Military Police

SPRING 2014

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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2 MILITARY POLICE . 19-14-1 Brigadier General Mark S. Spindler Chief, Military Police Corps Regiment, and Commandant, U.S. Army Military Police School Priority One: Leader Development—First and Foremost "If we do not develop leaders well, we cannot build quality units, design cogent campaigns, or execute effective operations in theater." —Army Leader Development Strategy 2013 1 I t should certainly be clear that leader development is the No. 1 priority of the U.S. Army. Leader development is also certainly the No. 1 priority of the U.S. Army Military Police Corps Regiment and the U.S. Army Military Police School (USAMPS)! The current strategic environment, coupled with the signifcant changes that we are undergoing as we transition from an "Army at war" to an "Army preparing for war," will fully test the mettle and competencies of our future Army and military police leaders. At USAMPS, we continuously review programs of instruction to ensure that we are providing the most current, relevant information to shape the curricula. USAMPS personnel are actively reviewing leader development instructional programs to ensure that we are properly attending to the three tenants of leader development—training, education, and experience. Following the highly successful military police credentialing pilot program, we are now moving forward with the training in an attempt to achieve the standards outlined in Department of Defense Instruction (DODI) 5525.15, Law Enforcement (LE) Standards and Training in the DOD, thereby improving expertise and professionalism within Department of Defense (DOD), interagency, and parallel civilian police communities. 2 Recognizing that self-development remains fundamental to leader maturity, we are continuing to expand personal and professional education opportunities outside the normal schoolhouse prospectus. However, much work remains to be done in the area of experience. I'm not confdent that our offcer, warrant offcer, and noncommissioned offcer career timelines afford leaders the opportunities (or breadth of opportunities) necessary to gain a thorough understanding of the full military police portfolio (which includes professional broadening outside the military police specialty). Great collaborative efforts with the Offce of the Provost Marshal General and the U.S. Army Human Resources Command are underway to ensure that the assignment process helps build and execute the right career paths for each leader. Success with this endeavor will depend heavily on the active involvement of senior leaders in the feld who guide the process and ensure that each leader receives individual attention (based on Army needs and his or her particular talents, skills, and desires) with regard to broadening assignment considerations. Military police leaders must do their part to ensure that the Regiment and the Army are ready and on point to meet tomorrow's challenges—to assist, protect, and defend through all lines of operation to preserve this great fghting force! Our Army can continue to count on us! Endnotes: 1 Army Leader Development Strategy 2013, , accessed on 15 January 2014. 2 DODI 5525.15, Law Enforcement (LE) Standards and Training in the DOD, 27 April 2012. Of the Troops and For the Troops—Army Strong Commandant.indd 4 3/21/2014 12:43:37 PM

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