Military Police

SPRING 2015

Military Police contains information about military police functions in maneuver and mobility support, area security, law and order, internment/resettlement, and police intelligence operations.

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MILITARY POLICE . 19-15-1 44 • Operational-level planning linked tactics and strategy. The intelligence section of the police divi- sion conducted crime analysis in support of commanders who were planning crime reduction activities. Monthly meetings that were held to compare statistics supported more detailed crime analysis to focus policing efforts. De- sired outputs included patrol distribution plans, patrol scripts, and strategic communication messages. The Scan, Analysis, Response, and Assessment (SARA) Model was applied to assist with problem solving at each level. The purpose of the model is to help "ensure that the necessary steps are undertaken in proper sequence—for ex- ample, that solutions are not adopted before an analysis of the problem has been undertaken." 5 Griffn leaders realized that, after more than 10 years of war, some junior leaders were unfamiliar with garrison policing. Consequently, they implemented a sector concept, which replicated the way in which military police were ar- rayed in theater. The assignment of company sectors helped establish ownership and reinforce accountability to the com- mander. Because the military police on patrol were familiar with their sectors, they were better equipped to recognize crimes within those sectors. The sector concept also helped establish better relationships between military police and the citizens and improved citizen participation in town hall meetings. Conclusion The Fort Hood Police Department made cutting edge changes in military policing by adopting a professional po- licing model, conducting police performance management, shifting to the use of CRIMINT, and assigning company sec- tors to solve garrison policing problems. The guidance and direction of the leadership helped support putting the "P" back in "MP," according to Military Police Strategy 2020. 6 Endnotes: 1 Michael S. Scott and Stuart Kirby, "Implementing POP: Leading, Structuring, and Managing a Problem-Oriented Police Agency," Center for Problem-Oriented Policing, Sep- tember 2012, , accessed on 6 January 2016. 2 Jon M. Shane, "Performance Management in Police Agen- cies: A Conceptual Framework," Policing: an International The SARA Model C–Community: Public must experience harmful events. H–Harmful: People or institutions must suffer harm. E–Expectation: Police are expected to address the causes of the harm. E–Events: Police must be able to describe the event that makes up the problem. R–Recurring: These events must recur. S–Similarity: Recurring events must have something in common. • Increase the effort of crime. • Increase the risks of crime. • Reduce the rewards of crime. • Remove excuses for crime. • Find the owner of the problem. • Was the plan implemented? • Are we making progress toward the goal(s)? • How do you know? Crime analys is the systematic collection of information that describes crime trends and patterns. Scanning: Identify crime problems and sources of public discontent. Response: Develop and implement solutions. Analysis: Understand conditions that cause problems to occur. Assessment: Determine the impact. (continued on page 53)

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