Appendix H - ST-19 Law Enforcement Security Manual (LESM).pdf

ST 19-LESM

United States Army Law Enforcement and Security Management

PURPOSE: This special text (ST) is a consolidation of the ST 19-31B, dated 1 March 2010; ST 19-083, dated 29 August 2011, and ST 19-085, dated 30 August 2010. This ST is produced in concert with the Office of the Provost Marshal (OPMG), Army Corrections Command (ACC) and the U.S. Army Criminal Investigation Command (USACIDC). The U.S. Army Military Police School (USAMPS) will endeavor to update this law enforcement and security education and training requirements document bi-annually during the third quarter of that fiscal year. Input to the updated requirements will be solicited each year from the aforementioned agencies in an effort to keep this training relevant and timely, while also capturing all new law enforcement mandatory training from Department of Defense (DoD) and Department of the Army (DA). This training certification strategy will synchronize all mandatory law enforcement and secur i ty training requirements in one document and align itself with the processes used by Directors of Emergency Services (DES) and/or Provost Marshals (PMs). In-service training for DA Civilian Police and Guards is also now part of this consolidated manual. All officers ( Military Police, DA Civilian Police and DA Civilian Guards), regardless of assignment are required to complete their minimum annual law enforcement training and applicable Field Training Program (FTP).

DISTRIBUTION RESTRICTION: Distribution authorized to U.S. government agencies only to protect technical or operational information from automatic dissemination under the International Exchange Program or by other means. This protection applies to publications required solely for official use and to those containing valuable technical or operational information. Other requests for this document must be referred to:

Commandant, U.S. Army Military Police School, ATTN: ATSJ-TD, 14030 MSCoE Loop, Suite 3074, Fort Leonard Wood, Missouri 65473-8929.

DESTRUCTION NOTICE: Destroy by any means that will prevent disclosure of contents or reconstruction of the document.

United States Army Military Police School

Fort Leonard Wood, MO

Law Enforcement Sensitive

This publication is available at the Central Army Registry (CAR) and U.S. Army Military Police

School AKO Homepage.

SUMMARY OF CHANGES

Special Text 19-LESM

The Special Text 19-LESM, Law Enforcement and Security Management, was designed and developed to supersede STs 19-31B, 19-083, and 19-085.

This new manual consolidates all law enforcement and security training management into one publication. This manual was updated with the intent to shape and organize all training requirements for law enforcement and security.

Areas improved are as follow:

Condenses and streamlines Law Enforcement Certification (LEC).

Reduces the FTO time.

Reduces annual LE training requirement.

Removes redundancies from three manuals through consolidation.

Provides a functional “lifecycle” training model for both LE and Security.

Synchronizes with DTMS and its new Certification TAB to be used for LE and security management.

Lays out new DOD Instruction law enforcement one-time training requirement for the field.

Outlines all annual training requirements including active shooter.

Reduces impact on both USAR and NGB.

Lays out what all our law enforcement and security training support packages.

Synchronizes with the law enforcement weapons training program.

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Special Text

No. 19-LESM

1 June 2015

Law Enforcement and Security Management Field Training Manual

Contents

Page

PREFACE .............................................................................................................. v

PART ONE ARMY LAW ENFORCEMENT AND SECURITY TRAINING PROGRAM

Chapter 1 Army Law Enforcement and Security Training Program Overview ............ 1-1 Phase I – Branch Qualification ........................................................................... 1-2 Phase II – Installation Law Enforcement Certification ........................................ 1-2 Professional Develpment ................................................................................... 1-2 Professional education ....................................................................................... 1-2 Annual Training .................................................................................................. 1-2

Chapter 2 Installation Law Enforcement Certification Training .................................... 2-1 Department of Defense Instruction Training Support Package.......................... 2-1 Local Law Enforcement Training ........................................................................ 2-2 Field Training Officer Program ........................................................................... 2-3 Field Training Officers ........................................................................................ 2-8 Probationary Officers ........................................................................................ 2-17

Chapter 3 Military Annual Law Enforcement Training ................................................... 3-1

Chapter 4 DA Civilian Police Officer ................................................................................ 4-1

Chapter 5 Civilian Security Guard Annual Training ....................................................... 5-1 Installation Security Certification ........................................................................ 5-1 Security Field Training Program ......................................................................... 5-1 Security Annual Training .................................................................................... 5-1

Chapter 6 Military Working Dog/Contract Working Dog (MWD/CWD) Training Certification ....................................................................................................... 6-1

Annual Training Requirements ........................................................................... 6-1 Additional Training .............................................................................................. 6-1 Training Documentation ..................................................................................... 6-2

Chapter 7 Professional Development Training ............................................................... 7-1 Institutional Training ........................................................................................... 7-1 eLearning ............................................................................................................ 7-2 Discretionary-Funded Training ........................................................................... 7-3

TOC

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Partnership Training ............................................................................................ 7-3

PART TWO LAW ENFORCEMENT AND SECURITY MANAGEMENT

Chapter 8 Law Enforcement Gear (Use and Wear) ......................................................... 8-1 Danger of Poor Equipment ................................................................................. 8-1 Placement and Position ...................................................................................... 8-2 Authorization ....................................................................................................... 8-2 Materials .............................................................................................................. 8-2 Contamination ..................................................................................................... 8-3 Duty Belt Consolidation ....................................................................................... 8-9

Chapter 9 Army Law Enforcement Compliance Assessment Program ........................ 9-1 Purpose ............................................................................................................... 9-1 Automated Assessment Tool .............................................................................. 9-1 Functional Areas ................................................................................................. 9-1 Tier Categorization .............................................................................................. 9-2 AAT User Roles .................................................................................................. 9-2 ALECP Assessment Cycle .................................................................................. 9-3

Chapter 10 Department of Defense Police Officer Standards in Training and Reciprocity ....................................................................................................... 10-1

Department of Defense POST Training Standard Policy ................................. 10-1 Reciprocity ........................................................................................................ 10-5 Military Police Reciprocity ............................................................................... 10-10 Civilian Reciprocity .......................................................................................... 10-28

Chapter 11 Maintaining Training Records ....................................................................... 11-1 Roles and Responsibilities ................................................................................ 11-1 Training Coordinator ......................................................................................... 11-1 Training Certifications ....................................................................................... 11-1 DTMS Processes .............................................................................................. 11-1

Chapter 12 Law Enforcement Officer Safety Act ............................................................. 12-1 Scope ................................................................................................................ 12-1 Roles and Responsibilities ................................................................................ 12-1 Eligibility Standards ........................................................................................... 12-2 Application Process .......................................................................................... 12-4 Cost ................................................................................................................... 12-4 Restrictions ....................................................................................................... 12-5 Special Considerations ..................................................................................... 12-5

Appendix A TASK SUMMARIES

GLOSSARY ................................................. Glossary-Error! Bookmark not defined.

References ....................................................................................... References-1

INDEX ......................................................................................................... Index-1

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Preface

This special text defines the Army Law Enforcement and Security Training (ALEST) Program from criteria for the U.S. Army Law Enforcement and Security (LES) Certification programs including the FTP and furnishes complete guidelines for staff and field training officers (FTOs) involved in the program.

NOTE: Every effort was made to align LES training and education with institutional, operational and DoD Instruction 5525.15 training and educational requirements.

USAMPS is responsible for developing this ST, and provides all the tasks necessary to complete task training for LES certification. Lesson plans are not provided in support of this process due to the different training and educational implementation strategies that can be used to accomplish this law enforcement (LE) certification.

This publication outlines a macro training strategy; this will allow local commanders to develop the LES training to meet their schedules and installation or local requirements.

The proponent for this manual is USAMPS. Users of this publication are encouraged to recommend changes and submit comments for its improvement. Comments should be keyed to a specific page, paragraph, and line of text in which the change is recommended. Rationale should be provided for each comment to ensure understanding and complete evaluation. Submit an electronic DA Form 2028 (Recommended Changes to Publications and Blank Forms) or comments and recommendations in DA Form 2028 format by e-mail to usarmy.leonardwood.mp-schl.mbx.dotitedd@mail.mil, subject: “LESM Manual.”

Unless this publication states otherwise, masculine nouns, such as military policeman, and pronouns do not refer exclusively to men. The term “officer” will be used for all LE and security personnel regardless of rank or service status. In past versions of the STs, the terms “Probationary Guard (PG),” “Probationary MP (PMP),” and “Probationary Officer (PO)” were used. In this consolidated version, Probationary Officer (PO) will be used for all three positions.

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Tenets of Law Enforcement

Code of Ethics

AS A LAW ENFORCEMENT OFFICER, my fundamental duty is to serve people; to safeguard lives and property; to protect the innocent against deception, the weak against oppression or intimidation, and the peaceful against violence or disorder; and to respect the constitutional rights of all men to liberty, equality, and justice.

I WILL keep my private life unsullied as an example to all; maintain courageous calm in the face of danger, scorn, or ridicule; develop self-restraint; and be constantly mindful of the welfare of others. Honest in thought and deed in both my personal and official life, I will be exemplary in obeying the laws of the land and the regulations of my department.

Whatever I see or hear of a confidential nature or that a person confides to me in my official capacity will be kept ever secret unless revelation is necessary in the performance of my duty.

I WILL never act officiously or permit personal feelings, prejudices, animosities, or friendships to influence my decisions. With no compromise for crime and with relentless prosecution of criminals, I will enforce the law courteously and appropriately without fear of favor, malice, or ill will, never employing unnecessary force or violence and never accepting gratuities.

I RECOGNIZE the badge of my office as a symbol of public faith, and I accept it as the public’s trust to be held while I am true to the ethics of the police service. I will constantly strive to achieve these objectives and ideals, dedicating myself before God to my chosen profession . . . LAW

ENFORCEMENT.

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PART ONE

Army Law Enforcement and Security Training Program

Part one outlines the entirety of the training an officer will complete throughout his career from initial branch qualification to professional development and education.

Chapter 1 contains basic information on the organization of the ALESTincluding Phase I.

Chapter 1

Army Law Enforcement and Security Training Program Overview

1-1. The mission of the ALEST is to continually enhance the professionalism of LE in serving installation needs. ALEST is comprised of the following parts:

Phase I, Branch Qualification.

Phase II. LE Certification.

Professional Development.

Professional Education.

Annual LE training.

Note: A graphic representation of the program may be found directly following the written description.

Chapter 1

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PHASE I – BRANCH QUALIFICATION

1-2. Phase I is conducted primarily at the institutional level. Whether for the entry level Soldier, Officer or Civilian the end result is the individual’s branch qualification. Successful completion of the following training provides branch qualification:

31B10 One-Station Unit Training (OSUT).

31K10 Advanced Individual Training (AIT)/MWDC.

31A Basic Officer Leader Course (BOLC).

Department of the Army (DA) Civilian Police Academy (DACP).

DA Civilian Security Guard Training Support Package (DAC SG TSP; TSP 191-SG-2015).

Note: The only exception to the institutional location of training is the DAC SG TSP. No seated course exists for security guards.

PHASE II – INSTALLATION LAW ENFORCEMENT CERTIFICATION

1-3. Phase II is required of newly branch qualified individuals as well as individuals newly assigned from a permanent change of station (PCS) move or an absence or deployment of greater than 6 months. The final result of Phase II is the Installation Law Enforcement Certification (ILEC). Phase II contains the following three divisions and is described in detail in Chapter 2:

Department of Defense Instruction (DODI) 5525.15.

Local LE training.

Field Training Program.

Note: Though weapons training and qualification will occur during Phase II, it is considered an additional requirement, not part of the installation LE certification curriculum.

PROFESSIONAL DEVELOPMENT

1-4. The professional development needs of the individual vary widely and may be found in many locations. Professional development courses are provided by USAMPS in both classroom and elearning platforms as well as from outside agencies and commercial providers. The availability of local funds drives much of the professional development. Professional development will be discussed in more specific terms in Chapter 6.

PROFESSIONAL EDUCATION

1-5. Professional education may be attained through career development in Army courses or through personal studies in higher education; the individual’s needs will differ widely.

ANNUAL TRAINING

1-6. Annual training requirements are defined by a variety of sources including public law, Army and installation police as well as Soldier Training Publications (STPs), DoD Instruction, and this publication.

Annual training needs are discussed in Chapters 3-5 as well as Chapter 8 for working dog handlers.

Army Law Enforcement & Security Training Program

UNCLASSIFIED//FOR OFFICIAL USE ONLY

Institutional Local LE Cert Local FTO Program Local Annual Professional Development

Local LE Certification Up to 80 Hours Total

1. *DODI LE TSP – 40 Hours +/‐

2. Local LE ‐ 0 to 40 Hours

Initial Training *Accredited Field Training Local LE or SG Training Annual Training Continuing Education Institutional PME

Self‐Development E Learning dL DA Civilian Police & Security Guard

Supervisor dL Evidence Custodian Course Police Intelligence Collection Course Detainee Operations Level I Detainee Operations Level II

Homeland Security NIMS

Professional Certifications PMO Discretionary $ Training Partnership Training Radar

NCIC

Field Sobriety Tests Breathalyzer Pepper Spray/O.C.

Taser/Electrical Disabler Baton/Collapsible Baton Use of Force Special Reaction Team Marksman/Observer

K9: PEDD/PEDD‐E/SSD/PNDD

Report Writing Officer Survival Tactics

Advanced Law Enforcement Training Military Police Investigations Traffic Accident Investigations Law Enforcement Senior Leaders Course Special Reaction Team (SWAT) Marksman/Observer Course Basic K9 Training Kennel Master Police Intelligence Course Protective Services Training Advanced Law Enforcement Driving Crs’ (x2) Advanced Crime Investigative Tech CID Special Agent

Local FTO (40 Hours) Testing IAW FTO Program Required at each new assignment Local senior LE/S Authority licenses the Officers MP/DACP/DACSG) for their installation only.

Weapons Qualifications

1. LE Pistol

2. LE Rifle

3. Shotgun

4. OC Pepper

5. Taser

6. Collapsible Baton MWD Handler Training (Special)

1. Off‐Leash (As appropriate)

2. “E”‐Collar (As appropriate)

3. Behavior Modification MWD Team Certifications

1. PNDD

2. PEDD/PEDD‐E/SSD

All Law Enforcement & Security Training will be uploaded to the DTMS with all certifications to be tracked for the entire career of each Soldier and Civilian.

Phase 1 Phase II

*Accredited training refers to USAMPS/TRADOC approved training requirements in order to meet the DODI 5525.15 LE training requirement.

191‐DODI LE‐0001 TSP

Local LE authority is provided with up to 40 additional hours for LE certification training based on their needs (if any).

Annual Training

1. DACP & DACSG: 40 Hours

2. 31B, 31K, 31A: 40 Hours

3. Active Shooter: 51 Hours

Career Development Warrior Leader Course

Mid ‐ level Management Advanced Leaders Course Captains Career Course

Senior‐ level Management Senior Leaders Course Command & General Staff Pre‐Command Course

Executive – level Administration

Sergeants Major Academy Army War College

31B10 OSUT

DACP Academy

DACSG TSP

31A BOLC

31K AIT

USAMPS Local Command MP Leaders ‐ USAMPS HRC – USAMPS,etc.

Branch Qualified

Licensed Officer

Professional Education

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Chapter 2

Installation Law Enforcement Certification Training

An individual newly arrived at your location needs training. Whether he is recently branch qualified, newly arrived Officer, or has returned from a deployment of longer than 6 months, he must complete some mandatory training that is easily segmented into three categories: Department of Defense Instruction (DODI) LE TSP, local Law Enforcement Certification (LEC) training, and weapons skills training and qualification.

DEPARTMENT OF DEFENSE INSTRUCTION TRAINING SUPPORT

PACKAGE

2-1. Local LEC training for newly branch qualified individuals begins with a 40-hour program of mandatory LE training covering the DODI 5525-17, Law Enforcement LE Standards and Training in the Department of Defense (DoD), dated 27 April 2012. The DODI requirements are packaged for use in the U.S. Army Military Police DODI Compliance TSP, 191-DODLEC-2015. This TSP is available to LE personnel on the Central Army Register (CAR). See table 2-1 for the topics covered by the TSP.

Table 2-1. DODI Compliance TSP contents.

General LE/security force operations

LE/security force roles and missions

Community relations (community-based policing)

Intelligence-led policing

LE Intelligence Systems

Ethics and LE code of conduct

Applied ethics/decision making

Posse Comitatus Act and military authority

Types of jurisdiction

Rules of evidence

Federal tort law

Family advocacy coordination

Non-lethal weapons

Employ oleoresin capsicum pepper spray

Employ taser

Engage targets with a shotgun (If used)

Objectives of patrol

Types of patrol

Intro to capabilities and use of military working dogs

High risk movement techniques

Vehicle dynamics and accident avoidance

LE Officer survival/safety

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Bombs/bomb classifications

Bomb Means of detonation

Bomb Means of delivery

Bomb threats

Bomb threat procedures

Bomb evacuation/evacuation planning

Bomb Search procedures

Sabotage and wrongful destruction

Identify offense of burglary

Identify offense of housebreaking

Identify offense of larceny or wrongful appropriation of property

Identify offense involving controlled substances

Maintain accountability of evidence in an evidence room

Prepare authority to search and seize

Prepare consent for search and seizure

Intro to crowds/crowd behavior

Intro to use a riot baton

Intro to position yourself in riot control formation

Intro to conduct squad size riot control formations

2-2. Once the individual competes the DODI compliance portion of Phase 2, he will proceed to the local law enforcement training, followed by the FTP.

LOCAL LAW ENFORCEMENT TRAINING

2-3. Those individuals who are new to your location, but are experienced officers begin the local LEC at this point. Local Commanders are authorized to add from 40-80 additional hours for their installation LEC program based on their requirements and discretion. The total LEC program of DODI and local training requirements may not exceed 120 hours for individuals only branch qualified. The following topics are recommended as the minimum for inclusion in the local portion of the LEC:

Organization chain of command.

Organization functions.

Organization operations.

Organization concept and principles.

Note: Time spent on weapon training and qualifications falls outside the training time captured for the LEC.

2-4. Local commanders should also consider training topics needed before new individuals perform specific duties, such as—

Radar.

Field sobriety tests.

Breathalyzer.

OC/pepper spray.

Taser/electrical disabler.

Baton or collapsible baton (as appropriate).

Use of force (if not already done with weapons training).

Installation Law Enforcement Certification Training

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Local report writing.

Local laws frequently used.

Overview of PM operations and all offices involved or linked.

Local SJA, magistrate.

Local LE policies.

LE motor pool operations.

MP desk/blotter/journal policies.

Patrol operations, explaining how the Desk Sergeant, Patrol Supervisor, and Duty Officer integrate.

Local search and seizure issues.

Detention cell policies.

Support to Conservation Law Enforcement program.

Guardmount process.

End of shift process.

FIELD TRAINING OFFICER PROGRAM

2-5. The last element of the LEC is the Field Training Program (FTP) . The FTP is a manageable system with the goal of improving the overall effectiveness and efficiency of the department and its officers. The program training philosophy is to make every effort to train and direct officers in ways that maximize the opportunities for our officers to succeed in their law enforcement duties.

SCOPE

2-6. The FTP is designed to be completed by LES officers who have successfully completed the accredited U.S. Army Military Police Basic course, U.S. Army Civilian Police Academy, and/or the DA Civilian Security Guard training and have been assigned to perform law enforcement or security duties for the U.S. Army. The FTP allows managers the flexibility to exercise localized and advanced training by building on the basic knowledge and skills provided by the USAMPS and the DODI TSP. In addition, it gives managers the ability to observe, track, and record the progress of a newly assigned officer in his first days on patrol. Upon review of the Officer’s observation and evaluation records, supervisors are able to make sound decisions about LES training and/or retention in the law enforcement or security community.

ROLES AND RESPONSIBILITIES

2-7. The FTO Program is comprised of a Field Training Officer (FTO) and Probationary Officer (PO).

An approving authority is also identified. This person will receive and review Daily Observation Reports (DORs) and provide general and administrative oversight of the POs field training.

Field Training Officers

2-8. FTOs are responsible for conducting daily PO training during field training phases. FTOs provide continued learning while POs are in the field by using frequent training briefs and quizzes. FTOs are responsible for telling POs when to perform mock training. Mock training is done only with approval from senior leaders.

DANGER

Never use loaded weapons in a mock scenario training event.

FTOs must ensure that all weapons are cleared prior to execution of training.

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Note: The assignment of an additional FTO may be necessary in some special cases. When an additional FTO is assigned, the original FTO is referred to as the primary FTO.

Note: Careful consideration must be given to the number of POs a single FTO will be assigned for evaluation. FTO duties must be accomplished without degradation of the FTO’s normal duties.

2-9. While POs are in the FTO program, if they are required to appear in court FTOs must also attend court. FTOs use the court appearance as a training event. Attendance and performance in court is documented on the DOR.

2-10. At the end of each training day, FTOs complete and turn in a daily observation report (DOR) for their assigned POs. FTOs also complete an ILEC memo at the end of the program. When completing DORs, an attempt must be made to keep the tasks/categories used consistent to simplify the review process and ease later access to the DORs. Over time, a local list of standardized task/knowledge entries will develop. This local list will simplify the review process as DORs move up the chain of command.

Probationary Officers

2-11. POs are defined as any individual who has completed branch qualification, DOD Compliance TSP, and local LE training (to include weapons trainng and qualification). The FTO program must be completed when an individual first arrives at the installation and is not required to be completed again unless service is interrupted by temporary change of station, PCS, or a deployment exceeding 6 months in length. PO responsibilities during the FTP include the following:

Completing all assignments and successfully progressing through all phases.

Complying with departmental rules and policies, Army Regulations (ARs), installation policies and regulations, and state laws.

Having the necessary issued equipment, reports, and other forms required during training.

Coming to work in a timely manner and being prepared to study and learn.

Photocopying statements, forms, and other paperwork required to be turned in with DORs and end-of-shift reports (excluding protected identity, privileged, and sensitive information).

PROGRAM LAYOUT

2-12. During the program, FTOs observe, evaluate, and document PO performance. FTOs are responsible for overriding PO decisions if there is a contradiction in U.S. Code (USC) or regulatory guidance, an emergency, or a violation of department policies and procedures. Supervisors and FTOs must ensure that POs meet or exceed the standards laid out in the program. The program is designed as a 40 hour right-seat ride, however, POs should not be rushed through. During this time, POs are assigned to the specific shift that they will tentatively be assigned to upon program completion. POs are assigned FTOs. The FTP is primarily a way to evaluate the PO performance in the field prior to certification.

2-13. Daily observations and evaluations are recorded on DORs and forwarded to the approving authority along with copies of shift/patrol reports and applicable paperwork completed during the shift. At the completion of the program, an ILEC memo must be completed and forwarded to the approving authority in the same manner as DORs. Additionally, the ILEC memo will be uploaded by the unit to the Certifications tab in DTMS (see Chapter 11).

2-14. If POs are incapable of completing the program in the time allotted, FTOs can request that the time requirements be extended. Requests for extensions are sent through FTP channels to the approving authority. Although the program is designed for one week, POs must not be rushed through. Regardless, any extended time granted must be closely monitored by the approving authority.

2-15. Personnel must remember that the goal of the FTP is to build the future of the department through the people they train. To ensure success, local programs must ensure a positive environment in which

1 June 2015 ST 19-LESM 2-5 learning is maximized and POs are able to perform to the best of their abilities. The approach must be fair, firm, friendly and, above all, professional.

2-16. Not all POs are capable of performing the complex and demanding tasks necessary in LES. Staff involved in the FTP must attempt to provide counseling and supplemental training to POs who did not perform to the acceptable standard. All counseling and training information must be documented.

Note: The approving authority has grounds to recommend reclassification/termination for POs who fail to meet the acceptable standard.

2-17. FTP policy violations could result in disciplinary actions, including removal from the FTP. All violations must be documented and forwarded to the approving authority. If appropriate, this documentation should include a statement of the disciplinary action recommended by reporting FTOs. The approving authority may remove personnel and POs from the program for any violation of training and conduct policies. POs removed from the FTP should be considered for reclassification. If a PO is removed because of gross misconduct, that PO’s information should be forwarded to the National Decertification Index (NDI).

GOALS AND OBJECTIVES

2-18. The FTP is a management system with the goal of improving the overall effectiveness and efficiency of the law enforcement and security community. To achieve this goal, the program has established the following objectives:

To establish a standardized PO evaluation system. The FTP is designed to provide a valid, job-related post-school or new installation performance evaluation. The system uses a systematic approach to document performance for measurement. POs will complete only the 40 hour FTP upon PCS to a new installation to ensure they are adequately prepared for law enforcement and security duties on that particular installation.

To establish a program review procedure. The FTP provides an appraisal system to measure the effectiveness of the agency, selection process, and training process by obtaining feedback on FTP strengths and weaknesses.

To improve the PO training process. The FTP provides post-school, on-the-job training to POs.

FTOs serve as role models to POs in the development of the knowledge, skills, and abilities needed to perform the assigned duties.

To improve leadership skills and enhance career opportunities. In addition to enhancing the professionalism of the local law enforcement and security community, the FTP provides the opportunity for increased responsibility and improved leadership for those who serve as FTOs.

To establish an improved retraining program for the DES. The FTP provides a system to train and evaluate the performance of POs returning from extended leave and reappointed or newly transferred personnel.

To provide measurable data to the chain of command regarding PO performance and status.

Previously, it could not be certain that the results of one POs were comparable to the results of another due to the less regulated nature of training programs. The FTP helps standardize the field training of every Officer.

FIELD TRAINING OFFICER SELECTION

2-19. FTO positions include multiple responsibilities. Soldier FTOs should be noncommissioned officers (NCOs) at the minimum. Civilian FTOs should be Sergeants at a minimum. Not every Officer is capable of performing the complex and demanding tasks of FTOs or is able to display the high standards required for the position. Due to the many FTO roles, careful consideration should be taken in the selection process to ensure that the best of the best are selected.

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Field Training Officers as Role Models

2-20. FTOs serve as role models for new and veteran officers returning to assigned operations. They demonstrate the highest professional law enforcement standards. FTOs also conduct post-academy field training; and provide explanations, demonstrations, and clarification of field procedures.

2-21. The FTO role is to coach POs by providing encouragement and direction to apply what has been taught. Giving feedback on PO performance enhances this. As training proceeds, an evaluation of PO suitability to be a law enforcement officer takes shape in the mind of FTOs because they are closest to the performance being evaluated. It is important that this assessment has a positive impact on PO performance.

FTO appraisal of PO abilities should always be followed with positive reinforcement and encouragement.

2-22. Commanders and supervisors must focus on technically competent and highly motivated officers when recommending candidates to be FTOs. FTOs must set very high standards for themselves and POs.

In discussing the FTO role, it should be understood that although high standards are desirable, POs must measure up to the standards that the organization sets through the FTP and not higher standards set by FTOs.

2-23. It is impossible to list every conceivable aspect of the FTO role in this manual. FTOs must be flexible and able to adapt as challenges change. If not, POs, the program, and the department suffer. Weak FTOs can disrupt the entire training process. A great deal of trust and responsibility go with this FTP, and each member of the FTP staff must be willing to accept it. An FTO may be either a DA civilian at the minimum rank of Corporal or a Military Police NCO.

2-24. FTO performance is also subject to evaluation; therefore, their professional conduct and ethics should be exemplary. FTOs should understand that the effectiveness, image, and future training of the organization are substantially determined by the quality of their performance. This is done by maintaining a professional demeanor and appearance; adhering to rules and regulations; and having a positive attitude toward the organization, the training program, their job, and the POs.

Instructor/Mentor Attitude

2-25. FTOs provide post academy/school, on-the-job training to POs in the field. FTOs receive significant additional responsibilities over and above their law enforcement counterparts when assigned to train POs.

In addition to performing in an exemplary manner, FTOs must slow their pace to review the purpose and detail of every new encounter. FTOs must guide POs through a comprehensive curriculum that requires the blending of knowledge and skills and the good judgment to know when, where, and how to apply them.

2-26. Each time POs are introduced to new FTOs, FTOs should take the time to establish a friendly, open, and professional rapport with them. Development and learning are enhanced through effective communication. Rapport is extremely important to communication because people are not likely to share ideas, questions, or feelings unless they feel that the listener is open or empathetic to them. FTOs should convey an open and positive attitude that new officers can succeed in the training program. POs are not likely to develop when they feel or are told that success is not possible. They need to believe that FTOs want them to succeed and that FTOs will help them achieve success.

2-27. There is nothing more disconcerting than facing a “stacked deck.” Every PO needs to know that they have every chance to succeed. It is particularly important that FTOs maintain a positive and objective attitude when assigned POs who have not performed well with other FTOs. FTOs must give POs every opportunity to succeed. POs should not be stereotyped or discriminated against, and judgments about must be based on independent observations and not on the comments of others. While training POs who have had conflicts with previous FTOs or difficulty with training, it is entirely possible that a change in FTO and a positive attitude may be enough to elicit acceptable PO performance.

2-28. The emphasis should be placed on developing a competent and proactive “solo officer,” rather than on weeding out substandard POs. What FTOs expect from their POs and how POs are treated largely determines future career success of POs. POs, more often than not, perform at the level they believe is expected of them. FTOs cannot avoid the cycle of events that stem from low expectations by merely hiding their feelings toward POs. Messages are constantly conveyed through nonverbal communication. People

1 June 2015 ST 19-LESM 2-7 often communicate the most when they think they are communicating the least. For example, to say nothing may be viewed as coldness, anger, or disinterest. What is critical in the communication of expectations is not only what FTOs say but how FTOs behave.

2-29. FTP goals can be achieved if all participants are open, honest, and professional and maintain a positive attitude. Those FTOs must strive to maintain an instructor/student relationship with POs during the

FTP.

FIELD TRAINING OFFICER/PROBATIONARY OFFICER RELATIONSHIP

2-30. The relationship between FTOs and POs is crucial to FTP success. A relationship that is not conducive to the instructor/student concept can only lead to failure of POs to successfully complete the program. Therefore, the relationship between FTOs and POs must remain professional at all times.

2-31. The hallmark of this relationship is one of mutual respect. POs must be treated with respect at all times and are expected to respect FTOs.

2-32. The FTP staff will not initiate a romantic relationship with POs while they are in the FTP. If a prior relationship exists between an FTO and a PO, the approving authority will not allow them to be assigned together to eliminate the perception of an inappropriate relationship during the program. The intent is to maintain the maximum FTO effectiveness.

2-33. POs will not be harassed, intentionally embarrassed, or treated in a demeaning manner. Name-calling or the use of derogatory terms by FTOs is not acceptable. FTOs will not show anger or frustration while they are working with POs.

Note: Remember—praise in public, correct in private.

2-34. While in the FTP, FTOs, and POs will not associate with or socialize during off-duty hours. FTP staff will not live with or enter into any financial arrangements with POs. Exchanging gifts with POs is strictly forbidden.

FIELD TRAINING PROGRAM STAFF/PROBATIONARY OFFICER INTERACTION

2-35. The FTP staff will not agitate or anger POs Comments intended to agitate or anger will not be tolerated. FTP staff must follow strict adherence to all equal opportunity and equal employment opportunity policies, the Care and Consideration of Others Program, the Army code of ethics, and the law enforcement code of ethics.

2-36. FTOs and POs must have prior approval to take time out of the training rotation. Delays in the training rotation could interfere with subsequent training rotations, resulting in program completion delays for current and future POs. Such delays can place a financial burden on an organization by overstretching manning strengths and causing unplanned overtime, if using DA civilians as FTOs.

2-37. The FTP staff must keep stress at a minimum. Any stress felt by POs should be caused by the task being taught and not from any unrelated comments or actions on the part of the FTP staff.

EVALUATION, DOCUMENTATION, AND REPORTING

2-38. Documented evaluations allow for gathering data. Based on statistical results, problems can be identified and training plans reformed, improving the future effectiveness of the PO and FTP.

2-39. Daily documentation of PO performance is essential to training. From documented performances, FTOs can reformulate training to help POs learn upcoming tasks.

2-40. Evaluations are recorded on DORs and are submitted as required by the FTP. FTOs need to use clear and concise entries when completing DORs. FTOs and POs identify supplemental training needs if necessary. This can be time-consuming, but it is the primary aspect of the training process. FTOs should

2-8 ST 19-LESM 1 June 2015 not discuss PO progress or the results of evaluation documents with anyone other than those who have the need and right to know.

Note: Sample FTO memoranda may be found in Appendix A.

2-41. The content of the DOR must be reviewed with the PO to allow him to receive feedback on his daily performance. It is recommended that the POs signature block be added to the bottom of the DOR to reflect the collaborative element of the evaluation.

2-42. To make the most effective use of the narrative portions of written evaluations, it is important for FTOs to remember the “goals of documentation.” The documentation should be—

Clear.

Concise.

Complete.

Correct.

2-43. Reporting is the conduit to all follow-up training. Reporting is vital to improving PO performance and overall FTP effectiveness. FTOs complete one DOR with POs each workday. This may be done during the shift or toward the end of the shift during training evaluation time.

Note: POs are given the guidelines for the next workday to study while FTOs fill out DORs.

2-44. Every effort should be made to complete DORs by the end of the shift, including staying after assigned duty times. If this is not possible, DORs should be turned in the next workday (after roll call or guardmount). All DORs and ILEC memo must be turned in within three workdays of the reporting date.

Any quizzes results, tests, or forms completed by POs are also attached for review by the approving authority.

FIELD TRAINING OFFICERS

2-45. FTOs should be selected based on leadership abilities and proficiency. Due to the many roles of FTOs, careful consideration should be taken in the selection process to ensure that FTOs demonstrate a positive attitude toward the FTP.

EXPECTATIONS

2-46. FTOs are expected to— Provide POs with training schedules and additional guidance needed to complete training.

Foster an environment that is safe and free from undue stress.

Remain professional at all times.

Mentor and coach POs.

Evaluate and counsel POs on their performance and attitude.

Complete all the necessary forms in a timely manner.

REINFORCEMENT OF FUNDAMENTALS

2-47. FTOs must strictly follow FTP guidelines and associated manuals. FTOs must support the correct strategies and not show POs any shortcuts. Demonstrating shortcuts that deviate from training received only confuses POs. Correct training leads POs on a path of successful integration into the law enforcement community.

1 June 2015 ST 19-LESM 2-9

2-48. POs prepare for daily assignments as outlined by FTOs. FTOs may need to review training material with POs after the day’s activities. Reviews of PO actions should occur daily; if they do not, POs or FTOs should advise the approving authority.

2-49. Professionalism and competence are vital to FTP success. Professional and competent FTOs— Exhibit professionalism when performing a service for another.

Achieve professionalism after training and preparation.

Presuppose professionalism as an intellectual requirement (FTOs must be able to reason logically).

Know that professionalism requires good decision making and sound judgment (FTO actions are not limited to standard practice).

Demand a code of ethics that govern a set behavior in POs.

2-50. For FTOs, the first step is gaining the PO’s respect. Failure to gain and hold the respect of POs results in ineffective results. FTOs should consider PO points of view and interests in planning each day’s training.

2-51. In the first meeting with the PO, FTOs must begin to analyze the PO’s personality, thinking, and abilities. The ability to analyze an individual correctly and apply appropriate instruction is essential to good training. No two individuals are alike. The same communication methods are not equally effective for every PO. FTOs must review PO backgrounds, thinking, and temperaments to decide the most effective method of reinforcement.

2-52. Unfair criticism may destroy a PO’s confidence in his FTOs. POs should be made aware of their progress through constructive criticism. Failing to correctly communicate evaluations to the PO establishes barriers. Some POs may have a natural awareness of their progress and can derive an accurate idea of this progress from FTO directions, corrections, and comments. Some POs may be less perceptive and require an actual review of each activity to satisfy the need for progress assessment.

Supplemental Strategies

2-53. During the course of the FTP, it may become necessary for FTOs to use additional tactics to enhance and improve the learning and evaluation process. The following tactics may be used at any time during training; however, they are most effective when remedial training is necessary to improve PO performance:

Flash cards. Have POs prepare flash cards to enhance the learning process. Preparing flash cards may cause POs to use multisensory learning. Flash cards are particularly effective with radio calls, criminal and traffic codes, case report processes, and report form selections.

Commentary driving. Commentary driving involves the senses of touch, sight, and hearing in the learning process. POs are advised to maintain a running commentary on what is observed while operating the vehicle. This can be used to improve driving skills or sensory perception while patrolling. The intent of this technique is to move POs from seeing situations and conditions as a civilian to seeing them as a police officer or security guard. Commentary driving is also an excellent tool for teaching orientation skills.

Commentary thinking. Commentary thinking is an excellent technique to aid POs who may know the proper procedures, but whose thought patterns become muddled or disjointed when introduced to stressful situations. Commentary thinking is simply thinking aloud. POs are required to talk out their thoughts when using this technique. If a PO is en route to a particularly stressful call, they must explain to FTOs how to get to the call, what the call is about, and what actions will be appropriate on arrival. Several immediate benefits are derived from this technique. One benefit is that POs begin to organize their thoughts prior to arrival at the call, and it slows their thought processes down and prevents overload.

Map guide. Another essential tool to help teach orientation is a street guide or map book. POs trace an intended route to an actual or simulated call. The best method to use is to place a piece of clear plastic over the map and allow the PMP to trace the route with a grease pencil.

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Role playing. Role playing is an excellent tool to teach interview and interrogation techniques, field interview processes, and officer safety. A scenario is constructed in which FTOs play the roles of all participants other than police officers or guards, who are played by POs. This forces POs to interact with FTOs in a manner similar to real life, but in a teaching environment.

Role reversals. Role reversal is basically the same as role playing, except POs change places with FTOs and observe how FTOs handle particular situations. FTOs may even elect to perform the task in the same incorrect manner that POs previously did so that they can see the mistakes.

If this is done, have POs critique the action.

Simulations. Simulations are similar to role playing, but usually involve task achievement, such as handcuffing, vehicle positioning for car stops, loading/unloading weapons, or handling radio traffic.

Self-evaluation. Self-evaluation is a technique that is especially valuable with POs who seem to have difficulty taking constructive criticism.