ARTEP 19-667-30 MP Guard Company
ARTEP 19-667-30 MP Guard Company
DECEMBER 2003
HEADQUARTERS
DEPARTMENT OF THE ARMY
ARTEP 19-667-30-MTP
*
ARMY TRAINING AND HEADQUARTERS
EVALUATION PROGRAM DEPARTMENT OF THE ARMY
No. 19-667-30-MTP Washington, DC, 17 December 2003
for the
TABLE OF CONTENTS
PAGE
Table of Contents ..............................................................................................................................i
Preface..............................................................................................................................................ii
Glossary ...........................................................................................................................Glossary -1
References.................................................................................................................... References -1
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ARTEP 19-667-30-MTP
PREFACE
This mission training plan (MTP) provides active component (AC) and reserve component (RC) training
managers with a descriptive, mission-oriented training program to train the unit to perform its critical
wartime operations. This MTP aligns with and is part of the United States (US) Army Training and Tactical
Doctrine Program. While general defense plan missions and deployment assignments impact on the
priorities, the operations described here are expected to be executed with a high level of proficiency.
Each unit is expected to train, as a minimum, to the standards of the training and evaluation outlines
(T&EOs) in this MTP. Standards for training may be raised, but they may not be lowered.
This MTP applies to the military police guard company organized under TOE 19667L000.
The proponent for this publication is HQ, TRADOC. Send comments and recommendations on
Department of the Army (DA) Form 2028 directly to Commandant, United States Army Military Police
School, ATTN: ATSJ-MP-T, Bldg 3203, 401 MANSCEN Loop, Suite 1069, Fort Leonard Wood, MO
65473-8929.
Unless this publication states otherwise, masculine nouns and pronouns do not refer exclusively to men.
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CHAPTER 1
Unit Training
1-1. General. This MTP provides the commander and leaders with guidance on how to train the key
missions of the unit. The specific details of the unit training program will depend on the—
1-2. Supporting Material. This MTP describes a critical wartime mission-oriented training program that is
part of the next higher-echelon training program. This relationship is illustrated in Figure 1-1. The unit
training program consists of the following publications:
a. Army Training and Evaluation Program (ARTEP) 19-546-MTP. This manual describes the
mission and tasks for the headquarters and headquarters company, military police battalion
(internment/resettlement).
b. ARTEP 19-476-MTP. This manual describes the mission and tasks for echelons above corps
(EAC) and corps military police battalions and division provost marshal (combat support).
c. ARTEP 55-916-MTP. This manual describes the mission and tasks for the headquarters and
headquarters company, transportation railway battalion.
d. ARTEP 19-667-MTP. This manual describes the mission and tasks for the military police
company (guard).
e. ARTEP 19-100-10 Drill. These drills are used by the company commanders and unit leaders
to train skills that must be sustained by the unit.
f. Soldier Training Publications (STPs) for the appropriate MOS and skill levels.
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1-3. Contents. This MTP is organized into six chapters and four appendixes.
a. Chapter 1, Unit Training, provides the explanation and organization of an MTP. This chapter
explains how to use an MTP in establishing an effective training program.
b. Chapter 2, Training Matrixes, shows the relationship between the mission and the collective
tasks.
d. Chapter 4, Training Exercise, consists of a sample training exercise. This exercise provides
training information and a preconstructed sample scenario. It can serve as a part of an internal or external
evaluation. This exercise may be modified to suit the training needs of the unit.
e. Chapter 5, Training and Evaluation Outlines, contains the T&EOs for the unit. T&EOs are the
foundation of the MTP and the collective training of the unit. Each task is a T&EO that identifies task
steps, performance measures, individual and leader tasks, and opposing forces (OPFOR) countertasks.
The unit must master designated collective tasks to perform its critical wartime operations. T&EOs can be
trained separately, in a situational training exercise (STX), in a field training exercise (FTX), or in live-fire
exercises. For collective live-fire standards, the trainer needs to refer to the applicable gunnery manual
for the appropriate course of fire. Those standards and courses of fire need to be integrated into the
training exercise. Each T&EO is part of a mission and, in various combinations, composes the training
exercise in Chapter 4.
(1) Format. T&EOs are prepared for every collective task that supports critical wartime
operation accomplishment. Each T&EO contains the following items:
(a) Elements. This identifies the unit or unit element(s) that perform the task.
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(b) Task. This describes the action to be performed by the unit and provides the task
number.
(c) Reference. This identifies the publication used to develop the task and is in
parenthesis following the task number. If more than one reference is used, the reference that contains the
most information (primary reference) about the task is listed first and underlined. If there is only one
reference, it is not underlined.
(d) Iteration. This is used to identify how many times the task is performed and
evaluated during training. The M identifies when the task is performed in mission-oriented protective
posture (MOPP) 4.
(e) Commander/leader assessment. This is used by the unit leadership to assess the
proficiency of the unit in performing the task to standard. Assessments are subjective in nature.
Therefore, use all available evaluation data and subunit-leader input to assess the overall capability of the
organization to accomplish the task. Use the following ratings:
• P - Needs practice. The unit needs to practice the task. Performance has
demonstrated that the unit does not achieve the task to standard without
some difficulty or has failed to perform some task steps to standard.
(f) Conditions. This describes the situation or environment in which the unit is to
perform the collective task.
(g) Task standards. This states the performance criteria that a unit must achieve to
successfully execute the task. This overall standard should be the focus of training and should be
understood by every soldier. The trainer or evaluator determines the unit training status by using
performance observation measurements (where applicable) and his judgment. The unit must be
evaluated in the context of mission, enemy, terrain, troops, time available, and civilian considerations
(METT-TC). The conditions should be as similar as possible for all evaluated elements. This will establish
a common baseline for unit performance.
(h) Task steps and performance measures. This is a list of actions that the unit must
perform to complete the task. These actions are stated in terms of observable performance for evaluating
training proficiency. The task steps are arranged sequentially along with any supporting individual tasks
and their references. An asterisk (*) to the left of the step number indicates the leader tasks within each
T&EO. If the unit fails to correctly perform one of the task steps to standard, it has failed to achieve the
overall task standard. The task step may contain performance measures that must be accomplished to
correctly perform the task step.
(i) GO/NO-GO column. This column is provided for annotating the performance of the
task steps. Evaluate each performance measure for a task step and place an X in the appropriate
column. A major portion of the performance measures must be marked a GO for the task step to be
successfully performed.
(j) Task performance/evaluation summary block. This block provides the trainer with a
means of recording the total number of task steps and performance measures evaluated and those
evaluated as GO. It also provides the evaluator with a means to rate the unit demonstrated performance
as a GO or NO-GO. It also provides the leader with a historical record for five training iterations.
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(k) Supporting individual tasks. This is a listing of all supporting individual tasks
required to correctly perform the task. The task number and task title for each individual task are listed.
(l) Supporting collective tasks. This is a listing of all supporting collective tasks
required to correctly perform the task. The task number and task title for each collective task are listed.
(m) Opposing forces tasks. These standards specify overall OPFOR performance for
each collective task. The standards ensure that the OPFOR soldiers accomplish meaningful training and
force the training unit to perform its task to standard or lose to the OPFOR. The OPFOR standards
specify what must be accomplished—not how it must be accomplished. The OPFOR must always attain
its task standards, using tactics consistent with the type of enemy being portrayed.
(2) Usage. The T&EOs can be used to train or evaluate a single task. Several T&EOs can
be used to train or evaluate a group of tasks such as an STX or FTX.
f. Chapter 6, External Evaluation, provides instructions for the planning, preparation, and
execution of an external evaluation.
g. Appendix A, Combined Arms Training Strategy, contains recommended unit training strategies
that describe the types of training events and resources required to facilitate training to standard.
i. Appendix C, Safety, consolidates safety rules found in Army regulations (ARs), field manuals
(FMs), and technical manuals (TMs).
a. This MTP concerns specific missions found in the TOE and an implied mission that the unit
must perform in order to accomplish the specified missions. The critical missions are the focus for the
unit. The commander may supplement these missions with his own. The following is a listing of the
missions for the unit:
l Guard prisoners of war (EPWs) and civilian internees (CIs) of US military prisoners.
b. Each of these tasks may be trained individually or jointly. Training is based on the criteria
described in the T&EOs. Several T&EOs can be trained as an STX. Various combinations of STXs can
be used to develop an FTX for the unit to practice its entire mission responsibility. Several STXs can be
developed into an external evaluation that is designed by the next higher echelon to evaluate the unit
ability to perform multiple missions under stress in a realistic environment.
c. Squad tasks are trained in much the same way as described above. However, the squad
leader must also train the drills provided in the drill book.
d. Leader tasks that support unit missions are trained through STP training, battle simulations,
and execution of unit missions.
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e. Individual tasks that support unit tasks are mastered by training to the standards outlined in
the appropriate STPs. The T&EOs in Chapter 5 show the individual tasks that support collective-task
training.
1-5. Training Principles. This MTP is based on the training principles explained in Field Manual (FM) 7-0.
1-6. Training Strategy. The training program, developed and executed by the MP battalion to train to
standards in its critical wartime missions, will be a component of the Army Combined Arms Training
Strategy (CATS). The purpose of CATS is to provide direction and guidance on how the total Army will
train and identify the resources required to support that training. CATS provides the tools that enable the
Army to focus and manage training in an integrated manner. Central to CATS is a series of proponent-
generated unit and institutional strategies that describe the training events and resources required to
facilitate training to standard. CATS will be embedded in the Standard Army Training System (SATS),
version 4.1 and higher. The Web site for this information is http://www.atsc.army.mil/atmd/strac.
a. The unit training strategies central to CATS provide the commander with a descriptive menu
for training. These strategies reflect that while there is an optimal way to train to standard, it is unlikely
that all units in the Army will have the exact mix of resources required to execute an optimal training
strategy.
b. The unit training strategy is a descriptive training strategy that provides a means for training
the battalion to standard by listing required training events, critical training gates, training event
frequencies, and training resources. The commander selects those tasks required to train his METL from
this MTP. The training strategies to be provided in SATS 4.1 will provide the means whereby those tasks
can be trained through a focused and integrated training plan.
c. The unit training strategy will be comprised of three separate training strategies. When
integrated with the training tasks found in this MTP, they form a comprehensive and focused training
strategy that allows the unit to train to standard. The elements of the unit training strategy are discussed
below.
(1) Maneuver- and collective -training strategy. The maneuver- and collective-training
strategy is intended to provide a set of recommended training frequencies for key training events in a unit
and depicts those resources that are required to support the training events.
(2) Gunnery strategy. The gunnery strategy is based on weapons systems found in the unit
and is intended to provide an annual training plan and to depict resources required to support weapons
training. Data for the gunnery strategy comes from the Standards in Training Commission (STRAC)
manual or the appropriate FMs.
(3) Soldier strategy. The soldier strategy provides an annual plan for training and
maintaining skills at the individual level and lists the resources required to train a soldier.
d. A vital element in the unit training strategy is the identification of critical training gates. Critical
training gates are defined as training events that must be conducted to standard before moving on to a
more difficult or resource-intensive training event or task. Training gates follow the crawl, walk, run
training methodology. For instance, if the unit training strategy calls for conducting an FTX and an STX
has been identified as a critical training gate for the FTX, the training tasks in the STX must be trained to
standard before conducting the FTX. Standards for all tasks must be clearly defined so that the trainer
can assess the preparedness of the soldiers, or units, to move on to more complex training events. The
provision for critical training gates is made recognizing that the unit METL and the commander's
assessment of his unit training status will determine the selection and timing of the collective-training
exercises in a specific unit training strategy.
e. When developing the unit training plan, the commander identifies from the MTP the training
tasks required to train his METL.
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1-7. Training Conduct. This MTP is designed to facilitate planning, preparing, and conducting unit
training as explained in FMs 7-0 and 25-101. The commander performs the following:
a. Assigns the missions and supporting tasks for training based on his METL and guidance from
the next higher headquarters (HQ). Trainers must plan and execute training to support this guidance.
b. Reviews the mission outline in Chapter 3 to determine whether the STXs and the FTXs
provided will support, or can be modified to support, the command guidance. If they do not support the
guidance or if they need to be modified, refer to the matrix in Chapter 2. This matrix provides a list of all
critical collective tasks, drills, and individual tasks that must be mastered to perform the mission.
c. Prioritizes the tasks that need training. There is never time to train everything. Orient the
training toward the greatest challenges and the most difficult sustainment skills.
d. Integrates training tasks into the training schedule, using the following procedures:
(1) List the tasks in the priority and frequency that they need to be trained.
(2) Determine the amount of time required and how to use multiechelon training for the best
results.
(4) Determine who will be responsible for what. The leader of the element being trained
must always be involved.
e. Approves the list of tasks to be trained and schedules them on the unit training schedule.
g. Keeps subordinate leaders informed, and oversees their training. The standards must be
rigidly enforced.
a. Safety. Safety is a component of force protection. Commanders, leaders, and soldiers use risk
assessment and risk management to tie force protection into the military around the mission. Risk
management assigns responsibility, institutionalizes the commander’s review of operational safety, and
leads to decision making at a level of command that is appropriate to the risk. The objective of safety is to
help units protect combat power through accident prevention, which enables units to win quickly and
decisively, with minimum losses. Safety is an integral part of all combat operations. Safety begins with
readiness that determines the ability of the unit to perform its METL to standard. Readiness standards
addressed during METL assessment are as follows:
(2) Leaders who are ready, willing, and able to enforce standards.
(4) Standards and procedures for task preferences that are clear and practical.
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(5) Support for task preference, including equipment, personnel, maintenance, facilities, and
services.
b. Risk Management. Risk management addresses the root causes (readiness shortcomings) of
accidents. It helps commanders and leaders identify and predict the next accident. Risk management is a
way to put more realism into training without paying the price in deaths, injuries, or damaged equipment.
Risk management is a five -step, cyclic process that is easily integrated into the decision-making process
outlined in FM 101-5.
Step 1. Identify Any Hazards. Identify the most probable hazards for the mission.
Step 2. Assess the Hazards. Analyze each hazard to determine the probability of it causing an
accident and the probable effect of the accident. Identify control options to eliminate or reduce the hazard.
The Army standard risk assessment matrix, shown in Figure 1-1, is a tool to use for assessing hazards.
Step 3. Make Risk Decisions. Weigh the risk against the benefits of performing the operation.
Accept no unnecessary risks, and make any remaining risk decisions at the proper level of command.
Step 4. Implement Controls. Integrate specific controls into operation plans (OPLANs),
OPORDs, standing operating procedures (SOPs), and rehearsals. Communicate controls to the individual
soldier.
Step 5. Supervise. Determine the effectiveness of controls in reducing the probability and
effect of identified hazards, to include a follow-up and an after-action review (AAR). Develop lessons
learned.
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HAZARD PROBABILITY
FREQUENT PROBABLE OCCASIONAL REMOTE IMPROBABLE
A B C D E
CATASTROPHIC I
E EXTREMELY
F CRITICAL HIGH HIGH
II
F
E
MARGINAL III MEDIUM
C LOW
T NEGLIGIBLE IV
Severity
Catastrophic Death, permanent total disability, system loss, major property damage
Critical Permanent partial disability, temporary total disability in excess of three months, major system
damage, significant property damage
Marginal Minor injury, lost workday accident, compensable injury or illness, minor system/property damage
Negligible First aid or minor supportive medical treatment, minor system impairment
Probability
Frequent Individual soldier/item Occurs often in career/equipment or both service life
All soldiers exposed or item inventory Continuously experienced
Improbable Individual soldier/item Can assume will not occur in career/equipment service life
All soldiers exposed or item inventory Possible, but not probable; occurs only very rarely
Risk Levels
Extremely High Loss of ability to accomplish mission
High Significantly degrades mission capabilities in terms of required mission standards
Medium Degrades mission capabilities in terms of required mission
Low Little or no impact on mission accomplishment
(1) Commanders.
(b) Specify the risk you will accept to accomplish the mission.
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(e) Train and motivate leaders at all levels to effectively use risk management
concepts.
(2) Staff.
(a) Assist the commander in assessing risks and developing risk reduction options for
training.
(b) Integrate risk controls in plans, orders, METL standards, and performance
measures.
(a) Apply effective risk management concepts and methods consistently to the
operations they lead.
(b) Report risk issues beyond their control or authority to their superiors.
(a) Report unsafe conditions and acts, and correct the situation when possible.
d. Fratricide. Fratricide is the employment of weapons, with the intent to kill the enemy or destroy
its equipment, that results in unforeseen and unintentional death, injury, or damage to friendly personnel
or equipment. Fratricide prevention is a component of force protection and is closely related to safety.
Fratricide is, by definition, an accident. Risk assessment and risk management are mechanisms used to
control the incidence of fratricide.
(a) Direct-fire control plan failures. These failures result when units fail to develop
defensive and, particularly, offensive fire control plans.
(b) Land navigation failures. These failures result when units stray out of sector, report
incorrect locations, or become disoriented.
(c) Combat identification failures. These failures include gunners or pilots being
unable to distinguish thermal and optical signatures near the maximum range of their sighting systems
and units in proximity mistaking each other for the enemy under limited-visibility conditions.
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(d) Inadequate control measures. These occur when units fail to disseminate the
minimum maneuver and fire support control measures that are necessary to tie control measures to
recognizable terrain or events.
(e) Reporting communication failures. Units at all levels face problems in generating
timely, accurate, and complete reports as locations and tactical situations change.
(f) Weapons errors. Lapses in individual discipline lead to charge errors, accidental
discharges, mistakes with explosives or hand grenades, and similar incidents.
(2) Results. Fratricide results in unacceptable losses and increases the risk of mission
failure. Fratricide undermines the ability of the unit to survive and function. Units experiencing fratricide
observe these consequences:
1-9. Environmental Protection. Protection of natural resources has continued to become an ever-
increasing concern to the Army. It is the responsibility of all unit leaders to decrease and, if possible,
eliminate damage to the environment when conducting training. Environmental risk management parallels
safety risk management and is based on the same philosophy. Environmental risk management consists
of the following steps:
Step 1. Identify Any Hazards. Identify potential sources for environmental degradation during the
analysis of METT-TC factors. This requires the identification of environmental hazards. An environmental
hazard is a condition with the potential for polluting air, soil, or water and/or destroying cultural and
historical artifacts.
Step 2. Assess the Hazards. Analyze the potential severity of environmental degradation using the
environmental risk assessment matrix (Figure 1-2). Consider the severity of environmental degradation
when determining the potential effect an operation will have on the environment. The risk impact value is
defined as an indicator of the severity of environmental degradation. Quantify the risk to the environment
resulting from the operation as extremely high, high, medium, or low, using the environmental risk
assessment matrix.
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Step 3. Make Environmental Risk Decisions. Make decisions and develop measures to reduce high
environmental risks.
Step 4. Brief the Chain of Command. Brief the chain of command (to include the installation
environmental office, if applicable) on proposed plans and pertinent high-risk environmental matrixes.
Risk decisions are made at a level of command that corresponds to the degree of risk.
1-10. Evaluation. The T&EOs in Chapter 5 describe the standards that must be met for each task.
a. Evaluations can be either internal or external. Internal evaluations are conducted at all levels,
and they must be inherent in all training. External evaluations are usually more formal and are normally
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conducted by a HQ that is two levels above the evaluated unit. See Chapter 6 for more information on
external evaluations.
b. A critical weakness in training is the failure to evaluate each task every time it is executed.
The ARTEP concept is based on simultaneous training and evaluation. Too often, leaders do not practice
continuous evaluation. Soldiers or small units are trained to perform a task to standard, and then later,
when they execute that task as part of a training exercise, they execute it poorly or incorrectly and are not
corrected. For this program to work, trainers and leaders must continually evaluate training as it is being
executed.
d. FM 25-101 provides detailed instructions for conducting an AAR. It also provides detailed
guidance on coaching and critiquing during training.
1-11. Feedback. Recommendations for improvement of this MTP are requested. Feedback will help to
ensure that this MTP answers the training needs of units in the field. Please make your comments on
DA Form 2028 or DA Form 7507 and send to the address provided in the preface.
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CHAPTER 2
Training Matrixes
2-1. General. The training matrix assists the commander in planning the training of his unit personnel.
Figure 2-1 provides mission identification for the unit.
2-2. Mission-to-Collective Task Matrix. This matrix (Figure 2-2) identifies the mission and its supporting
collective tasks. The tasks are listed under the appropriate battlefield operating system (BOS), indicated
by an X in the matrix. The BOSs that are used in this matrix are defined in United States Army Training
and Doctrine Command (TRADOC) Pamphlet (Pam) 11-9. A specific mission is trained by using the
collective tasks in the vertical column for the mission. Based on the proficiency of the unit, training is
focused on operational weaknesses.
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CHAPTER 3
3-1. General. The mission outline illustrates the relationship between the missions and their support
tasks. Each outline provides the trainer with a diagram of the unit mission, sample FTXs and/or STXs,
and the collective tasks that comprise them.
3-2. Mission Outlines. Since unit training is mission-oriented, the mission outline shows how task training
contributes to the unit ability to perform its missions. The mission outlines, Tables 3-1 through 3-5,
provide the commander with a visual outline of his unit missions in a format that facilitates the planning
and management of training.
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CHAPTER 4
Training Exercise
4-1. General. Training exercises are used to train and practice the performance of collective
tasks. This MTP contains a sample FTX and a STX. They are designed to assist in developing,
sustaining, and evaluating the unit mission proficiency. Table 4-1 lists the FTXs and STXs by exercise
number, title, and page number.
4-2. Field Training Exercises. The FTX is designed to provide a training method for the unit to train the
entire mission. It provides a logical sequence for the performance of the tasks previously trained in the
STXs. Missions provide FTX orientation for unit training.
4-3. Situational Training Exercises. STXs are short, scenario-driven, mission-oriented tactical exercises
used to train a group of closely related collective tasks. STXs provide the information for training the
missions that make up the critical wartime mission. STXs—
• Allow the unit to practice the mission STX before conducting a higher-echelon FTX.
• Save time by providing most of the information needed to develop a vehicle for training.
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1. Objective. This sample FTX trains the unit for performance and proficiency in its critical wartime
mission and collective tasks that emphasize planning and movement to provide guard support.
2. Interface. This FTX supports the battalion FTX 19-1-E0001. The following STXs support this FTX:
3. Training Enhancers.
a. The training matrix in Chapter 2 shows the collective tasks that must be mastered to
perform the company mission. Training that will improve its ability to perform its mission are—
(1) Planning and performing guard duties for installations and facilities. Training may
be conducted in garrison and local training areas by one of the following methods:
(c) Appropriate training films that have a positive, aggressive effect on the
soldiers.
b. This exercise begins with the receipt of a warning order and ends upon the completion of
area damage control (ADC) activities. Table 4-2 is a suggested scenario.
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4. General Situation. The guard company is deployed to support the MP combat support battalion. The
guard company has been assigned the mission of guarding an installation and/or facility up to 240,000
square yards that contains sensitive materials. The company will occupy, secure, and conduct guard
operations at the assigned location.
5. Special Situation.
"The MP guard company will move from the garrison area not later than ______ (hours)
to ___________ (grid coordinates) and establish a company command post at ____________ (grid
coordinates). The MP guard company will be attached to _______ battalion and will perform any guard
missions assigned. The _______ battalion will support the guard company with health services; religious
issues; and legal, financial, personnel, and administrative services. The company will provide food service
support for assigned personnel and collocated units."
"Alert your company. Begin the planning process for dispatching your quartering party
and the remaining portion of your unit. On arrival, you are directed to report to the battalion command
post. The company will be attached to the _______ battalion, this exercise will begin with the receipt of a
fragmentary order and will end on notification from the battalion command post. Are there any
questions?"
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Fragmentary order
________________
(classification)
(change from oral orders, if any)
References: Map, Series ___ (name), sheet numbers ___, edition ___, (scale ___)
1. SITUATION.
a. The ______ transportation battalion has just received a warning order of incoming sensitive
cargo. This cargo is being shipped to an installation that has recently closed. The cargo will reach the
installation at _____ date-time group (DTG). The cargo will be moved to a nearby facility within 72 hours
after arrival for security measures.
3. EXECUTION. Perform security of critical sites and facilities. Conduct convoy security.
4. SERVICE SUPPORT. The guard company will be attached to the ____ transportation battalion. The
battalion will assist the guard company with any administrative/logistical support needed. (See the
company SOP.)
ACKNOWLEDGE:
SAMPLE
CPT
OFFICIAL: (Optional)
ANNEXES: (Optional)
DISTRIBUTION: (Optional)
___________________
(classification)
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6. Support Requirements.
b. Opposing Forces.
(1) OPFOR are required for the exercise to simulate threat Levels II and III activities.
(2) OPFOR should have specific missions and be controlled whenever used.
(3) The Multiple-Integrated Laser Engagement System (MILES) can be used, or the
trainer and O/C can assess equipment damage and personnel casualties.
d. Maneuver Area. Depending on the local training area, it is desirable to have a training
area with a minimum dimension of 500 X 500 meters. A road network is required that allows a convoy for
at least 30 kilometers. Using terrain that limits the leader to a geographical or school solution does not
allow the evaluation of the unit ability to conduct a terrain analysis and to select covered and concealed
positions.
e. Consolidated Support Requirements. The items listed in Table 4-3 are suggested
requirements for this exercise.
Ammunition Quantity
Simulators, projectile, ground burst 14 per co per year
Signal, illumination, white parachute 4 per co per year
5.56-mm blank (M16A1/2) 120 rounds per weapon per year
5.56-mm blank (M249) 300 rounds per weapon per year
40-mm target practice (MK19) 120 per vehicle
Grenade, smoke, red 10 per co per year
Signal, illumination, red parachute 5 per co per year
Grenade smoke, HC 9 per co per year
Simulator, hand grenade 10 per co per year
Flare, surface trip 5 per co per year
MILES Equipment Company Evaluators OPFOR
M16 system 110 4 32
Controller guns 4
Small arms alignment figure 4
f. The commander should consult local regulations and range control requirements during
coordination to ensure compliance with restrictions, such as constraints on pyrotechnics.
7. Training and Evaluation Outline Sequence. Table 4-4 lists the T&EOs from Chapter 5 that are used
to evaluate this FTX.
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1. Objective. This sample STX trains the company to perform guard operations for convoy movement.
It also provides the commander with practice in planning, coordinating, and controlling.
3. Training.
a. Guidance. The trainer should review the leader and collective tasks that are performed
during the STX. Determine which task may require initial or refresher training.
(1) Collective Training. Collective training should be on the collective tasks required
for the STX. Battle drills and STXs are key tools for squad and platoon collective training. As with
individual tasks, drills should be trained to standard with feedback provided, as required. Collective tasks
that could support this STX and mission, as well as other missions, are in the mission-to-collective task
matrix in Chapter 2.
(2) Leader Training. Leader training should be on the leader and individual tasks
required for the exercise. Leader tasks are trained in the same manner as individual tasks or by one or all
the following methods. When materials and facilities are not available, innovation is the answer. Do not
limit training to the methods listed.
(d) TEWT.
b. Training Tips. Tips for training and general instructions on how to prepare and
accomplish the STX are as follows:
(1) Conduct a leader’s reconnaissance of the training area with platoon sergeants
and platoon leaders to ensure that you do not make time-consuming mistakes.
(2) Review the standards for the T&EOs that support this exercise.
(3) Consider several options to conduct this STX. The STX may be conducted—
(a) With blank ammunition, without ammunition, or with live fire. The use of
ammunition is encouraged to add realism to the exercise.
(b) With or without MILES. MILES provides better feedback and should be
used, if available.
(c) Under all environmental conditions, both day and night, with or without
nuclear, biological, and chemical (NBC) factors. This scenario involves an active NBC environment.
4-7
ARTEP 19-667-30-MTP
(a) This STX should be initially trained and rehearsed slowly, on open
terrain, during good visibility, and with frequent explanations and critiques by leaders. This simple
execution, combined with a thorough prebrief and "chalk talks," constitutes the crawl stage of STX
training. The walk phase of this STX entails conducting the training at closer to normal rates, on more
difficult terrain, and with stops for explanation and critique only when problems occur (except for planned
AARs). The STX is executed under conditions as close as possible to those expected in combat for the
run phase. The run phase includes full operational security and camouflage, realistic time frames and
distances, challenging terrain, aggressive OPFOR, an NBC environment, and movement distances. This
exercise is conducted at full speed after conducting building-block training to reach the run level of
execution.
(b) The T&EO standards for this exercise are in Chapter 5. These standards
must be met to obtain the maximum benefits from the training.
(d) Ideally, the OPFOR replicates enemy forces in size and strength to
realistically portray threat activities.
(f) OPFOR units should look and fight like the potential enemy. Portraying
the enemy assists soldiers in understanding threat, tactics, doctrine, and weapons systems.
c. Training Enhancers. When basic proficiency is attained for the tasks in this STX, the STX
may be conducted under the following conditions:
4. General Situation.
a. The company is organized to perform guard operations for installations and/or facilities,
to include convoy security.
b. The company has been deployed to the area of operation and is awaiting additional
assignment instructions.
c. This exercise is conducted under all conditions, day or night. The company is in an active
NBC environment.
5. Special Situation.
4-8
ARTEP 19-667-30-MTP
Fragmentary order
________________
(classification)
(change from oral orders, if any)
References: Map, Series ___ (name), sheet numbers ___, edition ___, (scale ___)
1. SITUATION.
a. The ______ MP battalion has received the mission of securing and transporting sensitive
material from the point of entry to a nearby facility. Terrorist activity that could threaten delivery of the
material being transported is expected.
4. SERVICE SUPPORT. The guard company will be attached to the ____ MP battalion. The battalion
will assist the guard company with any administrative/logistical support needed. (See the company SOP.)
ACKNOWLEDGE:
SAMPLE
CPT
OFFICIAL: (Optional)
ANNEXES: (Optional)
DISTRIBUTION: (Optional)
___________________
(classification)
b. Begin the planning process for conducting convoy security (see Table 4-5). Conduct an
AAR at the end of the exercise. This review will be conducted according to FM 7-1.
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ARTEP 19-667-30-MTP
6. Support Requirements.
b. Support Elements. The use of support elements can be incorporated for realism,
depending on the training level of the company. The number of personnel used for each support function
is flexible, depending on the availability of support and the time available for training.
(3) Equipment (such as tents) for support elements depending on the exercise
configuration and the weather.
d. Opposing Forces. The OPFOR ground forces should at least be a reinforced squad.
e. Maneuver Area. The size of the training area for this exercise should be at least 5 x 4
kilometers with various terrain features and cover and concealment. Simulation is for the communications
zone. When the exercise is conducted with the battalion echelon, refer to ARTEP 19-476-MTP for the
headquarters and headquarters company, MP battalion.
4 - 10
ARTEP 19-667-30-MTP
Ammunition Quantity
5.56-mm blank (M16A1/2) 120 rounds per weapon per year
5.56-mm blank (M249) 300 rounds per weapon per year
Grenade, smoke, red 10 per co per year
Signal, illumination, red parachute 5 per co per year
Grenade smoke, HC 9 per co per year
MILES Equipment
M16 sys tem 100
M60 system 15
Controller guns 8
Small arms alignment figure 8
g. Commanders should consult local regulations and range control requirements during
coordination to ensure compliance with restrictions, such as constraints on pyrotechnics.
7. Training and Evaluation Outline Sequence. Table 4-7 lists the T&EOs from Chapter 5 that are used
to evaluate this STX.
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ARTEP 19-667-30-MTP
CHAPTER 5
The T&EOs for the unit are listed in Figure 5-1. The mission-to-collective task matrix in Chapter 2 lists the
T&EOs required to train the critical wartime missions according to their specific BOS.
Deploy/Conduct Maneuver
Cross a Radiologically Contaminated Area (03-3-C208.19-1003) ................................................. 5-3
Cross A Chemically Contaminated Area (03-3-C226.19-1503) ..................................................... 5-5
Establish a Company Defensive Position (07-2-C314.19-0107).................................................... 5-7
Defend a Unit Position (07-3-C212.19-0307)............................................................................. 5-11
Conduct Unit Deployment (19-2-1001)...................................................................................... 5-14
Occupy a Site (19-3-6003) ....................................................................................................... 5-16
Conduct a Convoy (55-2-C324.19-0155) .................................................................................. 5-18
Protect the Force
Prepare for a Chemical Attack (03-3-C202.19-0903) ................................................................. 5-22
Respond to a Chemical Attack (03-3-C203.19-0703) ................................................................. 5-24
Prepare for a Nuclear Attack (03-3-C206.19-1903).................................................................... 5-26
Respond to the Residual Effects of a Nuclear Attack (03-3-C222.19-1103) ................................. 5-28
Respond to the Initial Effects of a Nuclear Attack (03-3-C223.19-1203) ...................................... 5-30
Conduct Operational Decontamination (03-3-C224.19-1303) ..................................................... 5-32
Camouflage Vehicles and Equipment (05-2-0301.19-0105) ....................................................... 5-35
Conduct Deep-Water Port Security (19-2-2009) ........................................................................ 5-37
Supervise Pipeline Security (19-2-2010) ................................................................................... 5-40
Provide Antiterrorism and Force-Protection Support (19-2-2171)................................................ 5-43
Supervise Security for Downed Aircraft (19-2-2405) .................................................................. 5-45
Secure a Facility (19-2-3001) ................................................................................................... 5-47
Provide Perimeter Security (19-2-3603) .................................................................................... 5-50
Conduct Convoy Security (19-3-2004) ...................................................................................... 5-52
Secure a Downed Aircraft (19-3-2405)...................................................................................... 5-55
Use Passive Air-Defense Measures (44-1-C220.19-0244) ......................................................... 5-57
Maintain Operations Security (OPSEC) (71-3-C232.19-0271) .................................................... 5-59
Perform CSS and Sustainment
Occupy an Assembly Area (AA) (07-3-C228.19-0507) ............................................................... 5-62
Treat Casualties (08-2-0003.19-0108) ...................................................................................... 5-65
Conduct Battlefield Stress-Reduction and Stress-Prevention Procedures (08-2-R303.19-
0308) ..................................................................................................................................... 5-68
Perform Field-Sanitation Functions (08-2-R315.19-0408) .......................................................... 5-70
Transport Casualties (08-3-C316.19-0508) ............................................................................... 5-73
Provide Food-Service Support (10-2-C317.19-0110) ................................................................. 5-76
Perform Unit Mortuary-Affairs Operations (10-2-C318.19-0210) ................................................. 5-79
Provide Unit Supply Support (10-2-C320.19-0310) .................................................................... 5-81
Plan Base Defense (19-1-2213) ............................................................................................... 5-84
Supervise Railway Security (19-2-2011) ................................................................................... 5-87
Conduct Holding-Area Operations (19-2-3604) ......................................................................... 5-89
Support Facility Operations (19-2-3607) ................................................................................... 5-92
Conduct Company-Level Civil Disturbance Control Operations (19-2-4003) ................................ 5-94
Handle Enemy Prisoners of War (EPWs) (19-3-3106) ............................................................... 5-98
Perform Unit-Level Maintenance (43-2-C322.19-0143) ............................................................ 5-100
5-1
ARTEP 19-667-30-MTP
5-2
ARTEP 19-667-30-MTP
ELEMENT: Company
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit receives orders to cross a radiologically contaminated area. The approximate
boundaries of the area are known or marked. Some iterations of this task should be performed in
MOPP4.
TASK STANDARDS: The unit crosses the contaminated area by using the shortest, fastest route
available without incurring radiation casualties or spreading contamination. The time required to perform
this task is increased when conducting in mission-oriented protective posture (MOPP) 4.
5-3
ARTEP 19-667-30-MTP
5-4
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1M 2M 3M 4M 5M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit is enroute to a new location on a designated route and cannot move off that route
and still complete its assigned mission. The unit discovers contamination on the route and is directed to
cross the contaminated area. This task is always performed in MOPP4.
TASK STANDARDS: The unit crosses the contaminated area without suffering chemical agent
casualties.
5-5
ARTEP 19-667-30-MTP
5-6
ARTEP 19-667-30-MTP
ELEMENT: Company
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The company has received an operation order (OPORD) or fragmentary order (FRAGO)
mission requiring the unit to provide its own security and defense. Enemy elements consisting of as much
as a motorized rifle company or airborne equivalent have been active in friendly rear areas. Some
iterations of this task should be performed in MOPP4.
TASK STANDARDS: The company completes all preparations for the defense within the time specified
by the OPORD. The company is not surprised by the opposing forces (OPFOR) and suffers no casualties
from friendly fire. The company repels OPFOR attacks.
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ARTEP 19-667-30-MTP
5-8
ARTEP 19-667-30-MTP
14. The company consolidates and reorganizes during lulls in the fighting.
a. Executed platoon consolidation and reorganization according to the task,
Defend a Unit Position.
b. Treated and evacuated casualties according to the tasks, Treat Casualties
and Transport Casualties.
c. Transmitted a status report and requested replacement personnel.
d. Requested resupply.
e. Replaced damaged barriers and obstacles.
f. Restored communication.
g. Posted OPs that were withdrawn during the engagement.
h. Resumed security and patrolling activities.
15. The company continues to defend.
a. Forced the enemy to withdraw.
b. Disengaged by order of higher headquarters (HQ).
c. Ordered the repositioning of platoons to alternate or supplementary
positions, as needed.
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ARTEP 19-667-30-MTP
ELEMENT: Company
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit is occupying prepared defensive positions. Intelligence reports indicate that small
enemy elements have been sighted in the operational area. Enemy patrols have increased in the sector.
The enemy attacks the unit. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The main defensive positions are not surprised by the enemy. The unit denies
enemy penetration of the defensive positions and engages attacking units forcing enemy withdrawal. The
time required to perform this task is increased when conducting in mission-oriented protective posture
(MOPP) 4.
1. The observation posts (OPs) detect and correctly identify the enemy.
a. Reported enemy activity before the main body was engaged.
b. Provided the information using the size, activity, location, unit, time, and
equipment (SALUTE) format.
2. Unit personnel are alerted and occupy fighting positions.
a. Actuated the alert plan according to the unit standing operating procedure
(SOP).
b. Occupied fighting positions within 1 minute of the initial warning.
3. Unit personnel report enemy contact.
a. Reported enemy contact using the SALUTE format to higher headquarters
(HQ) within 1 minute of contact.
b. Rendered additional size, activity, location, and time (SALT) reports as the
situation changed.
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5 - 12
ARTEP 19-667-30-MTP
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ARTEP 19-667-30-MTP
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit receives an order to deploy to a designated location. Army Regulation (AR) 600-
8-101 and the unit deployment standing operating procedure (SOP) are available. Some iterations of this
task should be performed in MOPP4.
TASK STANDARDS: The unit has arrived in the mission area of operations (AO) with the required
personnel and equipment. The unit is ready to establish operations.
5 - 14
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ARTEP 19-667-30-MTP
ITERATION: 1 2 3 4 5 (Circle)
CONDITIONS: A military police (MP) unit is moving to a new location. The quartering party has arrived at
the new site in advance of the main party. This task should not be trained in MOPP4.
TASK STANDARDS: The unit headquarters (HQ) is secure and established at the new site.
Communications with the unit and subordinate and supporting elements are maintained without
interruption.
5 - 16
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5 - 17
ARTEP 19-667-30-MTP
ITERATION: 1 2 3 4 5 M (Circle)
CONDITIONS: An operation order (OPORD) requires the element to move and conduct operations at an
indicated location. Threat mounted forces have been operating in the area through which the route
passes. The unit standing operating procedure (SOP), with movement readiness levels, and the current
loading plans are available. The convoy may be performed during daylight or darkness, including blackout
conditions. Radio and visual signals will be used for convoy control. The column may conduct halts.
Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The unit conducts the convoy and arrives at its new location by the time specified in
the OPORD. The time required to conduct the convoy increases when conducting this task in mission-
oriented protective posture (MOPP) 4.
* 1. The unit commander conducts a map reconnaissance using all available position
(POS), navigation (NAV), and terrain-analysis capabilities to include space-
based assets.
a. Identified the start point (SP).
b. Identified the locations of friendly units.
c. Identified potential ambush sites.
d. Identified checkpoints (CPs).
e. Identified the sites for scheduled halts.
f. Identified the release point (RP).
5 - 18
ARTEP 19-667-30-MTP
5 - 19
ARTEP 19-667-30-MTP
5 - 20
ARTEP 19-667-30-MTP
5 - 21
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1M 2M 3M 4M 5M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: Opposing forces (OPFOR) are using chemical warfare or intelligence indicates its use is
imminent. Higher headquarters (HQ) directs the implementation of actions to minimize casualties and limit
contamination. This task is always performed in MOPP4.
TASK STANDARDS: The unit personnel must assume mission-oriented protective posture (MOPP) 4
within 8 minutes and complete their preparation efforts before the attack, or before its effects reach their
location. The unit protects its personnel, equipment, food, and water and continues the mission.
5 - 22
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5 - 23
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1M 2M 3M 4M 5M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
TASK STANDARDS: Soldiers sound the alarm (verbal or nonverbal), immediately assume MOPP4, and
use available shelter to prevent any further exposure to contamination. The unit reacts to the chemical
alarm within 9 seconds.
* 1. Unit leaders ensure that soldiers react to the sound of the chemical-agent alarm
or recognize the indicators for a chemical or biological attack.
a. Gave the alarm (vocal or nonvocal).
b. Ensured that soldiers put on their protective masks within 9 seconds.
c. Assumed MOPP4 as soon as possible.
d. Sought additional shelter, if available.
e. Administered a nerve agent antidote (buddy aid) to other soldiers with
symptoms of nerve agent poisoning (if applicable).
f. Administered nerve-agent antidotes to selves, if applicable.
g. Checked soldiers to ensure that protective measures were followed.
2. Soldiers take additional protective measures.
a. Protected exposed equipment and supplies.
b. Monitored the area by testing it with detector kits.
c. Applied prevention procedures, such as marking contaminated areas.
3. Soldiers conduct immediate decontamination.
a. Conducted skin decontamination.
b. Wiped down of personal equipment with M291 or M280 decontamination
kits.
c. Conducted operator spray down of equipment.
5 - 24
ARTEP 19-667-30-MTP
5 - 25
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit receives notice that a nuclear attack is probable and that actions to minimize
casualties and damage must be initiated. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The unit hardens and shields positions and equipment and conducts periodic
monitoring. The time required to perform this task is increased when conducting it in mission-oriented
protective posture (MOPP) 4.
* 1. The unit leader issues a warning order to subordinate units, ensuring that all
soldiers understand the order.
5 - 26
ARTEP 19-667-30-MTP
5 - 27
ARTEP 19-667-30-MTP
ELEMENT: Company
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit is located within a predicted fallout area. The mission does not allow movement
from the predicted fallout area. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The unit takes actions to minimize exposure to residual radiation. The time required
to perform this task is increased when conducting in mission-oriented protective posture (MOPP) 4.
4. The unit leader submits reports according to the standing operating procedure
(SOP).
5 - 28
ARTEP 19-667-30-MTP
5 - 29
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The soldiers observe a brilliant flash of light and/or a mushroom-shaped cloud. Some
iterations of this task should be performed in MOPP4.
TASK STANDARDS: The unit takes actions to minimize exposure to the initial effects of a nuclear
detonation in its area and continues its mission. The time required to perform this task is increased when
conducting it in mission-oriented protective posture (MOPP) 4.
5 - 30
ARTEP 19-667-30-MTP
5 - 31
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1M 2M 3M 4M 5M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
TASK STANDARDS: The unit decontaminates its individual gear and conducts MOPP gear exchange
(using the buddy system) without sustaining additional casualties from nuclear, biological, chemical (NBC)
contamination. The unit limits the contamination-transfer hazard by removing gross chemical
contamination from the equipment and minimizing the contamination on soldiers according to Field
Manual (FM) 3-5. The unit reduces radiological contamination to negligible risk levels according to FM 3-5
and reduces chemical and biological contamination to accelerate the weathering process and eventually
provide temporary relief from MOPP4.
* 1. The contaminated unit's leader determines the extent of the contamination and
establishes decontamination priorities.
a. Received input from the staff and subordinate leaders.
b. Established priorities of decontamination.
2. The contaminated unit submits a request for decontamination to higher
headquarters (HQ). The request, as a minimum, includes the—
a. Designation of the contaminated unit.
b. Location of the contaminated unit.
c. Frequency and call sign of the contaminated unit.
d. Time that the unit became contaminated.
e. Number of vehicles and equipment, by type, that were contaminated.
f. Type of contamination.
g. Special requirements; for example, a patient decontamination station,
recovery assets, a unit decontamination team.
3. The contaminated unit coordinates with higher HQ.
a. Obtained permission to conduct decontamination and obtained the
necessary support.
b. Selected a linkup point to meet the supporting units (a company supply
section, company or battalion power-driven decontaminating equipment
[PDDE] crew, or decontamination squad or platoon).
c. Coordinated with supporting elements.
d. Requested replacement MOPP gear.
e. Coordinated with the supporting units to see if they would also conduct a
MOPP-gear exchange.
5 - 32
ARTEP 19-667-30-MTP
* 4. The contaminated unit's leader and NBC specialists select a site to conduct the
operation, ensuring that the site selected provides—
a. Adequate overhead concealment.
b. Good drainage.
c. Easy access and exit routes (but off the main routes).
d. Proximity to a water source large enough to support vehicle washdown.
e. An area large enough to accommodate the units involved in the operational
decontamination (100 square meters for both vehicle washdown and
MOPP-gear-exchange sites).
6. The contaminated unit and supporting units move to the decontamination site.
a. Met at the linkup point as coordinated.
b. Provided security at both the linkup point and the decontamination site
(contaminated unit).
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ARTEP 19-667-30-MTP
*10. The units' leaders account for all personnel and equipment after completing the
operational decontamination.
*11. The contaminated unit's leader reports to higher HQ.
a. Reported the completion of the decontamination and the location of the
decontamination vehicle-washdown and MOPP-gear-exchange sites.
b. Requested permission to perform unmasking procedures if, through testing,
no hazard was detected.
c. Determined the adequacy of decontamination and adjusted the MOPP level
as required, after obtaining approval from higher HQ.
12. The unit continues the mission.
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ARTEP 19-667-30-MTP
ELEMENT: Company
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit is tactically deployed. The enemy has air- and ground-surveillance capability to
include infrared sensors. Camouflage resources are available. Some iterations of this task should be
performed in MOPP4.
TASK STANDARDS: Vehicles, equipment, and individual fighting positions cannot be detected by
ground forces within small-arms range. The element's location or identity cannot be determined through
aerial photographs or ground surveillance radar (GSR).
* 1. The element leader selects concealed vehicle positions and traffic routes.
a. Ensured that vehicle operators used concealed routes whenever possible,
following and paralleling hedges, woods, fences, cultivated fields, and other
natural terrain features.
b. Ensured that the vehicle's track signature continued past the parked
location to another logical spot.
5 - 35
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5 - 36
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: A military police company (MP) has been directed by higher headquarters to conduct
external security for a deep-water port. The company is responsible for security from the perimeter fence
of the port outward. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The company ensures the security of port facilities and cargo against enemy and
criminal activity and civilian demonstrations.
* 1. The company commander plans the security mission for the perimeter fence of
the port outward.
a. Reviewed existing security measures.
b. Coordinated with the internal security force to synchronize procedures.
c. Conducted a thorough reconnaissance of the area.
d. Coordinated with the battalion Supply Officer (United States [US] Army)
(S4) for engineer support of obstacles and barriers.
e. Coordinated with the battalion Intelligence Officer (US Army) (S2) for threat
assessment, including terrorists and other threats.
f. Coordinated with the battalion Operations and Training Officer (US Army)
(S3) for host nation support.
g. Issued orders, to include guidance on the rules of engagement.
* 2. The first sergeant provides support requirements.
a. Ensured the coordination for Classes I, III, IV, V, VIII, and IX supplies.
b. Ensured the coordination for morale support.
c. Ensured that platoons have plans for medical evacuation.
* 3. The operations sergeant coordinates with the platoons to implement deep-water
port security operations.
a. Ensured that operations extended from the port perimeter outward.
b. Ensured that aggressive patrolling was conducted to detect, report, and
combat Levels I and II enemy threats.
c. Ensured that security overwatch was provided for critical cargo moving from
the ports through the rear area.
d. Anticipated platoon support requirements.
e. Developed security and evacuation plans in the event of a nuclear,
biological, or chemical strike.
f. Developed contingency plans to provide escorts for units departing the port
area of operations.
4. Operations center personnel coordinate for support requirements.
a. Coordinated fire support requirements.
b. Coordinated with MP units to provide interior security.
c. Coordinated with MP units to provide area security.
5 - 37
ARTEP 19-667-30-MTP
5 - 38
ARTEP 19-667-30-MTP
5 - 39
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: A military police (MP) company is directed to provide security for a critical pipeline. The
commander directs the operations center to supervise the platoon conduct of pipeline security. Some
iterations of this task should be performed in MOPP4.
TASK STANDARDS: The operations center confirms that security is provided for the pipeline and
provides updated information to the higher headquarters.
4. The operations center coordinates with other agencies who have physical-
security responsibilities for the area through which the pipeline passes.
a. Determined security measures already in place in order to maximize the
use of personnel and equipment.
b. Obtained intelligence information.
5 - 40
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5 - 41
ARTEP 19-667-30-MTP
ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The law and order operations center is established, and law and order operations are
being initiated. The force protection team has received the current threat assessment, and the
commander has identified critical assets within the area of operations (AO). Army Regulations (ARs) 190-
11, 190-13, 190-51, and 525-13; Field Manual (FM) 19-30; and Department of the Army (DA) Pamphlet
(Pam) 190-51 are available. This task should not be trained in MOPP4.
TASK STANDARDS: Critical facilities and key terrain within the AO are identified and prioritized. Mission-
essential activities vulnerable to criminal acts or disruptive activities are identified. Activities are inspected
to determine if safeguards are adequate. Recommendations are submitted to the unit commander.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUA RD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: A military police (MP) company is ordered to provide platoons to secure the area around a
downed aircraft. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The MP company headquarters directs the designated platoons to secure the area
around the downed aircraft. Platoons secure the aircraft and report all progress to higher headquarters.
The MP company operations center monitors the operation and provides guidance and/or assistances as
required.
4. The operations center monitors the platoons that are conducting the security
mission.
a. Monitored communications with the platoons and the downed aircraft
commander.
b. Ensured that the secured area was annotated on maps and overlays.
c. Monitored the communication between the platoons and higher
headquarters.
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ELEMENTS: COMPANY
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
CONDITIONS: A military police guard company is directed to provide security for an installation or facility
containing sensitive materials. The battalion commander has directed the company to conduct guard
operations and be prepared to defend the facility in the event of attempted penetration or attack. Threat
forces are operating in the area; and nuclear, chemical, and biological (NBC) employment is possible.
Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: On order, the company executes a defense plan to secure the facility.
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ELEMENTS: COMPANY
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
CONDITIONS: A military police guard company assigned to a military police battalion (internment and
resettlement [I/R]) is ordered to provide perimeter security to an internment/resettlement facility. The
battalion Operations and Training Officer (United States [US] Army) (S3) section has provided emergency
action plans (EAPs). Rules of engagement (ROE), rules of interaction (ROI), and special orders have
been published. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Security measures are in place, and appropriate actions are taken according to the
EAPs.
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ELEMENTS: COMPANY
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
CONDITIONS: The military police (MP) platoon is conducting MP support operations. A convoy will be
passing through the platoon area of operation (AO). Higher headquarters has directed the platoon to
provide dedicated security for the convoy while it is in the platoon AO. Some iterations of this task should
be performed in MOPP4.
TASK STANDARDS: The platoon provides security for the convoy while it is in the platoon AO. The
platoon prevents or reduces the effects of attempts to damage or destroy the convoy.
* 1. The platoon leader plans security for the convoy using troop-leading procedures.
a. Conducted an estimate of the situation.
(1) Conducted a detailed mission analysis.
(2) Included understanding and restating the mission.
(3) Used the reverse planning sequence.
b. Issued a warning order to all squads.
(1) Included a mission statement (who, what, where, when, and why).
(2) Included the friendly and enemy situations.
(3) Included general and special instructions.
c. Made a tentative plan.
(1) Analyzed the mission using mission, enemy, terrain, troops, time
available, and civilian considerations (METT-TC) information.
(2) Requested intelligence from higher headquarters.
(3) Analyzed the tentative plan.
d. Conducted a map reconnaissance of the convoy route.
e. Directed teams to conduct a route reconnaissance.
f. Completed the plan.
(1) Coordinated with adjacent platoons to determine the pickup and
release points for the convoy.
(2) Coordinated with the company operations center for a threat analysis,
rules of engagement, and an overlay of the route.
(3) Determined the weapons mix.
(4) Coordinated with the convoy commander for escort procedures.
g. Briefed higher headquarters and supporting agencies on the plan.
h. Issued the plan to the platoon using a sketch or terrain model to assist in
the briefing.
i. Supervised the precombat check.
(1) Conducted a spot check of weapons and mission-essential equipment.
(2) Established communications with higher headquarters and elements
within the formation.
(3) Supervised rehearsals.
2. Teams conduct a hasty route reconnaissance.
a. Collected information on current vehicle and pedestrian traffic.
b. Plotted locations and characteristics of road obstructions.
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* 3. The platoon sergeant and/or squad leader coordinates for soldier and mission
support requirements.
a. Assisted the platoon leader with planning.
b. Inspected the escort elements for weapons, internal security measures, and
to determine the combat power of the convoy.
c. Requested needed Class I, III, VIII, and IX supplies.
d. Coordinated for medical evacuation.
e. Coordinated vehicle recovery operations.
f. Ensured that communications were established and maintained with
subordinates and higher headquarters.
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ELEMENT: Company
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The platoon has been ordered to locate and secure a downed aircraft in the area of
operations. Enemy contact is imminent during the entire operation. Some iterations of this task should be
performed in MOPP4.
TASK STANDARDS: The platoon locates the downed aircraft, evacuates personnel if necessary, and
secures the area.
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ITERATION: 1 2 3 4 5 M (Circle)
CONDITIONS: The element is in a tactical position. Hostile aerial platforms (rotary-wing, fixed-wing, and
unmanned aerial vehicles [UAVs]) have been operating in the general area. The weapons-control status
(WCS) is "WEAPONS HOLD." Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The opposing forces' (OPFOR) aerial platforms (rotary-wing, fixed-wing, and UAVs)
do not detect the unit. The time required to perform this task is increased when conducting it in mission-
oriented protection posture (MOPP) 4 and/or blackout conditions.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The element is operating where the enemy can detect it. The enemy can employ
electronic warfare (EW) measures and air- and ground-reconnaissance units. The enemy can use the
local populace and enemy-intelligence agencies. Some iterations of this task should be performed in
MOPP4.
TASK STANDARDS: The element prevents the enemy from— (1) learning its strength, dispositions, and
intentions; (2) learning any essential elements of friendly information (EEFI); and (3) surprising its main
body.
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ELEMENTS: Company
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The element has been given the order to move and occupy an AA in preparation for
combat operations. The enemy has the capability to attack with indirect fire, combined arms support, and
platoon-size elements. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The quartering party completes AA preparations and guides the main body of the
element into their respective positions not later than (NLT) the time specified in the operation order
(OPORD). Movement into the AA is uninterrupted; elements are not held up outside the AA. The main
body of the element is not surprised by the enemy. The time required to prepare is increased when
conducting this task in mission-oriented protective posture (MOPP) 4.
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ELEMENT: COMPANY
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit has sustained casualties and has no organic medical treatment personnel.
Threat force contact has been broken. Soldiers have been wounded and may have chemical
contamination or nonbattle injuries. Some unit members have been assigned the additional duty of
combat lifesaver. Unit personnel are performing first-aid (self-aid/buddy-aid) treatment, and combat
lifesavers are providing enhanced first aid treatment until medical treatment personnel arrive. This task is
performed simultaneously with other reorganization tasks. The higher headquarters (HQ) tactical standing
operating procedure (TSOP) and operation order (OPORD) are available. Simplified collective -protection
equipment (SCPE) is on hand and/or field-expedient and natural shelters are available.
NOTE: This task should not be trained in mission-oriented protection posture (MOPP) 4 except
when treating nuclear, biological, chemical (NBC) casualties. Some iterations of this task should be
performed in MOPP4.
TASK STANDARDS: Unit personnel provide first aid treatment for casualties according to Field Manuals
(FMs) 21-11and 8-285, and combat-lifesaver certification standards. At MOPP4, performance
degradation factors increase the time required to provide treatment and limit the type of treatment
provided. The time required to perform this task is increased when conducting it in MOPP4.
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12. First Sergeant called MEDEVAC for casualties that needed higher medical
treatment.
a. Sent casualty feeder reports DA Form 1156 to higher HQ.
b. Reported disposition of casualties to commander.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: Combat health-support (CHS) operations have commenced. Unit personnel are deployed
in support of higher headquarters (HQ) operations. The unit's sleep plan and standing operating
procedures (SOPs) to manage battle fatigue (BF) soldiers have been deployed. Personnel have been
cross-trained on critical tasks. Operations are continuous over a prolonged period of time causing
stressful situations for personnel. The commander has directed that battlefield stress-management
procedures be implemented. Simplified collective -protection equipment (SCPE) is on hand and/or field-
expedient and natural shelters are available.
NOTE: Due to the technical knowledge and skills required to perform some military-occupational-specialty
(MOS) specific tasks, caution must be exercised when cross-training personnel. For instance, nonmedical
personnel cannot be cross-trained to perform MOS-specific medical tasks. Some iterations of this task
should be performed in MOPP4.
TASK STANDARDS: The unit applies techniques that counter battlefield stress. At mission-oriented
protection posture (MOPP) 4, performance degradation factors increase the need for stress-prevention
implementation.
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ELEMENT: COMPANY
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: Health hazards exist which require field-sanitation measures. The unit is in the field
without permanent sanitation or water facilities. The commander has selected and trained the unit's field-
sanitation team (FST). The combat -health-support (CHS) plan, the tactical standing operating procedure
(TSOP), and higher headquarters' (HQ) operation order (OPORD) are available. All required sanitation
equipment is available. Field-sanitation measures are continuous and performed simultaneously with
other operational tasks. Simplified collective-protection equipment (SCPE) is on hand and/or field-
expedient and natural shelters are available. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: Field-sanitation measures are accomplished according to the TSOP, the OPORD,
and Field Manual (FM) 21-10. The FST performs field-sanitation measures according to the TSOP, FM
21-10, and the commander's guidance. Only minimum-essential field-sanitation activities are performed at
mission-oriented protection posture (MOPP) 4.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: Unit personnel are wounded and some may be chemically contaminated. Threat-force
contact has been broken. Unit defenses have been reorganized. Casualties are transported from
defensive positions to designated casualty-collection points. All methods of transport are employed.
Some wounded enemy prisoners of war (EPW) casualties may require transport. This task is performed
simultaneously with other reorganization tasks. The tactical standing operating procedure (TSOP) and the
higher headquarters (HQ) operation order (OPORD) are available. Simplified collective-protection
equipment (SCPE) is on hand and field expedient and natural shelters are available. Some iterations of
this task should be performed in MOPP4.
TASK STANDARDS: The casualties are transported as soon as the tactical situation permits according
to the TSOP, OPORD, provisions of the Geneva Convention, and Field Manual (FM) 8-10-6.
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4. The unit personnel transport casualties to casualty collection points using litter
carries.
a. Identified litter teams.
b. Constructed an improvised litter from available material, as required.
c. Secured the casualty on litter.
d. Transported the casualty according to FM 8-10-6 without causing further
injury.
5. The unit personnel transport casualties to a medical treatment facility (MTF)
using available vehicles.
a. Loaded the maximum number of casualties according to FM 8-10-6.
b. Secured casualties in vehicle.
c. Transported casualties according to FM 8-10-6 without causing further
injury.
9. The unit personnel transport the enemy prisoner of war (EPW) casualties.
a. Maintained security of EPW casualties according to TSOP.
b. Searched EPW casualties for weapons and ordnance prior to evacuation.
c. Transported EPW casualties according to provisions of the Geneva
Conventions and the TSOP.
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ELEMENT: COMPANY
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The elements are requesting field feeding. The field-kitchen area is set up, and rations
and water are picked up. Additional rations are requested. The unit strength reports are available. Food
and water may be transported to satellite areas. Disposal facilities have been prepared. Nuclear,
biological, chemical (NBC) attacks and threat forces intrusions can occur during field-kitchen operations.
Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The unit provides food-service support according to the field-feeding plan, the
tactical standing operating procedure (TSOP), and the commander's guidance.
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ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit has sustained fatalities. The unit may have the capability of performing an air
reconnaissance. Some remains may be contaminated. The higher headquarters' (HQ) tactical standing
operating procedure (TSOP) and operation order (OPORD) are available. The task is performed by
nonmortuary-affairs personnel. The commander has assigned search-and-recovery team leaders and
personnel. The geographical combatant commander authorizes temporary interment.
NOTE: At mission-oriented protection posture (MOPP) level 4, only those tasks deemed mission-
essential by the commander are performed. Some iterations of this task should be performed in
MOPP4.
TASK STANDARDS: Search, recovery, evacuation, and emergency burial operations are performed
according to the TSOP and the OPORD. At MOPP4, these activities are curtailed.
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ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit headquarters (HQ) is receiving requests for supplies from subordinate elements.
Equipment and supplies are arriving through supply channels, but additional supplies may be required.
Extra small arms and ammunition are stored in the supply area. The unit tactical standing operating
procedure (TSOP) and higher HQ operation order (OPORD) are available. The supply-support area is a
continuous task that is performed simultaneously with other support and operational tasks. Digital
systems are operational and functionality checks have been conducted. Some iterations of this task
should be performed in MOPP4.
TASK STANDARDS: Equipment and supplies are distributed without interfering with mission
requirements as established by the TSOP and the OPORD. At mission-oriented protection posture
(MOPP) 4, unit supply support is reduced to minimum-essential actions. Forwards all vital and updated
information to the PMO by digital means.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: A military police (MP) battalion (internment and resettlement [I/R]) is deployed in support
of an MP brigade or joint task force (JTF). The battalion commander has directed the Operations and
Training Officer (United States [US] Army) (S3) section to plan and coordinate base defense operations
for the facility and its adjacent units. The battalion S3 has received an operation order (OPORD), and the
rear-area operations standing operating procedure (SOP) has been updated. Threat activity is expected
or is occurring in the battalion area of operations (AO). The battalion may operate a single base or base
cluster under its control. FM 101-5 and the tactical SOP are available. Some iterations of this task should
be performed in MOPP4.
TASK STANDARDS: The rear-area operations annex is prepared according to the higher headquarters
rear-area operations annex and the battalion commander's guidance.
1. The Intelligence Officer (US Army) (S2)/S3 section develops a base defense
plan.
a. Identified threat avenues of approach based on the intelligence preparation
of the battlefield (IPB).
b. Identified subordinate defense capabilities and limitations.
c. Assigned sectors to the appropriate units.
d. Assigned boundaries to all subordinates to cover the entire AO.
e. Identified adjacent unit locations.
f. Identified probable engagement areas.
g. Selected target reference points.
h. Identified available weapon systems through coordination with higher
headquarters.
i. Identified target priorities for each weapon system.
j. Prioritized supply facilities and areas in coordination with higher
headquarters.
k. Coordinated defense integration with the higher headquarters S2/S3.
l. Identified camouflage and deception requirements.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: A military police company in support of theater operations has been directed by higher
headquarters to implement railway security. The commander has directed the operations center to
supervise platoon railway operations. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The operations center confirms that the railways are secure, provides support to
the platoons, and forwards updated information to higher headquarters.
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ELEMENTS: Company
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The military police (MP) guard company is assigned to an MP battalion (internment and
resettlement [I/R]) that has established an I/R facility. The MP company (guard) has been directed to
establish a holding area at a designated location. The Operations and Training Officer (United States [US]
Army) (S3) section has published emergency actions plans (EAPs), rules of engagement (ROE), rules of
interaction (ROI), and special orders. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The company establishes a holding area at the designated location. The company
handles new arrivals according to search, tag, report, evaluate, segregate, and safeguard (STRESS)
procedures and maintains personnel property accountability. Enemy prisoners of war (EPWs) and civilian
internees (CIs), US military prisoners, and dislocated civilians are kept separate from each other.
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5. Guards take actions for escape, escape attempts, and disturbances according to
special orders.
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ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: A military police (MP) company (guard) assigned to an MP battalion (internment and
resettlement [I/R]) is ordered to support internal operations for an I/R facility. The battalion Operations
and Training Officer (United States [US] Army) (S3) section has provided emergency action plans (EAPs).
Rules of engagement (ROE), rules of interaction (ROI), and special orders have been published. The
inprocessing of new arrivals is ongoing. Some iterations of this task should be performed in MOPP4.
TASK STANDARDS: The company and/or platoon establishes and maintains internal security measures
and takes action according to EAPs. The company and/or platoon maintains control of persons during
processing and provides assistance at reception and processing.
* 1. The company commander plans to support compound operations for the facility.
a. Maintained coordination with the S3 section.
b. Planned for guard post duties. Included—
(1) Static posts.
(2) Internal patrols.
(3) Escort guards.
(4) Reception/processing operations.
c. Conducted a reconnaissance of the facility to determine requirements.
d. Ensured that supplies and equipment were adequate to support the
mission.
e. Assigned duties and responsibilities to the platoons.
f. Rehearsed EAPs.
g. Briefed the company on the ROE and ROI.
h. Established a quick-reaction force (QRF).
* 2. The platoon leader and/or sergeant conducts support for facility operations.
a. Provided input to the commander's plan, including responsibilities for
operations.
b. Assigned duties and responsibilities to platoon members.
c. Ensured that platoon members complied with the ROE and ROI.
d. Ensured that platoon members employed basic guard force requirements.
(1) Observed activities within their range of vision.
(2) Notified guard force supervisors of any incidents or observations.
(3) Prevented unauthorized communication and movement.
(4) Gave orders in a manner that the compound population could
understand (spoken, signed, translated by an interpreter, or written).
(5) Reported attempted and actual escapes.
(6) Reported potential and actual disturbances.
e. Maintained communications between the guard force and guard
supervisors.
3. Guards operate static posts.
a. Used the priorities of force according to the ROE and ROI.
b. Observed activities inside and outside the perimeter.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
ITERATION: 1 2 3 4 5 M (Circle)
TASK STANDARDS: A MP company supervises and coordinates operations to meet and counter a civil
disturbance threat. The threat is defeated with little loss of personnel and equipment during the operation.
The time required to perform this task is increased when conducting it in mission-oriented protective
posture (MOPP) 4.
* 1. The company commander receives the mission from higher headquarters (HQ).
a. Conducted mission analysis.
b. Coordinated for initial intelligence preparation of the battlefield (IPB) with
higher HQ.
c. Determined specified, implied, and essential tasks.
d. Determined constraints.
e. Conducted risk assessment the for mission and the force.
f. Determined the commander's critical information requirements (CCIR) and
own intelligence priorities.
g. Determined the rules of engagement (ROE) and use of force policy.
h. Issued a warning order to platoons and/or company support sections.
2. The operations center coordinates for special equipment and/or personnel for
the mission.
a. Coordinated for apprehension or detention of civilian personnel.
b. Coordinated with higher HQ for disposition of evidence.
c. Coordinated for support, to include special reaction teams (SRTs), hostage
negotiators, military working dog (MWD) teams, psychological operations
(PSYOP), civil affairs, and host nations.
d. Coordinated with emergency operation center (EOC) personnel.
e. Coordinated with higher HQ for local or host nation law enforcement
personnel.
f. Coordinated for special equipment to include the following:
(1) Personnel Armor System, Ground Troops (PASGT) helmet and face
shield.
(2) Body armor or flak vest.
(3) Shields, work gloves, and batons.
(4) Protective masks.
(5) Elbow pads.
(6) Weapons and bayonets.
(7) O-chlorobenzylidene malononitrile (CS), dibenzoxazepine (CR), and
oleoresin capsicum (OC) (also know as pepper spray).
(8) Smoke grenades.
(9) Breaching ramps.
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* 6. The company commander and the first sergeant supervise the platoon
inspections and rehearsals.
a. Checked for appropriate equipment.
b. Oversaw rehearsals to ensure they met and countered the threat.
(1) Employed and used nonlethal munitions.
(2) Practiced situations in which the ROE and the use of force was
applied.
(3) Used riot dispensers.
(4) Used hand-and-arm signals or voice commands.
(5) Included formations, (line, wedge, echelon).
* 7. The company commander and the first sergeant supervise the conduct of the
civil-disturbance operation.
a. Used appropriate crowd control measures necessary, to include—
(1) Line (skirmishers).
(2) Wedge (to break up skirmishers).
(3) Echelon (to move skirmishers to desired location).
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
9 GUARD SQUADS
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The enemy soldiers either surrendered or were captured. Some iterations of this task
should be performed in MOPP4.
TASK STANDARDS: The capturing element takes charge of and evacuates the EPWs according to the
unit standing operating procedure (SOP) and the search, silence, segregate, speed, safeguard, and tag
(5 Ss and T) method. The time required to perform this task is increased when conducting it in mission-
oriented protective posture (MOPP) 4.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
CONDITIONS: The company is tactically deployed. Unit maintenance personnel receive requests to
repair inoperative equipment. The unit maintenance area is established. Required tools, repair parts,
equipment, and personnel are available. Operators are performing preventive-maintenance checks and
services (PMCS) on the equipment. Recovery operations with injured operators on board may be
required. The company tactical standing operating procedure (TSOP) is available. Some iterations of this
task should be performed in MOPP4.
TASK STANDARDS: Unit vehicles and equipment are maintained in an operational-ready status
according to Department of the Army (DA) standards.
* 1. The company commander or motor officer directs the unit maintenance program.
a. Monitored implementation of the unit maintenance program.
b. Monitored unit operational levels by reviewing vehicle and equipment status
reports.
c. Identified current or anticipated maintenance problems.
d. Coordinated the resolution of maintenance problems with higher
headquarters (HQ).
e. Requested control-substitution approval from higher HQ.
f. Approved emergency field repairs.
g. Prepared materiel condition status reports (MCSR).
h. Conducted periodic inspections of personnel and equipment to ensure that
the safety program was enforced.
* 2. The platoon or section leaders supervise operator maintenance.
a. Monitored the performance of PMCS.
b. Inspected vehicles, weapons, and equipment.
c. Coordinated maintenance assistance with the unit maintenance section.
d. Monitored the equipment and repair parts status.
e. Requested approval for emergency field repairs.
f. Maintained the maintenance status of vehicles, weapons, and equipment.
g. Provided input for the MCSRs.
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ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The unit is engaged in combat. Personnel losses and gains have occurred. The unit is
equipped with the Tactical Army Combat-Service Support (CSS) Computer System (TACCS). Some
iterations of this task should be performed in MOPP4.
TASK STANDARDS: A personnel status report (PSR) is prepared daily and required Standard
Installation Division Personnel System (SIDPERS) changes are made.
1. The headquarters (HQ) element collects strength information from all sections.
a. Logged situation reports (SITREPs) and other personnel information.
b. Collected other personnel strength information from the tactical operations
center (TOC) and the servicing aid station.
c. Verified strength data.
d. Corrected and completed data.
2. The HQ element updates the Command and Control Strength Reporting System
(C2SRS).
a. Posted the battle roster.
b. Inputted individual changes.
c. Initiated casualty feeder reports.
d. Posted the commander's narrative guidance to the PSR and the personnel
requirements report (PRR).
e. Printed casualty feeder reports, the PSR, and the PRR.
f. Created TACCS floppy diskettes for the C2SRS.
g. Printed the updated battle roster, as required.
h. Reconciled the C2SRS and the TACCS personnel file after downloading
them from the personnel automation section.
i. Prepared letters of condolence and sympathy.
3. The HQ element processes replacements.
a. Conducted the unit welcome or orientation briefing.
b. Reviewed a copy of the soldiers' orders.
c. Signed soldiers into the unit using Department of the Army (DA) Form 647.
d. Collected medical and dental records.
e. Forwarded medical and dental records to the servicing medical unit.
f. Inspected critical clothing and equipment for shortages.
g. Coordinated the issue of needed items.
h. Added names to the battle roster.
i. Completed DA Form 3955.
j. Forwarded DA Form 3955 to the servicing postal activity.
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ELEMENTS: COMPANY
COMPANY HEADQUARTERS
3 GUARD PLATOON HQ
ITERATION: 1 2 3 4 5 M (Circle)
COMMANDER/LEADER ASSESSMENT: T P U (Circle)
CONDITIONS: The military police (MP) company is employed in support of the corps. All elements of the
MP company are established in an area of operations (AOs) or with specific missions. Some iterations of
this task should be performed in MOPP4.
TASK STANDARDS: Continuous secure and/or nonsecure radio communications are established. Radio
communications are maintained throughout the company and with the battalion headquarters (HQ).
Company elements have established and are maintaining wire communications. Communications
security (COMSEC) measures and electronic countercountermeasures (ECCM) are implemented.
Interference reports are submitted to battalion as needed. The time required to perform this task is
increased when conducting it in mission-oriented protective posture (MOPP) 4.
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CHAPTER 6
External Evaluation
6-1. General. An external evaluation is used to assess the ability of the unit to perform its mission. Units
may modify this evaluation based on the METT-TC and other considerations as deemed appropriate by
the commander. Selected T&EOs from Chapter 5 that involve the total unit and employ a realistic OPFOR
and the MILES are used for the evaluation. At the completion of the evaluation, the commander can
identify the unit strengths and weaknesses. These strengths and weaknesses are the basis for future
training and resource allocations.
6-2. Preparing the Evaluation. The commander must standardize evaluation procedures to accurately
measure the unit capabilities. Table 6-1 is a sample evaluation scenario that contains the mission and the
appropriate tasks necessary to develop the scenario and execute the evaluation. Selective tailoring is
required because it is not possible to evaluate every task. Procedures for developing the evaluation are
discussed below.
a. Identify the missions for evaluating each element from Figure 2-2. Record the selected
missions on DA Form 7506.
c. Select the tasks for the evaluation of every mission. List the selected tasks on the task
summary sheet, which is used for recording the results of the evaluation.
d. Compile the selected missions and tasks in the order that they logically occur in the
detailed scenario (Table 6-1). Group the selected missions and tasks into parts for continuous operations.
The parts can be interrupted at logical points to assess the MILES casualties and to conduct in-process
AARs.
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6-3. Resourcing and Planning. Adequate training ammunition, equipment, and supplies must be
forecasted and requisitioned. Table 6-2 is a consolidated list of the support requirements for this
evaluation. It is based on experience with the scenario in Table 6-1. The evaluating HQ must prepare its
own consolidated support requirements.
6-4. Selecting and Training Observers/Controllers. A successful evaluation depends heavily on selecting
O/Cs with the proper experience, training them to fulfill their responsibilities, and supervising them
throughout the evaluation.
a. A six-person O/C team comprised of the following personnel is suggested for performing
an external evaluation:
b. The O/Cs must have a thorough knowledge of the unit mission, organization, equipment,
and doctrine. They must understand the overall operation of the unit and how it is integrated into and
supports force protection operations. Team members must have a working knowledge of the common
individual and collective tasks in areas such as local-defense convoy procedures, communications, and
NBC operations. One member of the team must have detailed expertise in NBC and local-defense,
common-task areas. The O/Cs should be equal in grade to the soldier in charge of the element they are
evaluating, and should have previous experience in the position being evaluated. All team members must
be able to make objective evaluations, function effectively as a team member, and state their findings in
reports and briefings.
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c. O/C training focuses on providing O/Cs with a general understanding of the overall
evaluation, providing each O/C with a detailed understanding of the specific duties and responsibilities,
and building a spirit of teamwork. O/C training includes—
(1) The overall evaluation design, general scenario, master events list, and the
specific evaluation purposes and objectives.
(2) The unit METL and its linkage to the T&EOs and other materials contained in this
MTP.
(3) The O/C team composition and general duties and responsibilities of each team
member.
(4) The detailed responsibilities of individual team members, with special emphasis
on the master events list items that are their responsibility. These include—
(c) The O/C communications and command and control (C2) systems.
(5) A talk-through of the entire evaluation. This includes war-gaming all items on the
master events list in order of occurrence and reviewing each team member’s responsibilities and
anticipated problems.
d. The senior O/C supervises the operation of the team. He provides the team leadership,
focuses his efforts on ensuring that the O/Cs fulfill their responsibilities and adhere to the evaluation plan,
resolves problems, synchronizes the efforts of the team members, ensures close coordination among
team members, holds periodic team coordination meetings, plans and orchestrates the unit AAR, and
conducts specific evaluation team AARs.
6-5. Selecting and Training Opposing Forces. The OPFOR support for an external evaluation of the unit
is limited to two squads of dismounted infantry and two to five individuals who serve as enemy agents.
Although OPFOR support is only used for some tasks, proper training and employment of this force is
important to ensure a proper assessment of the unit capabilities.
b. OPFOR elements are trained, organized, and equipped to operate in a manner that
depicts threat forces as realistically as possible. The training includes—
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(5) C2.
(6) Safety.
6-6. Conducting the Evaluation. The senior O/C has overall responsibility for conducting the evaluation.
He orchestrates the overall evaluation and the support provided by various individuals and elements that
are specially selected and trained to fulfill designated functions and responsibilities. O/Cs must be free to
observe, report, and record the actions of the unit.
a. The HQ two echelons above the unit being evaluated should select and train the control
element for the evaluation. It issues orders, receives reports, provides feeder information, and controls
the OPFOR.
b. All exercise participants and supporting personnel must ensure that every facet of the
evaluation is conducted in a safe manner. Personnel observing unsafe conditions must take prompt
action to halt them and must advise their superiors of the situation.
6-7. Recording External Evaluation Information. The senior O/C is responsible for implementing the
evaluation scoring system. Although the final evaluation is developed by the senior O/C, the full team
participates in this process. Their reports reflect the overall ability of the MP unit to accomplish its wartime
missions.
a. The evaluation scoring system is based on an evaluation of the unit performance of each
mission-essential task and any other collective task contained in the overall evaluation plan. Use the
following four steps for the evaluation:
Step 1. Identify the MTP T&EOs that correspond to each of the evaluation plan tasks.
Step 2. Use T&EO standards to evaluate the unit performances of the tasks. Do this for
each evaluation plan task.
Step 3. Record on the T&EO a GO for each performance measure performed to standard
and a NO-GO for each performance measure not performed to standard.
Step 4. Record the overall unit capability to perform the task by using the GO/NO-GO
information recorded on each T&EO. Use the following definitions as guidance in making this
determination:
• NO-GO. The unit did not accomplish the task or performance measure to standard.
b. Use DA Forms 7503, 7504, and 7505 to collect the evaluation information. These reports
assist the team in recording the information concerning the unit capability to perform its wartime mission
according to the established standards. This information will assist the senior O/C to determine the final
overall unit rating.
(1) DA Form 7503 is used to record information concerning weather and terrain
conditions present during the evaluation period.
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(2) DA Form 7504 is used to record information concerning the element personnel
and equipment losses during OPFOR engagements.
6-8. Preparing After-Action Reviews. AARs provide direct feedback to unit members by involving them in
the diagnosis process and by enabling them to discover for themselves what happened during the
evaluation. In this way, participants identify errors and seek solutions that increase the value of the
training and reinforce learning.
a. The senior O/C is responsible for the AAR process. He coordinates the entire AAR
program from the initial planning of the evaluation through the after-action phases.
(1) Planning. Planning for AARs is started in the exercise preparation activities long
before the start of the action evaluation. AARs are integrated into the general scenario at logical
breakpoints and into the detailed evaluation scenario that is developed subsequently. Qualified O/Cs are
selected and trained in the AAR process as part of O/C training. This phase also includes the
identification of potential AAR sites and the requisition of equipment and supplies needed to conduct the
AAR.
(2) Preparation. AAR preparation starts with the beginning of the actual evaluation.
In addition to observing the unit performing its critical tasks, this phase includes the review of the training
objectives, orders, and doctrine. Final AAR site selection is completed and times and attendance are
established. AAR information is gathered from applicable O/Cs and unit personnel. The AAR is organized
and rehearsed.
(3) Conduct. AARs are conducted at logical breakpoints in the exercise and at the
end of the evaluation. When AAR participants have assembled, the AAR begins with the senior O/C
introducing the session with a statement of the AAR purpose, the establishment of the AAR ground rules
and procedures, and a restatement of the training and evaluation objectives. A successful AAR follows
these guidelines:
(a) AARs are not critiques, but are professional discussions of training
events.
(b) The senior O/C guides the discussion in a manner to ensure that
participants openly discuss the lessons.
(d) All individuals who participated in the evaluation should be present for
the AAR. As a minimum, every unit or element that participates in the exercise is represented.
(e) Participants discuss not only what happened, but also why it happened
and how it could have been done better.
(f) Participants review the sequence of events associated with hazards and
the risk assessment made before the exercise. As a minimum, the review should address hazards that
presented themselves (but were not identified) and each incident of fratricide or near fratricide and how it
could be avoided in the future.
(g) Events not directly related to major events are not examined.
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(i) The AAR end result is that soldiers and leaders, through discovery
learning, gain a better understanding of their individual and collective strengths and weaknesses and
become more proficient in training for and performing their critical tasks.
NOTE: Reference materials for conducting an AAR are Training Circulars (TC) 25-6 and 25-20 and
FM 25-101.
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A-1. General.
a. The CATS was developed to provide direction and guidance on how the total Army will
train and identify the resources required to support training. The CATS supports the training integration of
heavy, light, and special-operations forces of both AC and RC soldiers. It enables the Army to more
effectively identify, manage, and program the acquisition of training resources vital to achieving and
sustaining the combat readiness of the total Army.
b. The CATS concept envisions an overarching strategy that enables the Army to focus and
manage all unit and soldier training in an integrated manner. At the heart of the CATS is a series of
proponent -generated unit training strategies that describe the events, frequencies, and resources
required to train soldiers and units to standard. These strategies provide field commanders with a
descriptive menu for training. We recognize that while there may be an optimal way to train to standard, it
is unlikely that all units will have the exact mix of resources required to execute the strategy precisely as
written.
b. Gunnery Strategy. The gunnery strategy is built around weapon systems found in the unit
and is intended to provide an annual training plan and to depict resources required to support weapon
training. Gunnery strategies have been developed by schools identified in DA Pam 350-38 as proponents
for weapons or weapon systems. See DA Pam 350-38 for examples of the various weapon strategies.
c. Soldier Strategy. The soldier strategy provides an annual plan for training and
maintaining skills at the individual level and lists the resources required to train a soldier. See DA Pam
350-38 for an example of a soldier training strategy.
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For use of the OPORD, refer to the exercise outlined in Chapter 4 and to Figure B-1.
OPERATION ORDER
(classification)
FOR TRAINING PURPOSES ONLY
1. SITUATION.
a. Enemy Forces. The two warring factions in the country have ceased combat and have
agreed to attempt a resolution of peace with government forces through diplomatic means. Splinter
groups from both factions have refused to acknowledge the temporary cease-fire; and sporadic, small-
scale skirmishes between them and the multinational stability forces have occurred. Two radical
terrorist groups have aligned themselves with both warring factions and have declared their total
support. These two groups are well-financed and are thought to have both chemical and biological
capabilities.
b. Friendly Forces. United Nations forces have been conducting stability operations
throughout the theater. TF 5/35 of the 3rd Armored Division has been assigned to the US sector. The
230th MP Battalion has been deployed with the 55th and 272nd MP Companies to perform all MP
functions, including escort guard operations. The host nation agencies have lost some credibility and
capabilities and are in the process of rebuilding; they will provide assistance.
2. MISSION. The 59th MP Company is to deploy to the intermediate assembly area (AA), receive
and integrate the composite elements, deploy to the theater, and be prepared to establish escort
guard operations to support the 230th MP Battalion, NLT 060700 Aug 03.
3. EXECUTION.
b. Concept of Operations. The company will deploy with organic equipment and personnel to
the IAA, Ft Benning, GA, NLT 230700 Dec 03.
c. Tasks to Subordinate Units. HHD, 230th MP Battalion, will provide all classes of supply and
necessary support to the 59th MP Company for the duration of the deployment.
d. Coordinating Instructions.
(1) All teams will report to the IAA on 261700 Dec 03.
(2) The 58th MP Company will coordinate to verify deployability of personnel and
equipment requirements.
(3) All operational requirements are the responsibility of the 230th MP Battalion S3.
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4. SERVICE SUPPORT. All classes of supply will be coordinated through the 230th MP Battalion S4.
Nonorganic equipment requirements will be identified NLT 201200 Jul 03 and reported to the battalion S4
for tasking.
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APPENDIX C - SAFETY
C-1. General. This appendix consolidates some of the safety rules found in ARs, FMs, and TMs. The list
should not be regarded as all inclusive, but should merely supplement local restrictions and SOPs. For a
discussion of safety as it relates to force protection, risk management, and fratricide, see Chapter 1.
a. Pyrotechnics are more dangerous than many other types of ammunition because they
are more easily set off. Items with primers should be guarded to prevent a blow on the primer, because
such a blow could activate them.
b. Pyrotechnics must never be exposed to moisture. Items showing any signs of moisture
should be forwarded to the authorized personnel for disposition. Deterioration of pyrotechnics results in a
greater-than-normal hazard.
c. Launch all illumination signals at a 45° or greater angle of elevation. Exercise care when
firing a signal to ensure that the expended rocket body will not fall on friendly troops or flammable
material. PASGT (Personnel Armor System, Ground Troops) helmets or other adequate cover must be
worn.
d. Simulators (artillery and hand grenades) should be detonated no closer than 50 yards
from personnel. The simulator should not be fired until the instructions and hazards given on the label are
thoroughly understood. To safeguard against the possibility that a simulator may function prematurely,
protect the throwing hand by wearing a standard-issue leather glove. Throwing the simulator into water is
prohibited.
C-3. Riot Control Agents (AR 385-63). All chemical simulants and o-chlorobenzylidene malononitrile (CS)
riot control agents will be used in training only under the supervision of an NBC officer or NCO who has
received formal training in the characteristics, capabilities, and training applications of those agents. Only
CS in capsule form may be used in the CS chamber.
a. Responsibility for the preparation, placement, or firing of charges must not be divided.
One individual should be responsible for the supervision of all phases of the demolition mission.
b. The gases released by the detonation of common explosives are toxic. Breathing these
fumes should be avoided by positioning personnel upwind of the detonation point when possible.
d. Electric firing will not be performed in training within 170 yards of energized power
transmission lines.
e. The following criteria give the missile hazard distances at which personnel in the open
are relatively safe from missiles created by bare charges placed in or on the ground, regardless of type or
condition of the soil.
(1) For charges of 500 pounds or more, the minimum missile hazard distance is 875
yards.
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(2) For charges of 27 to 500 pounds, compute the formula: missile hazard distance
in meters equals 100 times the cube root of the pounds of explosives (D = 100 x W 1/3). Figure C-1
shows approximate distances using this formula.
Explosives Safe
Distance
lb ft
1 to 27 900
30 930
30 980
40 1,020
45 1,070
50 1,100
60 1,170
70 1,240
80 1,290
90 1,330
100 1,390
125 1,500
150 1,590
175 1,680
200 1,750
225 1,820
250 1,890
275 1,950
300 2,000
325 2,070
350 2,100
375 2,160
400 2,210
425 2,250
500 2,400
(3) For charges of 27 pounds or less, the minimum missile hazard distance is 328
yards.
(4) For personnel in a missile-proof shelter the minimum distance is 300 ft.
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f. The maximum cratering charge to be fired in training will not exceed 320 pounds. All
personnel will wear PASGT helmets. Personnel may occupy missile-proof shelters located not less than
328 feet from the detonation site. The shelter is of sufficient strength to withstand any material propelled
onto it by the detonation. All cratering charges will be dual-primed with detonating cord. Blasting caps will
not be placed underground.
g. AR 385-63 contains tables showing minimum safe distances for all types of radio
transmissions and electric blasting.
(4) Ensure that explosive warning signs are on all four sides of the vehicle.
i. Refer to the operator's manual for each vehicle for safety reminders.
C-5. Water Crossings. Have a safety boat in the water before beginning training. Safety boats must have
life rings and other suitable rescue devices and lights.
a. The operation of any Army motor vehicle in an unsafe mechanical condition or an unsafe
manner is prohibited.
c. Operators will observe the posted speed limits and all traffic regulations.
d. Adequate fixed seating will be provided, and occupants will be seated when a vehicle is in
motion. Personnel may be transported without fixed seats for short distances on post, provided each
passenger remains seated wholly within the stakes or sideboards.
g. Safety chains or devices to prevent breakaway trailer accidents are required for any trailer
towed by Army vehicles.
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a. Before blank ammunition is issued to individuals, a unit officer will conduct a safety class
with all personnel present.
b. Ammunition will be inspected at the time of issue to ensure that all rounds are blank.
f. Blank ammunition will be turned in after each training exercise. All weapons will be
checked by the safety officer to ensure that they are cleared. Personnel will not retain any blank
ammunition, pyrotechnics, or explosives on their person or in their equipment.
a. Ensure that soldiers are trained to protect themselves from laser injuries. Ensure that
soldiers wear laser protection goggles when lasers are in use. The goggles must be appropriate to the
type of laser used (red, blue, or green).
b. Ensure that optics are shielded when not in use, either by facing them down or installing
laser filters. Do not allow soldiers to use unshielded, direct-view optics (such as binoculars) when lasers
are in use. Such optical devices intensify and focus the effect of the laser.
C-9. Night Training. There are special hazards present when training at night or under reduced visibility.
Although training must be as realistic as possible to be effective, the training advantage must be weighed
against the potential for injury or loss of life.
a. Enforce the separation of troop sleeping areas from vehicle movement routes. Do not
permit soldiers to sleep under or beside vehicles. They may be overlooked when vehicles are moved,
such as during a night attack.
b. Park vehicles outside the perimeter whenever possible. When vehicles are needed inside
the perimeter, use ground guides to limit speed and avoid obstacles.
c. Use filtered or shielded lights, luminous markers, and white engineer tape, when
appropriate, to help prevent accidents.
C-10. Fratricide. Fratricide is a component of force protection and is closely related to safety. Fratricide is
the employment of weapons, with the intent to kill the enemy or destroy enemy equipment, that results in
unforeseen and unintentional death, injury, or damage to friendly personnel or equipment. Fratricide is by
definition an accident. Risk assessment and management are the mechanisms by which fratricide can be
controlled.
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(1) Direct-fire control plan failures. These failures result when units fail to develop
defensive and, particularly, offensive fire control plans.
(2) Land navigation failures. These failures result when units stray out of sector,
report incorrect locations, or become disoriented.
(3) Combat identification failures. These failures include gunners or pilots being
unable to distinguish thermal and optical signatures near the maximum range of their sighting systems
and units in proximity mistaking each other for the enemy under limited-visibility conditions.
(4) Inadequate control measures. These occur when units fail to disseminate the
minimum maneuver and fire support control measures that are necessary to tie control measures to
recognizable terrain or events.
(5) Communication failures. Units at all levels face problems in generating timely,
accurate, and complete reports as locations and tactical situations change.
(6) Weapons errors. Lapses in individual discipline lead to charge errors, accidental
discharges, mistakes with explosives or hand grenades, and similar incidents.
b. Results. Fratricide results in unacceptable losses and increases the risk of mission
failure. Fratricide undermines the ability of the unit to survive and function. Units experiencing fratricide
observe the following consequences:
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Length
Volume
Weight
Kilograms 2.20460 Pounds
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GLOSSARY
1SG
first sergeant
5 Ss and T
search, silence, segregate, speed, safeguard, and tag
AA
avenue of approach; assembly area
AAR
After-Action Review
AC
active component; assistant commandant; alternating current
ADA
air defense artillery
ADC
area damage control
AO
area of operation
AOAP
Army Oil Analysis Program
AOR
area of responsibility
AR
Army regulation; Army Reserve; armor
ARTEP
Army Training and Evaluation Program
ATTN
attention
BCOC
base cluster operations center
BDAR
battle-damage assessment and repair
BF
battle fatigue
BOS
battlefield operating systems
C2
command and control
Glossary - 1
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C2SRS
Command and Control Strength Reporting System
CANA
convulsant antidote for nerve agents
CAS
casualty; close air support
CATS
Combined Arms Training Strategy
CCIR
commander's critical information requirements
CEOI
communications electronic operating instructions
CHS
combat health support
CI
civilian internees; command information; criminal investigation; criminal intelligence
COMSEC
communications security
CP
command post
CPR
cardiopulmonary resuscitation
CPX
command post exercise
CR
dibenzoxazepine
CS
o-chlorobenzylidene malononitrile
CSS
combat service support
DA
Department of the Army
DC
District of Columbia
DD
Department of Defense
DS
direct support
Glossary - 2
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DTG
date-time group
EA
engagement area
EAC
echelons above corps
EAP
emergency action plan
ECCM
electronic countercountermeasures
EEFI
essential elements of friendly information
EOC
Emergency Operations Center
EOD
explosive ordnance disposal
EPW
enemy prisoner of war
EW
electronic warfare
FBCB2
Force XXI Battle Command Brigade and Below
FM
field manual
FO
forward observer
FPF
final protective fire; final protection fire
FPL
final protective line; final protection line
FRAGO
fragmentary order
FST
field-sanitation team
FTX
field training exercise
G5
Assistant Chief of Staff, G5 (Civil Affairs)
Glossary - 3
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GA
Georgia
GRREG
graves registration
GS
general support
GSR
ground surveillance radar
HHD
headquarters and headquarters detachment
HQ
headquarters
I/R
internment and resettlement
IPB
intelligence preparation of the battlefield
ITO
installation transportation officer
JTF
joint task force
log
logistics
LP
listening post
LZ
landing zone
MANSCEN
United States Army Maneuver Support Center
MAPEX
map exercise
MCSR
material condition status report
METL
mission-essential task list
METT-TC
mission, enemy, terrain, troops, time available, and civilian considerations
MEVA
mission essential vulnerable area
Glossary - 4
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MIJI
meaconing, interference, jamming, and intrusion
MILES
Multiple Integrated Laser Engagement System
MO
Missouri
MOPP
mission-oriented protective posture
MOPP2
mask carried/worn, protective suit and boots worn, gloves carried
MOPP4
mask worn, protective suit, boots, and gloves worn
MOS
military occupational specialty
MP
military police
MTF
medical-treatment facility
MTP
mission training plan
MWD
military working dog
nav
navigation
NBC
nuclear, biological, and chemical
NCO
noncommissioned officer
NCOIC
noncommissioned officer in charge
NCS
net control station
NLT
not later than
no.
number
NVD
night vision device
Glossary - 5
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O/C
observer/controller
OC
oleoresin capsicum
OEG
operation exposure guide
OP
observation post
OPFOR
opposing forces
OPLAN
operation plan
OPORD
operation order
OPSEC
operations security
pam
pamphlet
PASGT
Personnel Armor System, Ground Troops
PDDE
power-driven decontamination equipment
PLL
prescribed load list
PMCS
preventive-maintenance checks and services
POL
petroleum, oils, and lubricants
POS
position
PRR
personnel requirements report
PSR
Personnel Status Report
PSYOP
psychological operations
PVNTMED
preventive medicine
Glossary - 6
ARTEP 19-667-30-MTP
QC
quality control
QRF
quick reaction force
RAOC
rear-area operations center
RATELO
radiotelephone operator
RC
reserve component
ROE
rules of engagement
ROI
rules of interaction
RP
release point
RSOI
reception, staging, onward movement, and integration
RTD
return to duty
S1
Adjutant (US Army)
S2
Intelligence Officer (US Army)
S3
Operations and Training Officer (US Army)
S4
Supply Officer (US Army)
S5
Civil Affairs Operations Officer (US Army)
SALUTE
size, activity, location, unit, time, and equipment
SATRAN
satellite transmission
SATS
Standard Army Training Systems
SCATMINE
scatterable mine
Glossary - 7
ARTEP 19-667-30-MTP
SCPE
simplified collective -protection equipment
SHTU
simplified handheld terminal unit
SIDPERS
Standard Installation/Division Personnel System
SITREP
situation report
SM
soldier's manual
SMCT
soldier's manual of common tasks
SOI
signal operating instructions
SOP
standing operating procedure
SP
start point
SRP
soldiers' readiness processing
SRT
special reaction team
SSI
standing signal instructions
STB
supertropical bleach
STP
soldier training publication
STRAC
Standards in Training Commission
STRESS
search, tag, report, evaluate, segregate, and safeguard
STX
situational training exercise
T&EO
training and evaluation outline
TACCS
Tactical Army Combat Service Support (CSS) Computer System
Glossary - 8
ARTEP 19-667-30-MTP
TAMMS
The Army Maintenance Management System
TC
training circular
TCF
tactical combat force
TCP
traffic control post
TEWT
tactical exercise without troops
TF
task force
TG
trainer's guide
THREATCON
threat condition
TM
technical manual
TOC
tactical operations center
TOE
table(s) of organization and equipment
TRADOC
United States Army Training and Doctrine Command
TRP
target reference point
TSOP
tactical standing operating procedures
UAV
unmanned aerial vehicle
US
United States
UXO
unexploded explosive ordnance
VHS
vertical helical standard
WCS
weapons-control status
Glossary - 9
ARTEP 19-667-30-MTP
REFERENCES
Required publications are sources that users must read in order to understand or to comply with this
publication.
Army Regulations
AR 190-11 Physical Security of Arms, Ammunition and Explosives. 12
February 1998
AR 190-13 The Army Physical Security Program. 30 September 1993
AR 190-47 The Army Corrections System. 15 August 1996
AR 190-51 Security of Unclassified Army Property (Sensitive and Nonsensitive).
30 September 1993
AR 190-8 Enemy Prisoners of War, Retained Personnel, Civilian Internees, and
Other Detainees. 1 October 1997
AR 200-1 Environmental Protection and Enhancement 21 February 1997
AR 220-1 Unit Status Reporting. 10 June 2003
AR 350-1 Army Training and Education. 9 April 2003
AR 380-5 Department of The Army Information Security Program.
29 September 2000
AR 385-10 The Army Safety Program. 6 June 2003
AR 385-40 Accident Reporting and Records. 1 November 1994
AR 385-55 Prevention of Motor Vehicle Accidents. 12 March 1987
AR 385-63 Range Safety. 19 May 2003
AR 40-5 Preventive Medicine. 15 October 1990
AR 525-13 Antiterrorism. 4 January 2002
AR 530-1 Operations Security (OPSEC). 3 March 1995
AR 55-228 Transportation by Water of Explosives and Hazardous Cargo.
30 April 1969
AR 600-8-1 Army Casualty Operations/Assistance/Insurance. 20 October 1994
AR 600-8-101 Personnel Processing (In-, Out-, Soldier Readiness, Mobilization, and
Deployment Processing). 15 July 2003
AR 700-138 Army Logistics Readiness and Sustainability. 16 September 1997
AR 710-2 Inventory Management Supply Policy Below the Wholesale Level.
31 October 1997
AR 750-1 Army Materiel Maintenance Policy. 18 August 2003
References - 1
ARTEP 19-667-30-MTP
ARTEP 19-667-30-MTP Mission Training Plan for the Military Police Guard Company.
10 April 1999
ARTEP 19-710-MTP Mission Training Plan for the Military Police Detachment (Law and
Order). 10 April 1999
ARTEP 19-880-MTP Mission Training Plan (MTP) for the Military Police (MP) Detachment
(Criminal Investigation Division [CID]). 25 April 2001
ARTEP 19-886-MTP Mission Training Plan (MTP) for the Military Police (MP) Battalion
(Criminal Investigation Division [CID]). 2 March 2001
ARTEP 55-916-MTP Mission Training Plan for the Headquarters, Transportation Railway
Battalion. 1 August 2001
Field Manuals
FM 101-5 Staff Organization and Operations. 31 May 1997
FM 101-5-1 Operational Terms and Graphics. 30 September 1997
FM 10-23 Basic Doctrine for Army Field Feeding and Class I Operations
Management. 18 April 1996
FM 10-23-1 Commander's Guide to Food Service Operations. 17 March 1992
FM 10-52 Water Supply in Theaters of Operations. 11 July 1990
FM 10-64 Mortuary Affairs Operations. 16 February 1999
FM 12-6 Personnel Doctrine. 9 September 1994
FM 20-3 Camouflage, Concealment and Decoys. 30 August 1999
FM 21-10 Field Hygiene and Sanitation. 21 June 2000
FM 21-11 First Aid For Soldiers 27 October 1988
References - 2
ARTEP 19-667-30-MTP
Technical Manuals
TM 9-1370-203-20 Unit Maintenance Manual for Military Pyrotechnics. 19 January 1995
References - 3
ARTEP 19-667-30-MTP
Training Circulars
TC 24-20 Tactical Wire and Cable Techniques. 3 October 1988
TC 43-35 Recovery Training. 3 October 1995
Related Publications
Related publications are sources of additional information. They are not required in order to understand
this publication.
Field Manuals
FM 24-16 Communications-Electronics Operations, Orders, Records, and Reports.
7 April 1978
FM 24-18 Tactical Single-Channel Radio Communications Techniques.
30 September 1987
FM 7-10 The Infantry Rifle Company. 14 December 1990
FM 7-8 Infantry Rifle Platoon and Squad. 22 April 1992
References - 4
ARTEP 19-667-30-MTP
17 DECEMBER 2003
PETER J. SCHOOMAKER
General, United States Army
Chief of Staff
Official:
JOEL B. HUDSON
Administrative Assistant to the
Secretary of the Army
0334902
DISTRIBUTION:
Active Army, Army National Guard, and US Army Reserve: Not to be distributed.
Electronic means only.
PIN: 073041-000