9-1. MP collect and share information during the conduct of their day-to-day operations. This information, which may be police, criminal, or combat, is provided as input to the intelligence collection effort and turned into action or reports. The PIO function ensures that information collected during the conduct of MMS, AS, I/R, and L&O is reported up through the proper channels so that it can be analyzed. MP perform PIO while conducting combat support tasks, such as—

• Checkpoints and roadblocks.

• TCPs.

• Field interviews.

• Criminal investigations.

• Reconnaissance (zone, area, and route).

9-2. Collecting police information during MP activities under the functions of MMS, AS, and I/R may result primarily in combat information, but may lend to police or criminal information. Likewise, the police collection efforts during full-scale L&O operations may result in combat information. MP apply lessons learned from peacetime, conflict, and war environments to the PIO function to gain the most advantage for performing the function. The MP platoon is capable of operating in all functions, day or night, and in various terrain, weather, and visibility conditions. An MP platoon operates independently over large, dispersed areas. MP, along with MI, engineers, and NBC reconnaissance, are key to the IPB (refer to FM 34-130 for more information about IPB). They are collectors of information in the rear area during sustaining operations or anywhere throughout the battlefield. MP gather police information from contacts that are often very valuable in substantiating or verifying other sources of information. These sources include the following:

• Daily contact with the local populace.

• Combined police patrols with HN military and civilian police agencies.

• Close liaison with local, HN, and multinational police agencies.

• Field interviews.

• Nongovernmental organizations (NGOs).

• Private volunteer organizations (PVOs).

9-3. Refer to FM 3-19.1 for more information about the processes discussed in this chapter.

9-4. The PIAP is a tool used to contribute to the PIO function. Information gained through the PIAP may contribute independently or simultaneously to the all-source analysis product (ASAP) and the IPB process. The PIAP, the ASAP, and the IPB enhance and support the commander's force protection program, situational awareness, and battlefield visualization. However, the PIAP independently or collectively—

• Provides the commander with information necessary to improve measures to protect the forces.

• Provides information that clarifies the threat and operational situation.

• Reduces opportunities for threat forces to disrupt military operations and inflict US or friendly casualties.

9-5. The commander and his staff continually monitor the environment at the tactical level consistent with the METT-TC. They apply the military aspects of terrain (OCOKA) as a means of protecting the force. PIO clarify the evolving criminal threat picture for commanders through the PIAP. This helps planners predict threat courses of action against our forces or protected populations.

9-6. MP use PIAP to continuously collect, organize, interpret, and report police and criminal information in support of the IPB. The PIAP consists of 6 steps. Refer to Table 9-1.

9-7. MP gather police information actively or passively. Active collecting efforts result from a direct tasking, and passive collecting efforts result from normal, daily MP operations.

9-8. MP perform the PIO function in the active mode when directed by the higher HQ. In this mode, the MP platoon conducts specific missions with the intent to actively collect information. Specific MP activities (such as setting up a checkpoint or roadblock) are performed to specifically fulfill a requirement (such as looking for individuals who are in possession of or have knowledge of others in possession of weapons, US military property, and so forth). MP gain valuable police, criminal, and combat information while conducting these operations. A standardized checklist enhances the information collection effort and aids in the analysis of the information collected. The checklist indicates a pattern in the behavior of the local nationals. It shows what the local nationals are transporting, to where they are transporting the items, and so forth. The checklist may include—

• The number and types of vehicles stopped. Identifying marks, license plate numbers, and any signs displayed on the vehicles are recorded and reported.

• The number of passengers in the vehicle. The nationality, age, and sex mix of the passengers are recorded and reported.

• The type and quantity of cargo.

• The vehicle's point of origin and destination.

• The stated reason for travel by the passengers.

• The description of arms, ammunition, explosives, and sensitive items found and confiscated from the vehicle.

• The possible or actual sightings of weapons, explosives, or threat forces by the passengers.

• The condition of the passengers.

• The reporting of anything unusual by the passengers.

9-9. Every MP conducts the PIO function in the passive mode during their normal day-to-day operations. In the passive mode, PIO are not a stand-alone function and, as such, it cannot be separated from the other MP functions. If while performing MMS, AS, I/R, and L&O, MP receive, observe, or encounter police, criminal, or combat information, they immediately submit a SALUTE, SPOTREP, or other appropriate report to relay information up the chain of command. The information is then integrated into the on-going PIAP and forwarded to the higher echelon S2 and G2 for IPB applications.

9-10. The responsibilities for the PIO function start with the MP company. The company has the overall responsibility of supervising the collecting and reporting of information to the higher HQ. (Refer to FM 34-2 for more information about the collection management process). Training scenarios can be developed to enhance the PIO information collecting process of both the active and passive mode. Additionally, the scenarios stress collective training (such as processing police information) and individual training (such as improving interpersonal communication and interview skills).

9-11. When the platoon leader is tasked to conduct PIO collecting and reporting, he initiates TLPs for the mission. The platoon leader—

• Coordinates with the higher HQ for the CCIR, police and criminal information requirements (PCIR), and threat estimates. The PCIR allows additional focus on local threats.

• Establishes liaison with civil and MP forces and law enforcement agencies in the AO.

• Coordinates with the local and HN police to determine the existence of organized crime in the AO and the identification of current and emerging criminal leaders and associates.

• Coordinates with the local and HN police and the populace to identify the types of criminal activity (such as smuggling, counterfeiting, narcotics, extortion, and so forth) in the AO.

• Reports information of potential intelligence value by—

  • Gathering collected information from squads and teams.

  • Consolidating original reports and sketches of potential intelligence value and forwarding them through intelligence channels for analysis and a determination of their intelligence value.

9-12. The platoon sergeant, squad, and team leaders, down to the junior member of the platoon share in seeking out sources of information by—

• Collecting R&S information that supports the commander's overall PIOR and PCIR collection efforts while on a routine patrol. They accomplish this by—

  • Noting terrain information pertaining to streets, roads, canals, subterranean systems, built-up areas, cities and villages, and the impacts of weather on the terrain.

  • Collecting information on progovernment and antigovernment individuals and groups who might disrupt L&O during protests, strikes, riots, and other spontaneous or organized efforts.

  • Identifying private establishments that may be a target or whose presence or operations contribute to the disruption of L&O (such as gun shops, pawnshops, and liquor stores).

  • Identifying critical infrastructures such as power stations, water works, radio and television stations, telephone and communication facilities, public transportation, and other establishments that may be critical to the sustenance of the community.

• Identifying EPWs, stragglers, and DCs who may have information of potential intelligence value and reporting it to the chain of command. Use a SPOTREP, SITREP, or a SALUTE report or a format directed by the chain of command to report information. SOPs may also be used. Refer to Appendix D for report formats