. Military police assist civil affairs, when
necessary, in evacuating civilians by enforcing
movement orders, controlling foot or vehicle
movements, and maintaining order at refugee
clearing stations and, where necessary, in refugee camps.
69

g. Indigenous police, under the supervision

of military police or civil affairs, may be used
to enforce travel regulations in the COMMZ.
142. Border Control
a. Control of the circulation of individuals,
both military and civilian, is exercised at international borders. Border control is maintained
for reasons of security, customs and tariff enforcement, protection of the civilian economy,
and apprehension of criminals, absentees, and
persons of intelligence interest. It is maintained
through the establishment of authorized road or

rail crossing points, border patrols, control

posts, and, if feasible, liaison with authorities
of neighboring countries. Prohibited or restricted zones may facilitate the control of circulation at borders. Military police may be required to operate control posts and border
patrols and to supervise crossing points.
b. In border control, as in all phases of circulation control of individuals, military police
normally coordinate with civil affairs and intelligence operations, and indigenous police as
appropriate.

Section V. PHYSICAL SECURITY

143. Responsibility
a. The TASCOM commander is charged with
the overall responsibility to insure that appropriate physical security measures are taken in
COMMZ to keep the loss of supplies, equipment,
and materiel through acts of sabotage, fire, and
pilferage to a minimum. He delegates the responsibility for the conduct of physical security
operations to the subordinate commanders.
b. Normally the ACofS, Security, Plans, and
Operations, has staff interest in the execution
of plans, policies, and procedures pertaining to
the investigation, enforcement, and crime prevention aspects of physical security. His interest in security is related to the prevention of
unauthorized entry; the control of entry; the
circulation and exit of authorized personnel
and vehicles and materiel control procedures;
the enforcement of laws, orders and regulations
by means of military police and civilian guard
services, perimeter barriers and approach
areas, protective lighting and alarm systems,
and pass and badge systems; the conduct of
military police activities in law. enforcement;
and the prevention and detection of crime. He
has staff responsibility for the physical aspects
of security which involves criminal investigation operations, crime prevention surveys, military police operations, and the conduct of surveys to establish the need for, or to determine
the effectiveness of, those physical security
measures identified above.
c. Close cooperation and coordination between intelligence personnel and military police
70

at all echelons is mandatory in the establishment of an effective command security program.

Those aspects of security in which the intelligence officer has primary staff interest involve
counterintelligence operations, counterintelligence surveys and inspections and the protection of classified defense information.
144. Physical Security Program
Each commander is responsible for initiating
a detailed program to establish methods of safeguarding by physical means. This program requires careful and continuous study of physical
security problems, potential hazards, physical
layouts and arrangements, available mechanical
and other physical security aids, and coordination and cooperation to be expected from other
forces in the area.
145. Physical Security Plan
Subordinate commands of TASCOM publish
security plans based upon the TASCOM security directive. Each subordinate command
insures that these plans provide for proper and
economical utilization of personnel, be flexible
to permit timely changes for meeting emergencies, and contain as a minimum the following:
a. Geographical outline of security area.
b. Description of physical barriers.
c. Procedures to control the movement of personnel and materiel.
d. The protective lighting system utilized.
AGO 6977A

e. The protective alarm system.

f. Description of key control system.
g. The guard organization.
h. The protective communications system and
alternative system.
i. Installation maps, sketches, and diagrams.
j. Emergency plans for fire, storm, riot, and
other contingencies and what guard reinforcement will be available.
k. The duties of security personnel, to include
copies of individual guard post orders.
146. Physical Security Personnel
Personnel detailed to perform security duties
include military police units, other service or
combat troops, or civilian guard personnel.
These personnel should be thoroughly briefed
on their duties and fully capable of carrying
them out.
147. Physical Security Surveys
a. The military police organization in the
COMMZ provides each commander with the
capability to conduct physical security surveys
or to have this service performed by units available to the higher commander.
b. Physical security surveys are on-site examinations to determine the adequacy of existing safeguards, to identify deficiencies or excesses, and to serve as a basis for the activity's
physical security operations plan.

on recommendations contained in the previous

surveys.
148. Security Areas
Security areas are physically defined areas
containing a security interest, such as special
ammunition and components of special weapons. These areas involve different degrees of
security interest depending upon the security
classification of the materiel in storage and
property required for the continued operation
of the activity. In order to provide an effective
and efficient basis for applying physical security
protective measures, degrees of restrictions of
access and control of movement, and type of
security required, three types of security areas
may be established: exclusion, limited, and
restricted.
149. Protection of Security Areas
Physical security equipment is to assist military police who are assigned to guard security
areas. Guard monitored intrusion detection
alarm systems, together with appropriate wire
fencing and a communications net that connects
all security posts with military police headquarters, are measures that enhance the effectiveness of the security effort. A definite procedure is established with specific written
instructions for security guards pertaining to
authorized ingress and egress.

c. Physical security surveys are conducted

at each depot, storage area, installation, or
other activity where a need exists to determine
and classify the areas of security interest.
Physical security surveys critically evaluate
those items enumerated in the physical security
plan and make specific recommendations toward increasing the effectiveness of the overall
physical security program.

150. Security of Nuclear Weapons and

Ammunition
a. In Depots. Military police are attached
and/or assigned to units that have a mission
to receive, store, and issue nuclear weapons and
ammunition. Mobile and stationary posts are
established at the depot and storage areas for
circulation control of individuals in accordance
with the defense and local security plans developed by the depot commander and in compliance with the TASCOM security directives.

d. The information developed by the physical

security surveys is of significant value to the
commander in preparing, revising, and keeping
current the physical security plan for the installation or activity.
e. A followup physical security survey is conducted, if required, indicating the action taken

b. In Transit. Special weapons cargo movements require considerable coordination among

various headquarters, staff officers, and units.
An officer courier is assigned to accompany and
be the responsible coordinator for each shipment. Coordination is limited to those individuals having a definite need-to-know due to

AGO 6977A

71

the sensitivity of the cargo. Upon notification

of a shipment, the supply and maintenance
command provides the military police brigade
commander of ASCOM with pertinent data
that includes date and time of shipment, mode
of transportation, and points of arrival, departure, and destination. With this information,
the military police brigade commander coordinates the military police physical security
requirements with the appropriate subordinate
military police unit commanders. Shipments of
special weapons cargo arriving in the theater
destined for a special weapons depot in COMMZ
may require physical security protection from
point of entry to final destination. The military
police at the port or terminal provide the required close-in security until the shipment is
removed from their area of responsibility.
Normally, this is done by the military police attached to the receiving depot or as directed by
the higher command.
151. Security of Supplies
a. In Transit.
(1) The security of supplies in transit is
a normal function of the carrier agencies. The military police, however,
may be required to plan the security
of supplies in transit, particularly
when military police or security guard
personnel are employed. The determination of the necessity for guarding
the various classes of supplies while
in transit and to provide adequately
trained guards for the safeguarding
of such shipments are the responsibilities of the shipper.
(2) Security operations for supplies in
transit are classified as to type, i.e.,
railway security, port security, convoy
security. Each type has security problems peculiar to the carrier or the
transport method involved.
(3) The amount or degree of security required for supplies in transit will vary
transport, the economic conditions in
the area, and the enemy capabilities
to attack or to employ guerrillas or
saboteurs.
b. In Storage.
(1) The security measures that are appli72

cable to the security of supplies in

storage are related to the nature of
the materiel stored, the geography of
the area, the economic or political
situation, the potential enemy action,
and the available logistical support.
(2) The degree of protection required may
vary with the property and installation, as well as with the activities or
areas within the installation. To provide for differentiation and, at the
same time, to facilitate and simplify
security, appropriate restrictions, controls, and protective measures are applied. In some installations, entire
areas or activities may require only
one type of protection; in other installations, specific activities or areas
may require additional protection,
such as the segregation, compartmentalization, and multiplication of
protective measures.
152. Prevention of Pilferage
a. The pilferage of government property adversely affects military operations by creating
shortages. Pilferage may range from the stealing of candy bars to the stealing of the largest
items that can be taken by organized offenders.
b. Maximum control is exercised and selective measures may be used to protect highly
pilferable cargo; e.g., supplies that are in local
demand on black markets or are immediately
useful to individuals and their families. Food,
medical supplies, automotive spare parts, POL,
and clothing are common targets.
c. Pilferage is controlled by coordinating
traffic enforcement, circulation control, and
physical security measures. Pilferage may be
prevented or suppressed by(1) Continuously observing loading and
unloading of supplies. Pilferage occurs
most frequently where supplies are
loaded or unloaded. During unloading
from ships, railroad cars, or trucks
to other carriers or to storage, cargo
handlers (military or civilian) may
attempt to pilfer case lots or the contents of broken cases.
AGO

977?A

(2) Guarding stored supplies. Storage

areas, fences, and walls should be
checked frequently by foot and/or
motor patrols.
(3) Controlling circulation of individuals
and vehicles in warehouses and depot
areas. Circulation control measures,
including the use of gate guards and
restricted areas, reduce opportunities
for contact between unauthorized persons and personnel engaged in handling or protecting supplies.
(4) Searching personnel who handle supplies. Military police may search persons and their vehicles on Army
installations if the installation commander approves such searches and,
if applicable, the persons concerned
have been advised in advance that
consent to search is a condition precedent to entry upon the installation.
Periodic searches usually tend to deter
pilferers. Search personnel should be
trained in the methods of systematically searching persons and vehicles.
They should also know the limitations
of their authority. Close supervision
of search operations is required.
(5) Using military police patrols, sentry
dogs, and physical security safeguards.
Fences, walls, protective lighting,
locks, and other physical security safeguards should be installed to decrease
the need for military police and guard
personnel. (For added discussion on
physical security of military and industrial installations, see AR 380-20,
AR 380-130, AR 380-131, and FM
19-30.)
153. Railway Security
a. Military police units involved in railway
security may be attached or assigned to a major
transportation railway command, or they may
be a unit of the area military police. Railway
security may be performed by special guards
detailed to such duty by commanders during
organic rail movements, by selected military
police units within an area, or by functional
military police units.
AGO 6977A

b. Military police security units are usually

allocated on the basis of one battalion to each
transportation railway group or one company
to each railway operating battalion. The organization and strength of military police security units will, however, vary widely according to the service support situation, rail
network, pilferage rate, distance between supply points, and type and amount of goods transported.
c. Military police railway security measures
are limited mainly to a defensive posture on
rolling stock and marshalling yards, but do not
extend to warehouses or other storage facilities.
154. Water Terminal Security
a. Except when expressly indicated by higher
command, from the time military cargo arrives
in a water terminal until it leaves, the security
of the cargo at the terminal is the responsibility
of the terminal commander. The commander
of the terminal delegates responsibility for
cargo security to subordinate officers of his
command, as circumstances require.
b. The ASCOM military police brigade commander coordinates the security plans with the
commander of each terminal operating activity
responsible for the storage, processing, or
movement of cargo through the terminal. The
military police assist in the preparation of
plans that cover the prevention of pilferage.
The military police commander may supervise
the guard forces that are assigned to the terminal including the civilian guard force.
c. A cargo security officer may be appointed
by the terminal commander to forestall mishandling and pilferage of Government cargo
aboard a vessel at a terminal from the time of
arrival until it leaves, to report damage and
pilferage, to make recommendations for preventing such losses, and to deliver special cargo
entrusted to his care to the proper receiving
officer.
155. Water Terminal Security Guards
Security guards are provided by the terminal
commander from personnel of his command
such as73

a. Personnel of the Armed Forces on duty

at the terminal.
b. Civilian guards.
156. Water Terminal Guard Force
a. The guard force is the key to the successful maintenance of security.
b. Guard posts are stationary or walking, depending on the type of supplies and cargo on
the wharves, the types of ships, and the location and nature of the posts.
c. Gate guards check passes and badges of all
individuals entering or leaving the terminal
facilities; issue and check badges of authorized
personnel entering or leaving restricted areas
in the terminal, such as piers, wharf sheds,
vessels, and ammunition areas; search bundles
and packages taken from the area; examine trip
tickets and "tally-outs" of cargo vehicles; control vehicle, railroad, and pedestrian traffic; and
direct persons without proper passes to the
identification section.
d. Pier and beach guards may be assigned to
stationary posts and limited to guarding certain areas containing cargo or they may be
assigned to walking posts.
e. Guards on the piers check badges, observe
longshoremen, keep on the alert for evidence
of pilferage or tampering, and assist or relieve
pier guards. Guards watch for small boats approaching the wharves. They check for proper
identification of persons on board who desire to
enter the pier or to board any vessel docked at
the pier. Guards should have ready access to
firefighting equipment; they should maintain
constant vigilance for fires under piers and
heavy accumulations of oil next to pilings.
f. Off-shore guards, on stationary or walking
posts, cover the harbor or stream end of
wharves. They watch for trespassers in boats.
They notify the officer of the day or the sergeant of the guard of the approach of a cargo
vessel in order that gangplank and ship guards
will be on hand when the vessel docks.
g. Gangplank guards control longshoremen,
terminal personnel, crew, and ship handlers
boarding and leaving a vessel.
h. Hatch guards are posted in cargo hatches
74

where longshoremen load or unload cargo.

Hatch guards stay on the same level as workmen, when possible, and report on damaged
cargo and evidence of pilferage and sabotage.
157. Personnel Identification and Control
a. A bureau for the issuance of identification
cards must be established at a convenient location within an installation.
b. Positive identification of individuals must
be established prior to the issuance of identification cards. The cards must bear a definite
expiration date. They should be renewed upon
expiration; revalidated by stamping, notation,
or other easily distinguishable method; or reissued at frequent intervals.
c. All visitors should be registered, cleared
by proper authority, and issued temporary identification cards instantly distinguishable from
permanent cards. Wherever necessary, a visitor
may be escorted to and from his destination.
A temporary identification card must be surrendered by the holder when he leaves the installation.
d. For security purposes, it is necessary to ascertain the contents of packages carried in or
out of a terminal or storage area. Packages or
lunch pails carried by employees or visitors
leaving the installation should be examined
carefully. Whenever possible, a checkroom
should be provided at the gate of an installation
for employees or visitors to check packages.
158. Entry and Exit Control
a. Separate gates or entrances should be provided for "in" and "out" traffic, both vehicular
and pedestrian. Double entrances or exits, permitting both vehicular and foot passage, may be
used to reduce the number of gates, to economize on guard personnel, and to expedite movement. However, by limiting all foot passage,
both "in" and "out," to a single opening, such
as a gate or turnstile, maximum supervision is
obtained and pass control is simplified. All
traffic should be required to pass a checkpoint
in a single line.
b. In large operations, where physical conditions permit, the overall control plan will(1) Permit traffic to proceed in an even
and uninterrupted flow.
AGO 697TA

(2) Segregate different types of traffic,

such as vehicular and foot traffic.
(3) Designate separate gates for incoming
and outgoing convoys.
159. Mechanical Devices
Mechanical equipment and devices are of
value in securing supplies in storage. Internal
construction and devices, such as fences, door
locks, and bars, should be designed to keep
trespassers out and to prevent the unauthorized
removal of property. Electronic devices, such
as the photoelectric cell, inspectoscope, audible alarm system, and ultraviolet fluorescent
mineralight, may be used to augment security.
Caution: Use of an inspectoscope requires
approval of the surgeon as it constitutes a
radiation hazard.
160. Investigation and Apprehension in
Security
a. The early apprehension and speedy conviction of pilferers act as deterrents to pilferage.
Investigations should be conducted by accredited military police investigators who are familiar with the terminal operation.
b. Guards who discover evidence that is connected with larceny or black-marketing should
immediately report such evidence to their superior.

161. Convoy Security

Measures necessary for the security of supply convoys against loss or pilferage include a
comprehensive security program and an adequate security force that is well trained. These
security measures can be grouped into the following general categories:
a. Preventive Measures. Basic preventive
measures in convoy security include(1) Denying access by unauthorized persons to trucks and to loading and unloading areas.
(2) Holding operating personnel responsible for the security of supplies in
transit.
(3) Fully utilizing all facilities available
in the prevention of pilferage.
b. Corrective Measures. Basic corrective
measures in convoy security include(1) Apprehending pilferers in illegal possession of U.S. Government property.
(2) Insuring thorough and complete investigation of all incidents of pilferage
and immediate apprehension of those
concerned.
(3) Recommending changes in the security
guard force and the rearrangement of
facilities, when results of investigations indicate such changes are advisable.

Section VI. CRIMINAL INVESTIGATIONS

162. Matters Requiring Investigative Action
The investigation of crimes and offenses is
required in the maintenance of order and the
enforcement of laws and regulations. A matter
requiring investigative action may be classified
according to the gravity of the offense, i.e., as
a felony or a misdemeanor, or it may be classified as a military offense or a common crime.
Other classifications frequently used are
offenses committed against property of the U.S.
Government, crimes committed by military personnel or other persons subject to military law,
crimes committed against such persons, and
traffic accidents.
AGO 6977A

163. Criminal Investigation

a. The TASCOM and ASCOM ACofS, Personnel, exercise overall staff supervision over
criminal investigation activities within the
COMMZ. The military police brigade commander is responsible for providing investigative aid and assistance to all elements of the
command, for assigning duties to military police
criminal investigators within the command, and
for the use of scientific investigative equipment,
such as the polygraph. The area support group
commander, through his organic military police
battalion, provides the same services, except
polygraph, to the elements of the area support
group.
75

b. Accredited criminal investigators are experienced personnel and specially trained for
the investigation of crimes, incidents, and misconduct requiring the application of highly developed investigative skills and techniques.
Commanders may direct that they conduct
crime prevention and physical security surveys
for the purpose of determining the conditions
and undesirable elements existing within an
installation or a command.
c. Criminal investigators do not investigate
espionage, sabotage, subversive activity, disloyalty, treason, sedition, or similar matters
that are the functions of intelligence, unless
directed by competent authority. At the direction of competent authority, offenses embodying
criminal as well as intelligence aspects are
jointly investigated by CID and intelligence
personnel.
d. Criminal investigation detachments are assigned to each command where a need for their
services exists. These detachments are organized as prescribed in TOE 19-500. This cellular
TOE permits modification of detachments to
meet support requirements. Generally, the size
of a detachment is determined by the troop

strength of the command being supported (FM

101-10).
e. The responsibility for criminal investigation normally is decentralized. This is accomplished by attaching or assigning military police criminal investigation detachments to
subordinate headquarters of TASCOM. Decentralization does not relieve the military police
commander of a higher echelon of command for
providing investigative assistance to a lower
echelon of command, when required, or of the
responsibility for assuming complete control of
an investigation when so directed.
f. A crime laboratory under the personnel
command is maintained to support the military
police criminal investigation detachments
throughout the theater and to perform scientific
chemical analysis, firearms identification, documents examination, and fingerprint analysis.
g. In oversea theaters, investigations of serious crimes and incidents in the COMMZ may
be complicated by language difficulties. In
these areas where language specialists are required, language capability teams (TOE 19500) are assigned to the headquarters, the
military police battalion, or to the criminal investigation detachment.

Section VII. CONFINEMENT AND REHABILITATION

164. Responsibilities
a. In the COMMZ, the commander of the personnel command responsible for the implementation of overall policies and directives of the
Department of the Army and theater headquarters relative to the confinement, administration, and rehabilitation of military prisoners,
except for those local stockades operated by
each area support group.
b. His responsibilities normally include but
are not limited to(1) Keeping the commander advised on
all policies and procedures affecting
military prisoners.
(2) Planning, in coordination with the
appropriate staff agencies, all aspects
of the confinement program.
(3) Inspecting the confinement facilities
of the command to insure that policies
76

and procedures are being properly

implemented and to assist the area
support group military police in problems relating to confinement.
(4) Periodic review of the training program for custodial personnel and the
prisoner employment and retraining
program.
165. Facilities
a. Stockades. Stockades are established and
maintained in the COMMZ as places of confinement for military prisoners, and are organized
to administer to their custody, control, and
correctional treatment. Emphasis is placed on
correction and rehabilitation, and restoration to
duty. In the COMMZ, the personnel command
operates the command stockades and each area
support group operates a local stockade.
b. RehabilitationTraining Centers. RehabilAGO 6977A

itation training centers are established to supervise the discipline and training of military
prisoners to the end that a maximum number
of prisoners may be rehabilitated within a
minimum period of time and thus restored to
duty. Restoration to duty is based primarily
upon the recommendations of the commander
of the confinement facility, who determines
that the training program has been successfully
completed and that military prisoners have
demonstrated their fitness for restoration to
duty. Action in clemency, parole, transfer, and
restoration is taken only by the commander.
Initially, all military prisoners are given disciplinary training under armed guard. After
a satisfactory period, the prisoners are advanced from the basic disciplinary training
company through other training companies to
an alternate honor company, which usually is
quartered and trained outside the main con-

AGO 6?77A

finement facility. The requirements for such

advancement are(1) Adequate progress in attaining proficiency in the subjects in which training is given.
(2) Demonstration by behavior and attitude during training periods, at work,
and throughout leisure hours, that
they are worthy of further privileges.
(3) Satisfactory deportment, neatness of
person, adequate carriage and bearing, and cleanliness of clothing, equipment, and quarters.
(4) Approval of the commanding officer of
the rehabilitation training center.
c. Additional Information. For detailed discussion on military confinement facilities and
operations, see FM 19-60.

77

CHAPTER 10
MILITARY POLICE SUPPORT TO THE PERSONNEL COMMAND

Section I. GENERAL
166. Introduction
The military police structure of the Personnel Command provides for the discharge of
three functionally aligned theater type services.
These are the internment of prisoners of war
and civilian internees, the confinement and rehabilitation of U.S. military prisoners, and the
providing of crime laboratory services. The
United States, in the treatment of prisoners of
war and civilian internees, is governed by the
Geneva Conventions of 1949. Detailed Department of the Army guidance and regulations
relating to the care and treatment of prisoners
of war and civilian internees are contained in
AR 35-233, AR 633-50, AR 633-51, and FM
19-40. Military prisoner confinement and rehabilitation operations are conducted in accordance with Department of the Army regulations and guidance as set forth in AR 210-181,
AR 633-5, and FM 19-60.
167. Military Police Units
Listed below are the types of military police
units assigned or attached to the Personnel
Command:
a. Headquarters and Headquarters Company,
Military Police Prisoner of War Brigade, TOE
19-282.
b. Headquarters and Headquarters Detachment, Military Police Group, TOE 19-272
(when required).
c. Headquarters and Headquarters Company,
Military Police Prisoner of War Camp, TOE
19-256.
d. Headquarters and Headquarters Detachment, Military Police Battalion, Team AD, TOE
19-500.
78

e. Headquarters and Headquarters Company,

Military Police Battalion, Stockade and Rehabilitation Training Center, TOE 19-316.
f. Headquarters and Headquarters Detachment, Branch United States Prisoner of War/
Civilian Internee Information Center, TOE
19-503.
g. Military Police Crime Laboratory, Team
LD, TOE 19-500.
h. Military Police Prisoner of War Processing Company, TOE 19-237.
i. Military Police Guard Company, TOE 19247.
j. Military Police Escort Guard Company,
TOE 19-47.
168. Facilities
a. Prisoner of War and Civilian Internee.
The primary facility for the internment and administration of prisoners of war and civilian
internees in the COMMZ is the prisoner of war
camp which is a semipermanent installation
established for the complete administration and
internment of prisoners of war and civilian internees. Prisoner of war branch camps are
established as subsidiaries of prisoner of war
camps to provide temporary facilities for prisoner of war labor detachments employed at
removed locations. Prisoner of war and civilian
internee processing is accomplished at designated prisoner of war/civilian internee
camp (s) to which a military police prisoner of
war processing company or an element thereof
has been attached. When processing is completed, processed personnel are transferred to
another camp for extended internment or are
evacuated from the theater in accordance with
AGO 6917A

Department of the Army policy. The Branch

United States Prisoner of War/Civilian Internee Information Center is established as a
central agency in the COMMZ for the reception, processing, storage, maintenance, and dissemination of prisoner of war and civilian
internee data, statistics, and reports.

trol, and correctional treatment. Rehabilitation

training centers are established to supervise the
discipline and training of military prisoners to
the end that a maximum number of prisoners
may be rehabilitated within a minimum period
of time and thus restored to duty.

b. Military Prisoner. Stockades are established and maintained in the COMMZ as places
of confinement for military prisoners and are
organized to administer to their custody, con-

c. Crime Laboratory. The crime laboratory

is established, organized, and equipped as a
single facility in the COMMZ to provide crime
laboratory services for the theater.

Section II. ORGANIZATION AND OPERATIONS

169. Mission
The military police support structure of the
Personnel Command provides fora. The evacuation, processing, administration, and internment of prisoners of war and
civilian internees.
b. The confinement and rehabilitation of
military prisoners.
c. The providing of crime laboratory services.
170. Organization
a. A type military police organization for the
Personnel Command when operating in support
of and 8- and a 12-division force is shown at
figure 26. Deviations from this type organization will occur when increases in the numbers
of prisoners of war, civilian internees, and
military prisoners retained in the theater become such as to require larger command and
control elements and increased numbers of support type units.
b. As the capabilities of the military police
prisoner of war brigade are exceeded, it may be
reorganized as a military police prisoner of war
command (TOE 19-252). The prisoner of war
command, may be established as a separate and
major subordinate command of the TASCOM.
It is then charged with responsibility for all
prisoner of war and civilian internee matters
in the COMMZ.
e. Initially, a single military police battalion,
stockade and rehabilitation training center, provides for the confinement and rehabilitation of
military prisoners. As the only such unit presAGO 697'A

ent in the COMMZ, it is directly assigned to

the Personnel Command. With the establishment of more than one stockade or rehabilitation training facility, a military police group
is organized as a major subordinate headquarters of the Personnel Command and operates as the command and control element for
military prisoner confinement and rehabilitation activities in the COMMZ.
171. Concept of Operations
a. Prisonerof War and CivilianInternee Activities.
(1) Military police prisoner of war brigade. This unit is assigned to the Personnel Command and provides the
major command and control headquarters for up to five 12,000-man prisoner
of war/civilian internee camps and
other assigned operating units. It develops requirements for additional internment camps, insures that adequate
logistical support is provided, and, by
inspection, insures that operating elements are performing in accordance
with prescribed policies and procedures.
(2) Military police escort guard company.
This unit is assigned to the prisoner
of war brigade and provides escort
guard personnel required to evacuate
captured enemy personnel from the
field army area to designated reception and processing camps located in
the COMMZ. It normally is located
with, and attached, for administrative
79

M 12-DIVISION FORCE

Figure 26. Type military police force structure, Personnel Command, TASCOM,
for 8- and 12-division force.

and logistical support, to a designated

reception and processing camp but
remains under the operational control
of the PW brigade.
(3) Military police prisoner of war camp.
This unit is the major operating element of the prisoner of war brigade
and, together with an assigned military police battalion composed of 3 to
6 military police guard companies,
provides for the command, administration, logistical support and security
guards for the operation of a 12,000man prisoner of war/civilian internee
camp. A type prisoner of war camp
is composed of three 4,000-man inclosures and each inclosure is composed
so

of eight 500-man compounds. The

prisoner of war camps normally are
established at locations in the COMMZ
where prisoner of war labor can be
most readily utilized. Up to five prisoners of war camps may be assigned
to the prisoner of war brigade. Prisoner of war branch camps may be
established in response to definite
labor requirements at locations too
far removed to permit the daily dispatch of PW's from a prisoner of war
camp. When established, such branch
camps remain under the supervision
and administrative control of a parent
prisoner of war camp. Input and output devices are provided for the transAGO 6oTTA

mission and receipt of individual

prisoner of war/civilian internee personnel and other administrative data.
(4) Military police prisoner of war processing company. This unit is assigned
to and remains under the operational
control of the PW brigade. It may
operate as a unit or as separate platoons in the discharge of its processing mission. In either instance, it is
physically located at a prisoner of war
camp (s) which has been designated
to receive and process captured enemy
personnel evacuated from the field
army area. The processing actions accomplished for each prisoner of war/
civilian internee by this unit include
the preparation of an individual personnel record, a fingerprint card, a
wrist identity band, and the assignment of an internment serial number.
Entries on the individual prisoner of
war/civilian internee personnel records are simultaneously recorded on
paper tape for input into the prisoner
of war automatic data processing system.
(5) Branch United States Prisoner of
War/Civilian Internee Information
Center. This unit is assigned to the
theater headquarters on the basis of
one per theater of operations. Normally, it will be attached under the
operational control of the prisoner of
war brigade and will be physically located in the close vicinity of the Personnel Command and the'prisoner of
war brigade. This unit is established
as a branch of the United States Prisoner of War/Civilian Internee Information Center in CONUS and discharges national responsibilities of the
theater commander for prisoners of
war and civilian internees as imposed
by the Geneva Convention Relative to
the Treatment of Prisoners of War of
August 12, 1949/Geneva Convention
Relative to the Protection of Civilian
Persons of August 12, 1949. It further provides a centralized prisoner of
war information, data, and statistical
AGO 6977A

service for the theater commander and

for the transmittal of required data
and reports to CONUS. Required ADP
equipment support, the receipt and
processing of prisoner of war/civilian
internee personnel data for computer
input, and the production of required
reports, data, and statistics will be
accomplished by the personnel administration center (PAC) of the Personnel Command as a direct service support to the prisoner of war/civilian
internee information center.
b. Military PrisonerConfinement and RehabilitationActivities. The providing and operating of theater facilities for the confinement and
rehabilitation of military prisoners are responsibilities of the Personnel Command.
(1) Military stockades are established for
the confinement of military prisoners
as required. Each stockade is capable
of handling a maximum of 1,000 prisoners and is organized to administer
to their custody, control, and correctional treatment.
(2) Rehabilitation training centers are established to supervise the discipline
and training of military prisoners to
the end that a maximum number of
prisoners may be rehabilitated within
a minimum of time and restored to
duty. Personnel selected for rehabilitation will usually be assigned from
personnel confined in a stockade.
(3) Until the number of prisoners to be
confined or rehabilitated exceeds 1,000, a single stockade and rehabilitation training center facility, commanded and supervised by a military
police battalion, stockade and rehabilitation training center, is established.
This unit is assigned to and immediately subordinate to the Personnel
Command. As the number of prisoners increases and exceeds 1,000,
separate stockades and rehabilitation
training facilities are established, each
under the command and supervision
of a military police battalion, stockade
and rehabilitation training center.
With the establishment of two or more
81

such facilities, a military police group

is organized and assigned to the Personnel Command as a subordinate and
intermediate command and control
headquarters for confinement and rehabilitation activities.
c. Crime Laboratory Services. A crime laboratory service is maintained to support military police criminal investigation operations
throughout the theater. This unit is assigned
directly to the Personnel Command and is provided on the basis of one per theater of operations. Laboratory services performed include
chemical analysis, firearms identification, and
document and fingerprint examination.

172. Command Relationships

a. Higher Headquarters. Normal command
relationships.
b. Parallel. Normal command relationships
plus close coordination and liaison between interested staff of the military police prisoner of
war brigade, Personnel Command, TASCOM,
and the military police brigade, FASCOM, with
respect to the evacuation of prisoners of war
from field army to COMMZ.
c. Subordinate Headquarters. Normal command relationships.

Section III. MILITARY POLICE UNITS

173. Headquarters and Headquarters
Company, Military Police Prisoner
of War Brigade (TOE 19-282)
a. Mission. The primary mission of the headquarters and headquarters company, military
police prisoner of war brigade, is to command,
plan, supervise, coordinate, and control the operations of two to five prisoner of war camps
and of other assigned/attached units.
b. Organization. The headquarters and headquarters company, military police prisoner of
war brigade, is organized to provide a command
and control element for the direction and support of assigned prisoner of war camps and of
other assigned and attached military police
units. It consists of a brigade headquarters, a
headquarters company, and a number of staff
sections. The unit organization is shown in
figure 27.
c. Functions. The military police prisoner of
war brigade is a major subordinate headquarters of the Personnel Command, TASCOM. It
serves as the control headquarters for all military police units conducting prisoner of war
and civilian internee operations in the COMMZ.
The specific responsibilities and staff functions
of this unit are presented in (1) through (5)
below.
(1) Brigade headquarters. This is the
command element of the brigade and
coordinates the activities of the other
82

(2)

(3)

(4)

(5)

organizational elements of the headquarters.

Headquarterscompany. The company
headquarters is under the supervision
of the headquarters company commander. The headquarters company
provides the personnel and equipment
for the command, training, unit supply, organizational maintenance, communications, and unit personnel service for the company.
Assistant Chief of Staff, Personnel
Section. The brigade ACofS, Personnel, exercises staff supervision over
administrative support and personnel
functions of the headquarters and subordinate units. Included in this staff
element are personnel who assist in
the administration of prisoners of war
and civilian internees.
Assistant Chief of Staff, Security,
Plans, and Operations Section. This
section provides extensive planning
for the employment and training of
subordinate units of the prisoner of
war brigade and for the operation and
security of the prisoner of war and
civilian internee camps. It prepares
plans and orders to implement the
prisoner of war support mission of
the brigade and of its subordinate
units.
Assistant Chief of Staff, Services,SupAGO 6977A

AC OF S, PERS

AC OF S ,SCTY,
PLANS,a OP

AC OF S,SVC,
SUP, 8 MAINT

Figure 27. HHC, Military Police Prisonerof War Brigade (TOE 19-282).

ply, and Maintenance Section. This

section provides general staff supervision over services, supply, and maintenance support for the brigade headquarters, the prisoner of war camps,
and subordinate units.
d. Command Relationships.
(1) Higher headquarters.
(a) The military police prisoner of war
brigade commander reports directly
to the Personnel Command commander. The coordination of prisoner of war brigade staff matters
with TASCOM and its staff normally is through the Personnel Command.
AGO 6977A

(b) The commander of the prisoner of

war brigade also functions as the
principal adviser to the Personnel
Command on prisoner of war and
civilian internee matters and, as
such, maintains a close staff relationship with other staff elements
of the Personnel Command. The
Personnel Command ACofS, Personnel, is the principal staff officer
for prisoner of war and civilian internee matters.
(2) Parallelunits. Direct coordination and
liaison is maintained with the military
police brigade, FASCOM, to provide
for the expeditious evacuation of prisoners of war from the field army area.
83

c. Concept of Operations. This unit is the

major operating element of the prisoner of war
brigade or prisoner of war command. Each
camp includes 1 to 3 inclosures, each with a
capacity for 4,000 prisoners of war or civilian
internees. Each inclosure consists of up to 8
compounds, with a capacity of 500 prisoners of
war or civilian internees in each compound.
One military police battalion composed of up to
six military police guard companies is assigned
to this unit to provide required security.

(3) Subordinate units. Formal directives

will be through command channels.
Normal supervisory staff relationships
and informal liaison within spheres
of interest may be direct.

174. Headquarters and Headquarters

Company, Military Police Prisoner
of War Camp (TOE 19-256)
a. Mission. To provide command, administration, logistical support, and security guards for
the operation of a 12,000-man prisoner of war/
civilian internee camp.

175. Headquarters and Headquarters

Detachment, Military Police Battalion
(Team AD, TOE 19-500)

b. Organization. This unit is organized to

provide a command and control element for the
direction and support of assigned or attached
units. It consists of a camp headquarters and
of a headquarters company which includes required staff sections. This unit is organized
as shown in figure 28.

MP

a. Mission. To provide command, control,

staff planning, administration, and logistical
support for assigned units on a basis of one per
military police prisoner of war camp.
b. Organization. This unit is provided as a

HHC
PW CAMP
I

I
CAMP HO

I-CATONAL

CO HO

PSEC

REP UTIL IVOCATIONAL|

I TNG SEC
i
I

IROCK CRUSHI
S EC
OPC
I

LM T
I

L_ _ --

SUP

MED

j
1

SEC

3CAPLAIN SEC
CHAPLAIN SEC I

SEC

WORK PROJ
I I
SEC

ENCLOSURE
SEC

IO

1 AUGMENTATION
Figure28. HHC, MilitaryPolice Prisonerof War Camp (TOE 19-256).

84

AGO 6977A

command and control element for direction and

support of assigned military police guard companies and consists of a battalion headquarters
and a headquarters detachment. The unit organization is shown in figure 20.
c. Concept of Operations. This unit is a subordinate headquarters of the prisoner of war
camp and serves as the command and control
headquarters for the training and employment
of three to six military police guard companies
for prisoner of war camp security operations.
176. Military Police Guard Company
(TOE 19-247)
a. Mission. To provide custody and control
for persons interned or confined within the
army area, to include prisoners of war, civilian
internees, and U.S. military prisoners.
b. Organization. The military police guard
company is organized to provide a command
and control element, three guard platoons, and
a machinegun section. The unit organization
is shown in figure 22.
c. Concept of Operations. This unit is assigned to composite military police battalions
located at prisoner of war camps and to the
military police battalion, stockade or rehabilitation training center. Assigned guard personnel are utilized to provide perimeter and
internal security for prisoner of war and
civilian internee camps and for confinement or
rehabilitation facilities. They maintain control
over interned or confined personnel prevent
escapes, and provide alarms in the event of fire,
disorder, or other emergency.
177. Military Police Escort Guard
Company (TOE 19-47)
a. Mission. To provide supervisory and security personnel for the evacuation and movement
of prisoners of war and civilian internees.
b. Organization. The military police escort
guard company is organized to include a company headquarters and three escort guard platoons, each consisting of a platoon headquarters
and four escort guard squads. The unit organization is shown in figure 29.
c. Concept of Operations. The military police
escort guard company is assigned to and is
AGO 6977A

Figure 29. Military Police Escort Guard Company

(TOE 19-47).

employed by the prisoner of war brigade for

the evacuation and movement of prisoners of
war and civilian internees from the field army
area to designated receiving camps in the
COMMZ. Personnel of the unit are dispatched
to the field army area to evacuate, as directed,
captured enemy personnel from the field army
and corps cages and from the division collecting
points. The unit operates directly under the
command and control of the prisoner of war
brigade.
178. Military Police Prisoner of War
Processing Company (TOE 19-237)
a. Mission. To receive, search, and process
prisoners of war and civilian internees, to include preparation of basic personnel record,
assignment of an internment serial number to
each processed individual, and the forwarding
of compiled information and data to the Branch
United States Prisoner of War/Civilian Internee Information Center.
b. Organization. The unit is functionally
organized to provide prisoner of war and civilian internee processing services and includes
a company headquarters and three processing
platoons. Each platoon is capable of operating
independently and is composed of a platoon
headquarters and five specialized sections,
85

which are designated as the receiving, processing, photographic, fingerprint, and record sections. The unit organization is shown in figure
30.
c. Concept of Operations. This unit is assigned to the military police prisoner of war
brigade. It may operate as a company in one
location or in separate locations by platoon. The
unit, or elements thereof, is attached to and
located with one or more prisoner of war or
civilian internee camps designated to receive
and process prisoners of war or civilian internees.
d. Command Relationships. Higher headquarters: The military police prisoner of war
processing company commander reports directly to the military police prisoner of war brigade
commander. Except for policy matters, direct
and informal coordination is maintained with
the commander of prisoner of war camp to
which the unit is attached.

179. Headquarters and Headquarters

Detachment, Branch United States
Prisoner of War/Civilian Internee
Information Center (TOE 19-503)
a. Mission. The unit mission is to provide a
central agency in a theater of operations for
the receipt, processing, maintenance, dissemination, and transmittal of required information
and data relating to enemy prisoners of war and
civilian internees interned in the theater and
American prisoners of war and civilian internees about whom information is received from
theater sources.
b. Organization. The unit is composed of a
detachment headquarters and a center headquarters. The center headquarters consists of
an administrative division, a branch enemy
prisoner of war/civilian internee information
bureau composed of a bureau chief and five
branches, and a branch American prisoner of

Figure 30. Military Police Prisoner of War Processing Company (TOE 19-237).

86

AGO 6977A

war information bureau. The organization of

this unit is shown in figure 31.
c. Concept of Operations.
(1) This unit is assigned to theater headquarters but normally is attached to
and placed under the operational control of the military police prisoner of
war brigade. The Branch United
States Prisoner of War/Civilian Internee Information Center provides a
central agency within the theater of
operations for the receipt, processing,
dissemination, and transmittal of required information and data relating
to enemy prisoners of war and civilian
internees interned in the theater and
to American prisoners of war and
civilian internees about whom information is received from theater

sources. This unit provides for the

discharge of national responsibilities
imposed by the Geneva Convention
Relative to the Treatment of Prisoners
of War of August 12, 1949/Geneva
Convention Relative to the Protection
of Civilian Persons of August 12,
1949. It further provides for a single
prisoner of war/civilian internee information service for the theater; for
the maintenance of all appropriate
records, data, and statistics; and for
the preparation and dissemination of
required reporting data for 250,000 to
500,000 prisoners of war/civilian internees. In the discharge of national
responsibilities of the United States,
this unit operates as a branch of the
United States Prisoner of War/Civil-

HHC, BR US PW/CIV
INTERNEE INFO CEN

I
DET

ICEN
H
HO

CEN HO

I
I
ADMIN

BR AMERICAN
PW/C I I INTERNEE
INFO
BUREAU

BR ENEMY PW/CIV

DIV

INTERNEE INFO BUREA

PW/CIV

INTERNEE
|AC TIONS BR

CVIVIINTERNEE
FINGERPRINT
PROPERTY
CLASSIFICATION
R
BR

PW/CIV

INTERNEE
POSTAL
R

Figure 31. HHD, Branch United States Prisonerof War/Civilian Internee

Information Center (TOE 19-503).
AGO 6977A

87

ian Internee Information Center

which is located in CONUS and transmits, directly to that agency, reports,
records, and data as prescribed by
Headquarters, Department of the
Army regulations and directives. As
an information service for the theater,
it provides such information, data,
and reports as are required and is responsive to all using elements including the prisoner of war brigade and
the prisoner of war and civilian internee camps as primary users.
(2) ADP equipment support for the storage and processing of prisoner of
war/civilian internee data and for the
production of required reports and
statistics will be provided by the personnel and administration center
(PAC) of the Personnel Command.
d. Command Relationships.
(1) Higher headquarters. Normal command channels for policy matters
under the staff supervision of the
ACofS, Personnel, military police prisoner of war brigade. Because of the
nature of the activities and responsibilities of this unit, close working coordination is maintained with representatives of using headquarters and
agencies.
(2) Parallelunits. Except for policy matters or matters requiring a command decision by higher headquarters,
close and direct working relationships
are maintained with using units.
180. Headquarters and Headquarters
Detachment, Military Police Group
(TOE 19-272)
a. Mission. The primary mission of the headquarters and headquarters detachment as a
major subordinate headquarters of the Personnel Command, TASCOM, is to provide command, control, staff planning, and coordination
of operations for assigned military police battalion, stockade and rehabilitation training
center.
b. [Link] headquarters and headquarters detachment, military police group, is
s88

organized to provide a command and control

element for the direction and support of assigned and attached military police units. It
consists of a group headquarters and a headquarters detachment, the latter including a
number of staff sections. Personnel and items
of equipment not required in the discharge of
the mission of this unit as a command and control element for military police battalions
assigned to confinement and rehabilitation
activities are deleted upon organization. The
organization of this unit is shown at figure 18.
c. Concept of Operations. This unit is organized as a major subordinate headquarters of
the Personnel Command, TASCOM, upon the
activation of two or more United States military prisoner stockades or rehabilitation training centers in the COMMZ. It provides control,
staff planning, supervision, and a coordinating
headquarters for all military prisoner stockade
and rehabilitation training center operations in
the COMMZ.
d. Command Relationships.
(1) Higher headquarters. The military
police group commander reports directly to the Personnel Command
commander and acts as a principal adviser on matters relating to the confinement and rehabilitation operations
in the COMMZ. At the Personnel Command level, the ACofS, Personnel, exercises staff responsibility for matters
relating to confinement and rehabilitation.
(2) Subordinate units. Formal directives
are through command channels. Normal supervisory staff relationships
and informal liaison within spheres
of interest may be direct.
181. Headquarters and Headquarters
Company, Military Police Battalion,
Stockade and Rehabilitation Training
Center (TOE 19-316)
a. Mission. To provide command, staff planning, administration, and logistical support for
a stockade or rehabilitation training center for
military prisoners and to provide necessary instruction, supervision, training, and psychological treatment to rehabilitate military prisoners
and permit their return to active duty.
AGO 6977A

b. Organization. This unit is composed of a

battalion headquarters and a headquarters company, the latter element consisting of a company headquarters and required functional
sections. The organizational chart for this unit
is shown at figure 32.
c. Concept of Operations.
(1) The headquarters and headquarters
company, military police battalion,
stockade and rehabilitation training
center, provides(a) Supervision and assistance to assigned guard companies in the
fields of training, personnel services, administration, and supply.
(b) Command, staff planning, and control of up to two military police
guard companies and for the operation of one stockade or rehabilitation training center with a maximum capacity of 1,000 military
prisoners.

(c) Record maintenance for military

prisoners.
(d) Mess, motor maintenance, dispensary medical care, and other required services for battalion personnel and military prisoners.
(e) Evaluation and treatment for military prisoners.
(2) This unit is a major subordinate
headquarters of the Personnel Command, FASCOM. It serves as the
command and control headquarters
for the operation of a military stockade or a rehabilitation training center. Military police guard companies,
with a capability to secure 500 military prisoners, are assigned to this
unit as required. Operational sections
to provide administrative and medical
support are organic to the headquarters company. When the number of
military prisoners to be confined or

DSPLN
o
SECSEC

P8
SEC

COMM

BN a PRIS

PRIS ADMIN

PERS SEC

SEC

- - -

r --

I MED
I

.- _ _ J

I AUGMENTATION

SEC I
'AUGMENTATION I
J
L-

Figure32. HHC, Military Police Battalion, Stockade and Rehabilitation

Training Center (TOE 19-316).
AGO 6977A

89

rehabilitated in the COMMZ exceeds

1,000, a military police group is established and replaces the military police
battalion, stockade and rehabilitation
training center, as a major subordinate headquarters of the Personnel
Command, FASCOM.
d. Command Relationships.
(1) Higher headquarters. The commander
of the military police battalion, stockade and rehabilitation training center, reports directly to the Personnel
Command commander. The coordination of military police battalion staff
matters with TASCOM and its staff
normally is through the Personnel
Command commander. The ACofS,
Personnel, is the principal staff officer
for military prisoner confinement and
rehabilitation matters.
(2) Subordinate units. Formal directives
are through command channels. Normal supervisory relationships within
areas of assigned interest; informal
liaison within areas of interest may
be direct.
182. Military Police Crime Laboratory
(Team LD, TOE 19-500)
a. Mission. To provide services required to

90

conduct investigations and examinations in all

phases of scientific criminology.
b. Organization. The military police crime
laboratory is organized with a command element and functional sections which include
chemistry, document, fingerprint, firearms,
polygraph, and photography. The crime laboratory is augmented with a language team
when required.
c. Concept of Operations.
(1) The military police crime laboratory
provides technical support to the
theater as follows:
(a) Chemical and physical analysis.
(b) Document examination.
(c) Fingerprint identification, classification, and reproduction.
(d) Firearm and ammunition identification and examination.
(e) Polygraph examination.
(f) Investigative photography.
(2) The military police crime laboratory
is organized and operates under the
command of the Personnel Command.
It is the only unit of this type in the
theater and renders a theater-wide
service. It is a fixed unit and is located
in the base area in the vicinity of the
Personnel Command headquarters.

AGO 6977A

CHAPTER 11
COMMUNICATIONS
183. General
a. The military police requirement to provide rapid, coordinated, and timely military
police support in the COMMZ demands dependable signal communications. These communications are either organic to the military police
units or must be made available by the theater
army commander through the area communications system. Military police personnel must
have full knowledge of these communications
facilities and be trained to utilize them effectively in order to accomplish the assigned
mission.
b. Establishment of a military police communications system in the COMMZ requires
consideration of the following:
(1) The type system required for efficient
control and coordination.
(2) The availability of organic equipment
and personnel to operate and maintain the system.
(3) The necessary support required from
the area communications system.
184. Organic Communications-Electronics
System
a. Radio. Radio is the primary means of
operational communications within military
police units. The extensive use of radio makes
it necessary for all military police personnel
to have a general understanding of the capabilities and limitations of radio communications. Most of the radios in military police
units are voice radio sets. Only voice communications can give the quick transmission,
quick response type of communications necessary for command and control of highly mobile
patrols; and thus constitute the basic operational communications means upon which successful military police support is dependent.
AGO 6977A

Radio can be placed in operation more quickly

than wire circuits. Additional advantages are
mobility and flexibility. Limitations, such as
uncertainty of security, low message handling
capacity, and possible interference from enemy
or friendly stations, may be offset by security
measures and operating procedures. The range
and reliability of radio communications depend
upon the frequency, power, and location of the
transmitter and receiver; the terrain; the
weather; the technical proficiency of operating
personnel; and similar factors. Independent
point-to-point radio communication permits
rapid reaction to changes in support requirements and is a principal means of [Link] a fluid situation; but it should be supplemented by a wire system as soon as possible.
Personnel must be trained in the proper employment and procedure for the operation of
these nets. Lack of such knowledge will often
result in unnecessary transmissions and security violations which may cause the loss of many
lives. Doctrine on radio operating procedures
and techniques is contained in FM 24-18.
b. Wire. The use of wire in organic military
police communications systems is not only desirable, but also, under certain conditions,
necessary. During periods of radio silence or
enemy jamming operations, wire becomes the
primary means of communications and therefore is an essential augmentation of the operational communications system of military police units. In the COMMZ, especially where
there is a heavy load of administrative and
logistical traffic, wire is employed to great
advantage. Telephone and teletype systems
contribute to the rapid interchange of information. Wire communications can and should
be used in any situation where time and security permit its installation. In comparison with
radio communications systems, wire nets require more time to establish, are not as flexible,
91

and are susceptible to disruption by enemy fire.

However, wire nets are generally more secure
and more reliable than are radio nets and
have the distinct advantage of not being too
adversely affected by variations in weather and
terrain.
c. Data Communications. Dependent upon
the availability of automatic data equipment,
each military police operating element involved
in traffic control; discipline, law, and order;
confinement; and prisoner of war operations
will have the capability of operating in the data
communications system. Each military police
unit so equipped will have equipment to transmit and receive data information to and from
the automatic data processing centers in the
COMMZ. See appendix B and FM 19-2-1
(Test) for additional details.
d. Messenger. Messengers may be used extensively in local military police operations for
the delivery of low-precedence messages that
would otherwise overload electrical facilities
when wire and radio communications are impracticable, when equipment breaks down, and
for the delivery of bulky material. Military
police use messengers both as an emergency
means of communication and as a regular established service. Messengers are the most secure means of communication and military
police patrols are frequently used concurrently
as messengers. The theater army communications system (TACS) provides messenger
service between major headquarters in the
COMMZ.
e. Visual. Visual communications of various
types are often employed in the course of
military police support operations. The Army
hand signals used by traffic control posts in
directing traffic are an important visual means
and must be understood by all military drivers.
The emergency lights mounted on military
police vehicles are a means of communicating
a visual warning. Of particular importance in
the COMMZ are the visual means of communication between the ground and aircraft overhead. Military police should be proficient in
the use of ground-to-air communications equipment, i.e., signal panels and color smoke.
f. Sound. Means of communications utilizing sound are often important in military police
92

operations. Siren equipped military police

vehicles transmit an aural warning, as do the
whistles sometimes used by traffic control personnel. Klaxons, horns, sirens, buzzers, and
similar means may also be employed to transmit prearranged messages or warnings.
185. Theater Army Area Communications
System
a. The TACS provides a network of high
capacity and high quality communication
trunks. The system covers the entire COMMZ,
transcending area boundaries, and extending
well into the rear of the combat zone. The
TACS is installed, operated, and maintained
by the signal operation command, a signal organization normally assigned to theater army
headquarters. As the theater communications
service in the COMMZ, the TACS provide the
primary means of long distance trunk communications service in the theater of operations. Control centers, control subcenters, and
switching centers are geographically located
throughout the COMMZ to facilitate alternate
routing and to provide easy access to users. All
military police units and installations within
the COMMZ may use this system (on either a
common-user or sole-user basis) for their long
distance communications requirements.
b. TASCOM military police units may request the following service from the command
signal officer:
(1) Telephone, message center, teletypewriter, tape relay, and cryptographic
service.
(2) Telephone and teletypewriter patching and switching.
(3) Signal equipment repair, if beyond
organizational repair capability.
(4) Radio-wire integration (RWI) service.
(5) Facsimile service.
(6) Automatic data processing (ADP)
communications links.
c. Military police units not located in the
vicinity of a large headquarters but who are
in the vicinity of a control center or a control
subcenter may request communication support
from the signal officer in command of the center.
AGO 6977A

186. Commercial Communications System

a. Telephone. Military police operations in
the COMMZ normally include patrolling in the
larger cities. Military police stations are situated in or near the city area and normally are
connected into the local telephone system. Military police on patrol normally do not use the
local telephone system except in emergencies.
When a requirement for this type of service
exists, a request will be made through the local
signal officer or civil affairs officer.
b. Radio. The use of commercial broadcasting facilities by military police is usually limited to serious emergencies. However, under
some conditions, the military police commander

AGO 69779

may request commercial radio broadcasts of

messages of public interest. Instances which
may require military police usage of commercial radio should be coordinated with the local
signal officer or civil affairs officer.
187. Civil Police Communications System
Direct telephone lines for liaison may be
established between the military police station
and civil police stations. Arrangements may
be made for use of the civil police radios and
their telephone call box facilities. Use is
ordinarily limited to emergencies or special
situations and works. A request for this type
of service will be coordinated with the local
signal officer and civil affairs officer.

93

CHAPTER 12
INDIGENOUS MILITARY AND PARAMILITARY POLICE
Section I. GENERAL
188. Basic Considerations
a. Military police support requirements in
the COMMZ will generally exceed available
military police resources in most situations.
Consequently, it will often be necessary to utilize indigenous military and paramilitary police
elements to supplement U.S. military police in
the performance of certain functions within
the COMMZ.
b. Indigenous paramilitary and military
police units may be employed in such functions
as assisting in rear area protection, physical

security, population control, refugee control,

displaced persons control, and law and order
activities among the indigenous population.
c. When required and authorized, the military police will select, train, organize, equip,
and employ indigenous paramilitary and military police units as subordinate elements of the
U.S. military police unit.
d. The employment of indigenous police
should conform to national policies, international agreement, or other appropriate guidance of higher headquarters.

Section II. ORGANIZATION AND OPERATIONS

189. Mission
a. The mission assigned to a particular indigenous military or paramilitary police unit will
vary depending upon the area of operations,
degree of police enforcement required, the type
of facilities to be protected, and other variables.
Thus, it is probable that the mission assigned
each indigenous police element will vary greatly
from one operational situation to another.

(4) Provide aid to military and civil authorities in civil disturbances and
natural and other disasters.
(5) Operate, within jurisdictional authority, custodial facilities for refugees
and displaced persons.
(6) Perform such other enforcement or
related activities as may be necessary
in the support of the area.

b. In general, however, the indigenous military or paramilitary police force may be assigned missions to(1) Contribute to the general and physical
security of the installations, facilities,
and property of the U.S. military
forces.
(2) Conduct or assist in rear area protection operations, counterinsurgency
operations, and counterguerrilla operations.
(3) Control the circulation of individuals
within their jurisdictional authority.

190. Organization
a. The major consideration in the organization of the indigenous police force is the mission
to be accomplished. If the mission is to be
broad, embracing all aspects of military police
support, the organization will necessarily be
more complex and diversified than it would be
if the mission is limited, involving only one or
two of the functional areas such as physical
security or traffic control.
b. In every case the organization is established to insure mission accomplishment with
adequate direction and control. Due to the

94

AGO 6977A

varying complexities and differences of emphasis in military police support in different

areas, the organizational structure of the indigenous military police force will differ somewhat
in each area. However, the organization should
basically follow accepted U.S. doctrine for
organizing military police units performing
similar duties.
191. Procurement
a. The careful selection of indigenous personnel to perform police and security type
duties is of paramount importance to the success of the program.
b. Since applicants will be sought from
among the civilian population in the area of
operations, the initial procurement assistance
will be provided by civil affairs units in the
area. These civil affairs units will locate sources
of personnel from the local population for employment.
c. General criteria for selection are established by the theater army commander.
d. Applicants are given a security check by
the military intelligence unit in the area to
ascertain their suitability and acceptability for
police and security duties.
e. Upon successful completion of a background check, the applicant is interviewed by a
military police officer who makes the final
decision for selection or nonselection.
192. Training
a. A field training school is established in
each area where indigenous police are required
and planned for employment. Selected personnel
are trained by U.S. TOE military police units
as individuals and as members of an organized

unit. The program of instruction is varied to

provide function oriented training rather than
general police training. Hence, if the unit is intended for use as guards, the training is
oriented basically toward guard type operations.
b. In addition to local training, an indigenous military police academy, as described in
paragraphs 195 through 199, is provided to
train selected officers and noncommissioned
officers in advanced leadership, police, guard,
and security techniques and procedures.
193. Equipment
Equipment for the indigenous military or
paramilitary police force closely parallels that
issued to U.S. military police TOE units. This
requires extensive planning on the part of the
staff and local military police commander
under whose jurisdiction the indigenous police
force will operate. When the decision is made
to train and employ an indigenous police force,
the equipment must be procured and be on hand
prior to the initiation of the training.
194. Employment
Indigenous military and paramilitary police
units are assigned to missions as indicated in
paragraph 189. They are employed in a manner
similar to U.S. military police operating in the
area. They are assigned to and operate under
the command and control of a U.S. military
police battalion commander in the area support
group. Under certain conditions, they may provide security or guard services for a fixed
facility such as a depot, POL tank farm, or a
hospital. In such cases, elements of the indigenous police unit may be placed under the
operational control of the facility commander.

Section III. INDIGENOUS MILITARY POLICE ACADEMY

195. Mission
The mission of the academy is to provide
a training facility for officers and noncommissioned officers of the indigenous paramilitary
and military police units employed by U.S.
Forces in advanced leadership, police, guard,
and security techniques and procedures.
AGO 6977A

196. Functions
The academy performs the following training functions:
a. Provides for the detailed functional training of selected indigenous paramilitary and
military police officers and noncommissioned
officers in a theater of operations.
95

b. Provides advisory teams to assist operational indigenous elements as required.

197. Organization
a. General. The academy is organized with
training and advisory elements from TOE 19500 which are designed to provide the type
training that is required. Each operational
team consists of three U.S. military police personnel. Additional instructor personnel are recruited from the indigenous resources. The
U.S. military police personnel provide for a
staff and limited faculty for the operation of
the academy and for a nucleus of team leaders
of advisory elements that may be dispatched
to operating levels. Figure 33 shows a type indigenous military police academy.

equipment is used both for operational

activities and for instructional purposes.
(3) Miscellaneous equipment. Two public
address sets, one vehicular mounted
and one a lightweight portable set,
are used for instructional purposes.
c. Command and Control. The academy is
directly subordinate to the military police brigade, ASCOM. It normally is located near the
brigade headquarters.
d. Service Support Beyond Organic Capabilities. Personnel, maintenance, supply, and
services support is provided by the area support group for the area in which the academy
is physically located.

b. Communications. The academy has sufficient communications equipment for its operations and instructional requirements.
(1) Radio communications. The equipment included is used primarily for
instructional purposes.
(2) Wire communications. The wire

198. Organizational Design

a. Academy Headquarters. The academy
headquarters consists of the headquarters and
control element (Team QB). It provides for the
command, control, and administration of the
training and advisory missions of the academy.
The headquarters directs all matters pertaining

HO AND

CONTROL
(TEAM QB)

HHC
(TEAM

AC)

RIOT CONTROL

AREA CONTROL

PHYS SCTY

(TEAM OD)

(TEAM QE)

GEN INVES 8
POLICE SUBJ
(TEAM QH)

(TEAM QG)

LANGUAGE
(TEAM NA)

Figure 33. Indigenous military police academy, (Teams QB, AC, QD, QE, QG, QH, and
NA, TOE 19-500).

96

AGO 6977A

to curriculum planning and preparation of

programs of instruction; evaluation of students and instruction; instructor training;
advisory team training; and preparation of
lesson plans, special texts, training aids, examinations, and reference materials used by the
academy and advisory teams.
b. Headquarters and Headquarters Company. This headquarters consists of company
headquarters (Team AC). This company provides administrative support quarters, and
general supply for all personnel, to include
students, assigned or attached to the academy.
To provide mess support, augmentation is required.
c. Riot Control Section. This section consists
of the riot control team (Team QD) and those
indigenous instructors that may be assigned.
This section is responsible for training students
in and for providing advisory teams for riot
control subjects to include riot control formations, use of riot control chemical agents and
equipment, mob psychology, and the use of
police informant nets.
d. Area Control Section. This section consists of the area control team (Team QE) and
those indigenous instructors that may be assigned. This section is responsible for training
students in and for providing advisory teams
for area control subjects to include police
patrolling; operation of checkpoints, roadblocks, and strongpoints; personnel identification system; police informant nets; counterguerrilla operations; civil defense; police
security investigations; and border patrol operations.
e. Physical Security Section. This section
consists of the physical security team (Team
QG) and those indigenous instructors that may
be assigned. This section is responsible for
training students in and for providing advisory teams for physical security subjects to include the conduct of physical security surveys;

AGO 6977A

security of ports, airfields, railroads, pipelines,

highways, and terminals, and similar facilities;
and security of critical public facilities, industrial facilities, and military installations.
f. General Investigations and Police Subjects Section. This section consists of the general investigation and police subjects team
(Team QH) and those indigenous instructors
that may be assigned. This section is responsible for training students in and for providing
advisory teams for general investigation and
police subjects to include circulation control of
individuals, personnel identification systems,
traffic control, training, leadership, supervisory
procedures and techniques, military and civilian
prisoners, prisoners of war, law and order,
criminal investigation, crime prevention, weapons instruction, communications, vehicle operation, and care and maintenance of equipment.
g. Interpreter/TranslatorSection. This section consists of the language team (Team NA)
and those indigenous interpreters that may be
assigned. This section provides interpreter and
translator services for the operation of the
academy. It supervises the activities of the
indigenous interpreters that must be employed.
199. Concept of Operations
The indigenous military police academy is
organized when the use of indigenous paramilitary and military police elements are authorized. Courses are established, allocations of
personnel spaces are disseminated to all commands which have personnel who should attend,
and the required supplies and equipment are
obtained based on the facilities available and
the number of personnel that require training.
The course title and length will depend upon
the actual requirements at the time of implementation. However, most of the courses would
be approximately 6 to 8 weeks in duration.

97

APPENDIX A
REFERENCES
1. Army Regulations
1-32
1-70
1-71
11-8
190-15
190-46
190-60
190-90
195-10
195-11
210-181
310-32
320-5
320-50
380-20
381-130
415-35
500-50
600-30
633-1
633-5
633-30
633-56
2. Pamphlets
20-151
27-1

Disciplinary Control of U.S. Army Personnel Stationed Overseas.

Standardization Among Armies of the United States-United KingdomCanada.
Standardization Among the Countries of The North Atlantic Treaty
Organization.
Logistics Policy.
Traffic Accident Investigation.
Provost Marshal Activities.
Physical Security Standards for Nuclear Weapons.
Suppression of Prostitution.
Military Police Criminal Investigative Activities.
Accreditation of Military Police Criminal Investigations.
Stockades and Hospital Prisoner Wards.
Organization and Equipment Authorization Tables; Personnel.
Dictionary of United States Army Terms.
Authorized Abbreviations and Brevity Codes.
Restricted Areas.
Counterintelligence Investigations; Supervision and Control.
Minor Construction.
Civil Disturbances.
Character Guidance Program.
Apprehension and Restraint.
Prisoners; General Provisions.
Military Sentences to Confinement.
Notification to Parents, Spouse, or Guardian when Trial by Court-Martial
or Foreign Court Appears Probable.

Lectures of the Geneva Conventions of 1949.

Treaties Governing Land Warfare.

3. Joint Chiefs of Staff Publications

1
2
(C) 3

Dictionary of United States Military Terms for Joint Usage.

Unified Action Armed Forces (UNAAF).
Joint Logistics and Personnel Policy and Guidance (U).

4. Field Manuals
5-34
5-36
98

Engineer Field Data.

Route Reconnaissance and Classification.
AGO 6977A

8-5
8-10
8-35
9-1
9-6
10-20
11-20
16-5
19-1
19-2
19-2-1 (Test)
19-5
19-15
19-20
19-25
19-30
19-40
19-45-1 (Test)
19-60
20-20
21-5
21-30
22-100
24-1
26-5
27-10
30-5
(C) 30-15
(C) 30-17
31-15
31-16
31-21
(CM) 32-5
41-5
41-10
54-1
55-4
55-6
55-21
55-22
55-35
100-5
100-10
101-5
101-10-1
101-10-2
(S) 101-10-3
101-31-1
AGO 6977A

Medical Service Units, Theater of Operations.

Medical Service, Theater of Operations.
Transportation of the Sick and Wounded.
Ordnance Service in the Field.
Ammunition Service in the Theater of Operations.
Organization for Supply of Petroleum Products in Theaters of Operations.
Signal Operations, Theater of Operations.
The Chaplain.
Military Police Support, Army Divisions and Separate Brigades.
Military Police Support in the Field Army.
Military Police Support, Field Army Support Command.
The Military Policeman.
Civil Disturbances and Disasters.
Military Police Investigations.
Military Police Traffic Control.
Physical Security.
Enemy Prisoners of War and Civilian Internees.
Rear Area Protection (When published).
Confinement of Military Prisoners.
Military Dog Training and Employment.
Military Training Management.
Military Symbols.
Military Leadership.
Tactical Communications Doctrine.
Interior Guard.
The Law of Land Warfare.
Combat Intelligence.
Intelligence Interrogations (U).
Counterintelligence Operations, Intelligence Corps, U.S. Army (U).
Operations Against Irregular Forces.
Counterguerrilla Operations.
Special Forces Operations.
Communications Security (U).
Joint Manual of Civil Affairs/Military Government.
Civil Affairs Operations.
The Logistical Command.
Transportation Movements in Theaters of Operations.
Transportation Services in Theaters of Operations.
Transportation Railway Supervisory Units.
Transportation Railway Battalion.
Motor Transport Operations and Motor Transport Units.
Field Service Regulations-Operations.
Field Service Regulations-Administration.
Staff Officers' Field Manual; Staff Organization and Procedure.
Staff Officers' Field Manual; Organization, Technical and Logistical Data,
Unclassified Data.
Staff Officers' Field Manual; Organizational, Technical and Logistical
Data-Extracts of Organization and Equipment.
Staff Officers' Field Manual; Organizational, Technical and Logistical
Data, Classified Data (U).
Staff Officers' Field Manual; Nuclear Weapons Employment.
99

5. Technical Manual
Construction in the Theater of Operations.
5-302
6. Technical Bulletins
Counterfeiting.
PMG 2
Search and Seizure by Military Police.
PMG 10
Crime Prevention.
PMG 19
Crime Prevention Surveys.
PMG 29
of Black-Market Activities.
Investigation
32
PMG

100

AGO 6977A

APPENDIX B
INTERIM PRISONER OF WAR DATA PROCESSING (PCM)
IMPLEMENTATION
1. Purpose
To describe in general terms a method for
automating, on a selective basis, prisoner of
war recordkeeping and reporting. The procedures described herein are based on the employment of punchcard machine (PCM) equipment and constitute interim guidance pending
development of a fully automated system. For
similar guidance regarding discipline, law, and
order, see FM 19-2-1 (Test).
2. Scope
The data processing applications considered
herein are specifically directed toward PW's
(AR 633-50) ; however, they are also, with very
minor modification in terminology, equally applicable to enemy civilian internees in a theater
of operations (AR 633-51). The procedures
outlined herein for PW's may, therefore, also
be utilized for automating, on a selective basis,
civilian internee recordkeeping and reporting.
In the event ADP support is not available,
manual procedures described in AR 633-51 will
be used.
3. Discussion
Following capture, PW's are evacuated to a
designated PW camp (s) located in the COMMZ
for processing and preparation of individual
records for each PW. With the processing and
establishment of the individual records, the
clerical burden imposed assumes very significant proportions. Under the present manual
system, the major portion of this burden rests
with the PW camps. The data processing procedures described herein are directed toward
alleviating this burden. The required PCM
support will be provided either as a theater
service or by attachment of an appropriate data
processing (PCM) team to the USPWIC (Br).
AGO 6977A

4. Operational Objectives
Within the areas of maintaining up-to-date
PW personnel records, providing efficient locator service, preparing PW statistical reports
and rosters on a responsive basis, and providing
responses to inquiries concerning individual
PW's, the major objectives of the function of
PW administration are as follows:
a. PW Camp Level.
(1) Minimize manual preparation and
maintenance of PW records and recordkeeping.
(2) Minimize reporting requirements.
b. Branch United States Prisoner of War
Information Center (USPWIC (Br)) Level.
(1) Minimize manual recordkeeping and
reporting.
(2) Minimize manual data processing.
(3) Provide required PW data and reports
on a more responsive basis to the commander and his staff to Department
of the Army and to the Central Prisoners of War Information Agency.
(4) Facilitate preparation of rosters and
selected reports.
(5) Provide maximum PW management
support to reporting organizations
(PW camps/hospitals).
5. Operational Procedures
a. General. The system is based on using
present prisoner of war records as basic input
source documents to establish the required data
base. The two source documents are(1) DA Form 19-2 (Prisoner of War Personnel Record).
(2) DA Form 2674-R (Internee
Strength).
b. Procedures. Responsibility for the prepa101

4i

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102

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4

a.
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aw
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a.
AGO 6977A

ration and processing of the above records in

the theater of operations rests with three units.
These are the military police PW processing
company, the PW camp, and the Branch United
States Prisoner of War Information Center
(USPWIC (Br)). See figure 34.
(1) Military Police PW Processing Company.
(a) DA Form 19-2 is prepared for each
PW taken into custody by the
United States Army. The form is
composed of Parts I, II, and III.
Parts I and III of the form are prepared in duplicate. The white copy
of Parts I and II accompany the
prisoner of war throughout his
internment. Part II is filled out at
the appropriate times by the PW
camp having custody. The green
copy of Parts I and II and of Part
III are forwarded to the USPWIC
(Br). The USPWIC (Br) retains
the green copy of Parts I and II and
forwards the green copy of Part III
to the USPWIC. The white copy of
Part III is held by the military police prisoner of war processing company until all 25 sets in a pad have
been used and are then sent through
the USPWIC (Br) to the USPWIC
where they serve as a check on the
receipt of the green copy.
(b) The military police PW processing
company is not charged with responsibility for retaining or maintaining any PW records, data, or
statistics. Following completion of
processing, each PW is immediately
released to the custody of the commander of the PW camp at which
the military police PW processing
company is located.
(2) Prisoner of war camp. DA Form
2674-R (Internee Strength) is the
basic record of the official daily status
of the reporting prisoner of war camp
and of each assigned PW. It is prepared daily. All pertinent changes in
the status of each assigned PW which
occur during the strength report day
are current strength report entries
AGO 6977A

and are reported for that day. The

original copy is submitted to the
USPWIC (Br); the duplicate copy is
retained by the reporting PW camp.
For additional detailed instructions,
see AR 633-50.
(3) Branch United States Prisonerof War
Information Center.
(a) Input operations. A PW Basic Personnel Data Card is punched for
each DA Form 19-2 received. Collectively, these cards constitute a
single PW master file. The DA
Form 19-2 is the source document
for 16 of the 21 items of individual
personnel data contained on each
master card. Except as a result of
errors, these 16 data items remain,
essentially, unchanged; i.e., name,
grade, internment serial number,
etc. For the remaining five data
items, the DA Form 2674-R is the
source document. Of these data
items, three are subject to change
each time a PW is transferred; the
remaining two items which reflect
a final disposition (death, release,
repatriation) and effective date are
one-time entries. The new PW master cards are merged into the old
PW master card file on a daily basis.
(b) Output operations. The PW master
card file is used to provide reports
for command management and operational use. These reports include,
but are not limited to1. Prisoner of war camp personnel
rosters.
2. Prisoner of war transfer rosters.
S. Prisoner of war repatriation rosters.
4. Deceased prisoner of war rosters.
5. Theater prisoner of war locator file.
6. Prisoner of war camp locator files.
6. Organizational Procedures
a. General. Organizational procedures and
concepts remain unchanged from those described in chapter 10.
103

b. Response Times. For the reports provided

for under this system, response times normally
range from 24 to 72 hours.
7. Input Document Description
a. Prisoner of War Personnel Record.
(1) Purpose. This record (Parts I and
II) constitute the basic personnel record for each PW held in United States
Army custody. Additionally, Part III
of the record provides for the recording and reporting of selected personnel data to the Central Prisoner of
War Information Agency in accordance with the provision of Articles 122
and 123 of the 1949 Geneva PW Convention.
(2) Preparing Unit. The Military Police
Prisoner of War Processing Company
(TOE 19-237).
(3) Format. DA Form 19-2.
(4) Distribution. Prisoner of war camp at
which PW is interned, USPWIC (Br),
and the USPWIC.
(5) Discussion. This record servesas the
initial and basic source document for
input for the punched cards. Of the
21 separate items of individual personnel data which each punch card is
designed to reflect, 16 of the items
will be provided for by the DA Form
19-2. Except as a result of errors,
each of these items will remain, essentially, unchanged throughout the duration of a prisoner's internment, thereby minimizing the administrative effort in maintaining the PW master
file. Prior to punching the cards,
manual coding of selected data items
from the hard copy report, using
codes similar to those suggested in
paragraph 9, is required. A type code
format for this data is included in
figure 35.
b. Internee Strength.
(1) Purpose. This report is the basic record of the official daily status of the
104

(2)

(3)
(4)

(5)

reporting organization and of each

PW assigned to a PW camp or hospital. It is also the source of data
for the official number of PW interned
and for other statistical data and reports.
Preparingunit. Each prisoner of war
camp and hospital to which PW's are
assigned.
Format. DA Form 2674-R.
Distribution. Copy number 1 to USPWIC (Br) ; copy number 2 retained by
reporting organization.
Discussion. This report provides the
source document for the five data
items which are not provided for by
DA Form 19-2. Of these five items,
three relate to transfers and are subject to change each time a prisoner
of war is transferred from one PW
camp or hospital to another. The remaining two data items relate to the
final disposition of the PW (death, repatriation, release, etc.) and the effective date thereof. These are onetime entries. Manual coding of these
entries, using codes similar to those
suggested in paragraph 10 below, is
required. A type code format for this
data is included in figure 35.

8. Master File Description

The prisoner of war master card file is discussed in a through e below.
a. Purpose. This file is used to record and
maintain a current file of selected data for
each prisoner of war taken into United States
Army custody in a theater of operations. It is
used to provide periodically updated prisoner
of war camp personnel rosters, transfer rosters,
repatriation rosters, deceased PW rosters,
theater and camp PW locator files, and for
various on-call reports. Additionally, this
master file provides the data whereby the theater PW population may be readily screened
and listed by nationality, power served, occupational skill, religion, physical classification,
AGO 6977A

TYPE

FORMAT

PRISONER OF WAR PERSONNEL RECORD,

CODE SHEET:
AND INTERNEE STRENGTH, DA FORM 2674-R

I - 18

1:1=

NAME

DA FORM 19-2

55

RELIGION

56

WORK

57-59

OCCUPATIONAL

60-63 DATE

19-20 GRADE
21-35 INTERNMENT
SERIAL NO

36-45 ENEMY
SERVICE NO

CLASSIFICATION
SKILL

OF CAPTURE

64

POWER SERVED

65

NATIONALITY

66

ARM OR SERVICE

67

CAPTURING

POWER

68-69 TRANSFERRED
TRANSFERRED

FROM
TO

46-49 DATE OF BIRTH

70-71

50

72-75 DATE OF TRANSFER

SEX

51-52 AGE
53-54 EDUCATION

76

FINAL DISPOSITION

77-80 EFFECTIVE

DATE

Figure 35. Type format for a code sheet for the Prisonerof War Personnel Record,
DA Form 19-2, and the Internee Strength, DA Form 2674-R.

capturing power, and a number of other criteria. As such, the PW master file constitutes
a particularly useful and economical management tool. Although only a single master file
is discussed herein, the establishment and maintenance of additional working files are envisioned, such as a separate PW card file for
each PW camp, camp PW locator file, theater
PW locator file, etc. Also, the data items selected for punching may be modified, to reflect
particular theater requirements. The cards for
each of these and other files may all be prepared
from the PW master file cards without necessity
for manually punching of additional cards.
b. Preparing Unit. USPWIC (Br).
c. Format. Not specified. See figure 36 for
card layout.
d. Distribution. See paragraph 9 below, for
distribution of output documents.
AGO 6977A

e. Discussion. The selection of data items to

appear on each punchcard and the restriction to
a single master file card for each PW was based
on several considerations as follows:
(1) The preparation of various rosters,
camp PW rosters, transfer rosters,
and repatriation rosters, if manually
accomplished, would require a very
extensive typing pool and would be
very time-consuming. The data items
selected for card punching should
satisfy normal individual personnel
data requirements for the semiautomated preparation of such rosters.
(2) For management purposes, surveys of
the entire PW population to determine
numbers, locations, and identities of
PW's by nationality, power served,
occupational skills, education, sex, etc.,
105

O
0

EFFECTIVE

DATE

FINAL DISPOSITION
DATE OF TRANSFER

TRANSFERRED TO

tO

TRANSFERRED FROM

to

CAPTURING POWER
ARM OR SERVICE
NATIONALITY
POWER SERVED
DATE OF
CAPTURE

OCCUPATIONAL

SKILL

(D WORK CLASSIFICATION
e RELIGION
en

EDUCATION
AGE

SEX
DATE OF
BIRTH
II
In

en
r
v

Figure86. Type 80-column cardlayout; Prisonerof War Master CardFile.

106

AGO 6977A

are essential. Data items selected for

the punchcard will permit the accomplishment by semiautomated means of
at least a great majority of such surveys of this nature as may be required.
(3) Although additional data might be
coded by adding a second card to the
master file, the results obtainable do
not appear, at the present time, to
warrant such action with PCM equipment. Should additional coding be
determined to be necessary in specific
situations, field implementation thereof may be readily effected.

PRISONER OF WAR
INTERNMENT SERIAL
NUMBER

NAME

9. Output Document Description

a. Prisoner of War Camp Personnel Roster.
(1) Purpose. To provide the PW camp/
hospital commander with a current
roster of PW's for whom he is accountable.
(2) Preparing unit. USPWIC (Br).
(3) Format. None prescribed. See type
format, figure 37.
(4) Distribution. Each PW camp/hospital.
(5) Discussion. This roster will be prepared monthly or upon demand for

CAMP NO

GRADE WORK CLAS

(DATE)

NATIONRELIGION I AGE
OCC SKILL ALITY

Figure*7. Type format for hard copy printout of Prisonerof War Camp
PersonnelRoster.
AGO 6977A

107

each PW camp/hospital. For work

assignment purposes each PW is
classified as heavy work (HW), light
work (LW), or no work (NW). The
columnar headings listed are illustrative only of those items of information
which may be shown on the personnel
roster.
b. Theater Prisoner of War Locator Directory.
(1) Purpose. To provide a central directory whereby the current location or
final disposition of each PW can be
determined quickly. A primary use of
this file will be to provide PW mail
directory service.
(2) Preparingunit. USPWIC (Br).

NAME

GRADE

ISN

(3) Format. None prescribed. See type

format, figure 38.
(4) Distribution. USPWIC (Br).
(5) Discussion. This file will be used primarily by the USPWIC (Br) to provide theater PW mail directory service. A capability should be provided,
through the preparation of three separate listings or one complete listing
with two cross-reference listings, to
permit name searches by internment
serial number, enemy service number,
or by name. Daily updating of the file
will be required. The maintenance of
card files rather than of published
listings may be preferable.
c. Transfer Roster.
(1) Purpose. To provide listings of PW's
to be transferred together with perti-

PW CAMP NUMBER OR DISPOSITION,

ENEMY SVC NO I.E. , DECEASED,REPATRIATED,ETC.

Figure28. Type format for hard copy printout for the Theater Prisonerof War
Locator Directory.

108

AGO sFI7A

NAME

Figure 39.

(2)
(3)
(4)

(5)

GRADE

ISN

ARM OR SERVICE

ype format for hard copy printout of Prisonerof War

nent personnel data items.

Preparingunit. USPWIC (Br).
Format. None prescribed. See type
format, figure 39.
Distribution. Sending PW camp, receiving PW camp, and transportation
officer.
Discussion. With an appropriate

POWER

SERVED

ransfer Roster.

heading and appropriate authentication, the transfer roster may constitute a transfer directive.
d. Other Rosters. Other rosters which will
be required and which may be prepared include
rosters of PW's by occupational skills, deceased,
in escape status over 30 days, repatriation,
release, transferred to other powers, etc.

10. Type Coding Guide for Prisoner of War Master Card File
a. General. The following paragraphs provide a type coding guide to be used to complete
the code sheet for the transition between the hard copy source document and the machine language 80-column card.
AGO 6977A

109

b. Prisoner of War Master File Card. See figure 35 for code sheet.
Column 1-18
Column 19-20

Column 21-35

Column 36-45

Column 46-49

Column
Column
Column
Column

50
51-52
53-54
55

Column 56

Column 57-59

110

Last name, first name, middle name or initial. Leave one (1) blank space
between last name, first name, and middle name or initial.
Grade. Code the senior grade with the numeral "1," the next lower grade
with numeral "2," etc., in accordance with appropriately developed
enemy military grade structures.
Internment Serial Number
Prefix-6 characters
Number-7 characters
Suffix-2 characters
Reference: AR 633-50
Enemy Service Number
Prefix-2 characters
Number-8 characters
Date of Birth. Code: Day, month and last digit of year. The months
January through September are punched 1 through 9 respectively; the
months October, November, and December are punched X, Y, and Z
respectively.
Sex. Code: M for male; F for female.
Age.
Education. Code: Punch number of years of school attendance.
Religion. Code: Use alphabetical designations in accordance with appropriately developed code.
Work Classification. Code:
H-Heavy work
L-Light work
N-No work
Reference: AR 633-50
Primary Occupational Skill. Code:
442 Blacksmith
120 Bridge Helper
122 Bridge Specialist
462 Canvas and Leather Repairman
511 Carpenter
530 Chemical Warfare Helper
710 Clerk
612 Construction Machinery Operator
941 Cook
154 Draftsman Plotter
355 Electrician
539 Farm Hand
540 Laborer, Unskilled
546 Laundry Specialist
640 Light Vehicle Driver
550 Longshoreman
545 Lumberjack
443 Machinist
513 Mason
911 Medical Aidman
AGO 6971A

Column 60-63
Column 64

001 Officer
510 Painter
509 Pipeline Helper
522 Plumber
654 Punch Shear Operator
516 Quarryman
296 Radio Repairman
650 Railway Maintenance Helper
563 Shoe Repairman
421 Small Arms Repairman
323 Telephone Installation Repairman
461 Textile Repairman
632 Track Vehicle Mechanic
967 Translator
999 Unprocessed Prisoner
520 Utilities Worker
Skill code numbers used are identical to military occupational specialty
(MOS) number. AR 611-201, Manual of Enlisted Occupational Specialities, may be used as reference.
Date of Capture. Code: See code under columns 46-49.
Nationality. Code: Alphabetical designation in accordance with appropriately developed code.
Note. Nationality is used to indicate the country in which the PW claims citizenship.

Column 65

Power Served. Code: Alphabetical designation in accordance with appropriately developed code.
Note. That power in which the PW was serving as a member of its armed forces at time
of capture.

Column 66

Column 67

Arm or Service. Code:

A-Army
N-Navy
F-Air Force
Capturing Power. Code: Alphabetical designation in accordance with appropriately developed code.
Note. To be used only if capturing power is other than the United States.

Column 68-69

Column 70-71
Column 72-75

Transferred From. Code: Numerical designation of theater PW Camp in

accordance with appropriately developed code. Alphabetical designation
of Allied power in accordance with appropriately developed code, if international transfer is involved.
CONUS-U.S.
Transferred To. Code: See code under columns 68-69.
Date of Transfer. Code: See code under columns 46-49.
Note. The date of transfer will be the EDCSA as indicated on the internee strength
report (DA Form 2674-R). Reference: AR 633-50.

Column 76

AGO 6977A

Final Disposition. Code:

D-Deceased
G-General Repatriation
M-Medical Repatriation
R-Released
E-Escaped
111

Column 76-Continued Note. PW's who do not elect to be repatriated to their home country or power which they
were serving at time of capture and who are given their freedom in another country
are identified as having been released.
Escape: To be shown as a final disposition only after PW has been in escape status
for over 30 days. Reference: AR 633-50.

Column 77-80

112

Effective Date. Code: See coding instructions under columns 46-49.

AGO 6977A

INDEX

Paragrapph

Civilian internee activities, PW and Command headquarters support _____

Communications:
Automatic data .............

171a
48-51

Enforcement __________.. .
Engineer command ..--..--....

124
11b(5)

Headquarters:
Headquarters and Headquarters
Company, Stockade and Rehabilitation Center (TOE 19316) ...................
181
-Headquarters and Headquarters
Company, Prisoner of War
Brigade (TOE 19-28) __-173
Headquarters and Headquarters
Company, Military Police
Prisoner of War Camp (TOE
174
19-256) ---------Headquarters and Headquarters
Detachment, Military Police
Battalion (TOE 19-76) .- .68-72
Headquarters and Headquarters
Detachment, Military Police
Battalion (Team AD, TOE
19-500) __________________ 73--77, 175
AGO 6977A

79
34

184c, 92, 101

app B
187
93

Civil police system

-. .lab
Commercial system ..........
184d
Messenger
__-_- -_____-_-_-_-_
1
84a
Radio -.------------.----Sound --- __----------------184f
185
Theater army area system -. 184e
Visual __............__
184d
Wire .---------.Communications zone _------.
6, 7
Control of circulation of individuals:
142
Border control _..___
.----141
Local civilians __________----Members of the military estab140
lishm ent ------------------Confinement and rehabilitation -_ --- 1164, 165,
171
171
Crime laboratory services -____
123
Crime, prevention.____________
Criminal investigations
.
........ 1.62, 163

1Paragraph

Page

Agreements, standardization (NATO)

136
67
Area support .----------------45-47
33
Area support command ___-__-__-- - 11b :6), 46 13,33
33
Area support group -----45
______---

92
91
92
92
92
92
5
70
69
68
76, 79
79
62
75
63
13

88
82

84

41

44,84

Page

Headquarters-Continued
Headquarters and Headquarters
Detachment, Military Police
58-62
36
Brigade (TOE 19-262) ......
Headquarters and Headquarters
Detachment, Branch U.S.
Prisoner of War/Civilian Internee Information Center
(TOE 19-503) __-_____
179
86
Headquarters and Headquarters
Detachment, Military Police
Group (TOE 19-272)
______ 63-67, 180 39, 88
157
Identification and control, personnel _
Indigenous military and
paramilitary police:
194
Employment __.............
193
Equipment__ __............
Indigenous military police acad195-198
emy .....................
189
Mission ..................
190
Organization ...............
Procurement _-_.___..__...__
191
192
__.
_
Training _
17
Interzonal considerations..........

74

Law and order .--............

121-125

62.

122
Maintaining order .........
Medical command ...........
11b(2), 53
Military police brigade, ASCOM ____
19
Military police support organiza23
tion, ASCOM ................
Military prisoner confinement and
171
rehabilitation activities _________

62
11, 35
18

Personnel and administrative agency_

43
Personnel command ._
__________
11b(1)
Personnel command headquarters ---42
Personel command, military police
support ._._--. .....
166-182
Personnel identification and control __
157
152
Pilferage, prevention
Physical security:
Convoy _.
161
.......
Physical security plan ___-_____
145
Physical security program.....
31a, 144
Physical security surveys......
147
153
Railway security .......
Security areas.............
148
Nuclear weapons and ammunition
150
151
Supplies ..................
154
Water terminals -___-_________

32
11
32

95
95
95
94
94
95
95
16

20
79

78
74
72
75
70
27, 70
71
73
71
71
72
73
113

Paragraph

Planning, military police:

117
Physical security ____--______
119
Rear area protection .......
114
Requirements _____________ _
116
__
Support of civil affairs _ -129
Traffic control ...............
Prevention of crime .. ___.
......
123
152
Prevention of pilferage ___--------_
Prisoner of war and civilian in171
ternee activities .............
Prisoner of war data processing....
app B
Public safety __--*__._______
125
Rear area protection __________-_
Rehabilitation and confinement -----Rehabilitation training centers ------

Page

60
61
58
60
66
62
72
79
m1
64

31c
164
1655

28
76
7G

Security of lines of communication __

118
30
Staff provost marshal, ASCOM _ -_
Stockades -_
__-165a
Supply and maintenance command __llb(3), 55

60
25
76
12, 35

10, 50

9, 34

11, 51
9, 49
5

9, 31
8, 34
5

138
130
...... 134
32a, 131

67
66
67
28, 66

__
Theater army headquarters -----Theater army support command
-_ _
_ '- _
(TASCOM) __Theater headquarters _____-__
_
Theater of operations .......
Traffic control:
Accident investigation -------Circulation plan ____________
.
Classification of routes
Control plan ------------_

Paragraph

Traffic Control-Continued
136
Military route signing --------129
Planning __-...___________.._
Transportation command -_
._____
11b(4), 54
Units:
Military Police Company (TOE
80-84
19-77) ...................
Military Police Confinement
95-99
Detachment (TOE 19-500) -Military Police Crime Laboratory (Team LD, TOE 19500) .......
-_
182
Military Police Criminal Investigation Detachment (Team
104-107
LA, TOE 19-500) ........
Military Police Criminal Investigation Detachment (Team
100-103
LC, TOE 19-500) ..........
Military Police Escort Guard
177
Company (TOE 19-47) ....
Military Police Guard Com85 -89,176
pany (TOE 19-247) _____Military Police Hospital Security Detachment (TOE 19108-112
.
. ..............-.
500)
Military Police Physical Secu90-94
rity Company (TOE 19-97) __
Military Police Prisoner of
War Processing Company
178
(TOE 19-237) .........

Page

67
66
13,35

48
54

90
56

55
85
51,85
56
52

85

By Order of the Secretary of the Army:

HAROLD K. JOHNSON,
General, United States Araiy,

Official:
KENNETH G. WICKHAM,
Major General,United States Army,
The Adjutant General.

Chief of Staff.

Distribution:
To be distributed in accordance with DA Form 12-11 requirements for MP Support-Communication Zone.
*U.S. Government Printing Office: 1967-250-508/6977A

114

AGO 6977A