FBINAA Associate Magazine Q2.2021


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F E A T U R E S 8 Training: The Key to Individual and

Organization Protection – Jim Harris, FBINA 265 10 When Secondary Job Issues Make the Headlines – Murray “Andy” Anderson 12 A Discussion: Issues and Management of Self-Deployment – Anthony Giaimo, FBINA 241 and Dr. Dale Retzlaff

14 FBINAA Training Resources


C O L U M N S 4 Association Perspective 7 Association Update 25 A Message from Our Chaplain 26 Historian’s Spotlight 28 FBINAA Charitable Foundation 30 Staying on the Yellow Brick Road


E A C H I S S U E 6 Strategic / Academic Alliances

A D I N D E X – University of San Diego 14 CRI-TAC




NATIONAL BOARD President / JOE HELLEBRAND Director, Brevard County Sheriff’s Office (FL), jhellebrand@fbinaa.org Past President / KEVIN WINGERSON Assistant Chief, Pasadena Police Dept. (TX), kwingerson@fbinaa.org

Representative, Section I / JIM GALLAGHER Commander, Phoenix Police Department (AZ), jgallagher@fbinaa.org

Representative, Section II / LARRY DYESS Captain, Jefferson Parish Sheriff’s Office (LA), ldyess@fbinaa.org

Chaplain / JEFF KRUITHOFF Chief of Police, City of Springboro (OH), jkruithoff@fbinaa.org

1st Vice President, Section IV / KEN TRUVER Chief, Borough of Castle Shannon (PA), ktruver@fbinaa.org

Historian / CINDY REED Special Agent (Ret.), Washington State Gambling Commission (ret.), creed@fbinaa.org

2nd Vice President, Section I / TIM BRANIFF Undersheriff, Thurston County Sheriff’s Office (WA), tbraniff@fbinaa.org 3rd Vice President, Section II / SCOTT RHOAD Chief/Director of Public Safety, University of Central Missouri (MO), srhoad@fbinaa.org Representative, Section III / CRAIG PETERSEN Deputy Chief, Gulfport Police Department (MS), cpetersen@fbinaa.org Representative, Section IV / BILL CARBONE Director, Suffolk County Crime Assessment Center, NYS Division of Criminal Justice Services, bcarbone@fbinaa.org

FBI Assistant Director / RENAE MCDERMOTT FBI Training Division (VA)

Executive Director / HOWARD COOK Chief (Ret.), FBINAA Executive Office (VA), hcook@fbinaa.org




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April/June 2021 | Volume 23/Number 2 The National Academy Associate is a publication of the FBI National Academy Associates, Inc.

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Howard Cook / Executive Director, Managing Editor Suzy Kelly / Editor

© Copyright 2021, the FBI National Academy Associates, Inc. Reproduction of any part of this magazine without express written permission is strictly prohibited.

The National Academy Associate is published bi-monthly by the FBI National Academy Associates, Inc., National Office, FBI Academy, Quantico, VA 22135.

The FBI National Academy Associates, Inc. is a private, non-profit organization and is not part of the Federal Bureau of Investigation or acting on the FBI’s behalf. Email editorial submissions to Suzy Kelly: skelly@fbinaa.org. Submissions may vary in length from 500-2000 words, and shall not be submitted simultaneously to other publications. Email Chapter Chat submissions should go to Jen Naragon at jnaragon@ fbinaa.org by the 25th of every month. The FBI National Academy Associates, Inc., the Executive Board and the editors of the National Academy Associate neither endorse nor guarantee completeness or accuracy of material used that is obtained from sources considered reliable, nor accept liability resulting from the adoption or use of any methods, procedures, recommendations, or statements recommended or implied.

Photographs are obtained from stock for enhancement of editorial content, but do not necessarily represent the editorial content within.






















On the Cover: The FBINAA offers premier lead- ership training to members and the law enforcement community. This edition features a special section on FBINAA Leadership Training & Resources.



Joe Hellebrand

W elcome to the latest edition of “Associate Magazine”. This is my last official magazine address and I wanted to take this opportunity to express my sincere gratitude that you have entrusted me to hold the position of President of this great As- sociation. It has truly been an honor. This past year has taught and shown me so much. I’ve seen our association come out the other side of a worldwide pandem- ic stronger when many others have struggled. I have seen our members reach out fellow session mates to stay connected, and many offering their support of members in need by continuing to donate to our FBINAA Charitable Foundation. It’s truly humbling to see the great connection this network provides, especially in a year that to many seemed very isolating. As with every edition, I start with a letter of greeting. It is one of the highlights of my position to communicate with you, our members, a few times during the year to share important up- dates and developments. However, this letter, my last as sitting president, is one to say “thank you” and to recognize a few of the great people I have had the pleasure to work with over the past year. First, I would like to thank our Past President Kevin Wing- erson for his many years of service on our national board. Kevin has provided a solid direction and I am proud to follow him as President. I would like to take this opportunity to thank our Chaplain Jeff Kruitoff . Jeff has had the difficult responsibility of connect- ing with families of a fallen officer and offering support and con- dolences. Sadly, those numbers have risen over the last several years. Jeff has been our Association Chaplain for the last four years and has done an amazing job during difficult circumstanc- es. We look forward to working with our new FBINAA Chaplain Mike Hardee.

Lastly, I would like to thank our Executive Director Howard Cook and the national office staff. They are truly committed to supporting the mission of the Association and our members. In parting, I would like to personally thank you for allowing me to serve as your President and on the national board these past eight years. It has been a sincere honor. Please continue to support our Charitable Foundation and the necessary work they do.


Joe Hellebrand, President FBINAA Director, Brevard County Sheriff’s Office

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SWORN? RETIRED? Membership in the FBINAA extends beyond your sworn career. One of the benefits of being a Graduate of the NA is that you are always welcome to be a member, either sworn, working professional, or fully retired. Fully retired members can continue to stay in touch with their fellow session mates through the FBINAA Website and Connect Mobile App. Stay up to date on what’s trending in law enforcement today, and enjoy great member benefits such as shopping the NAA Store or enjoy special discounts with 5.11 Tactical.












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Howard Cook


W e are halfway through 2021 and it feels so good to be where we are now vs. this same time last year. It is my hope that we can continue our in-person meetings and this trend will continue for the remainder of the year. This past year has shown me just how resilient and strong our network of law enforcement leaders is and how we’ve been so successful at adapting and embracing new opportunities. When I look back over the success we’ve had as an association this past year, I think about the men and women that make up the national staff and it reminded me of an old saying. The original quote, which you may have heard is, “Though she be but little, she is fierce.” I’d like to paraphrase this quote to read, “Though we are small, we are strong.” Our national staff is a talented, dedicated group of people that works day in, day out to ensure they are meeting the needs of our members. It is my pleasure to report to you some new additions to this team which will continue to strengthen what is already a very talented group of individuals. Over the past few years, we have risen to the increased demand in offering premier leadership education and training for the law enforcement profession. Many of you have been able to participate in our leadership forums and online webinars. To meet this growth, we have added a new Deputy Executive Director to manage the day-to-day operations and initiatives of our association. I am pleased to report that John Kennedy has accepted that position. John has been instrumental in growing our Education and Training branch and offerings since he joined the Association several years ago as our Director of Education & Training. Joining us to take on that role is Ray Farris , NA Session 265, who will bring his many talents to the Association to con- tinue to grow our programs and offerings. I am also happy to report that Ronnie Carnahan has joined our team to work with our strategic alliance partners. Ronnie has dedicated a career to building powerful relationships. Ronnie has taken over this position from Greg Guiton , NA Session 215, who will still be working with us in some capacity as a new Active Bystandership for Law Enforcement Program (ABLE) instructor. Greg will surely be missed. We wish himmuch success in this

new endeavor.

Many of you also know Renee Reynolds who is our Director of Retail Operations and manages our online and Quantico Store. Renee will also be taking on the responsibility of FBINA Student Liaison welcoming and working with the upcoming sessions. Join me in welcoming and congratulating the newest ad- ditions to the team and to those who are taking on new roles. Even in the most challenging of times, this teammade sure our communications and programs were robust and met the needs of our Association’s membership.

I look forward to seeing all of you soon.


Howard M. Cook FBINAA Executive Director FBINA #224


It is a very common story. You wake up, grab that cup of coffee, take a glance at the news and inevitably begin to follow an unfolding story about the actions of one of our brother or sister officers. Although the situations vary, the underlying cause is usually the same – an issue with training. TRAINING: THE KEY TO INDIVIDUAL AND ORGANIZATION PROTECTION A cross the country, law firms are training their personnel on how to develop cases against individual officers and police


This means that we provide our officers with yearly updates on arrest, search and seizure as well as use of force. These two areas represent some of the most common areas that result in lawsuits. By continually updating our officers with updated infor- mation from a qualified professional, we are instituting a layer of protection for our officers and the agency against frivolous litigation. The second factor in protection is the agency. Agency lead- ership must review what is taking place within their organization on a regular basis. Data on lawsuits, complaints, and the com- mon officer errors being reported by supervisors must be shared with the training division and instructional staff. Training is the opportunity to address minor concerns being observed. Many times, department commanders don’t share the circumstances of events that have led to complaints and lawsuits for fear of embarrassing the officer or others. This failure to share informa- tion will lead to a continued problem that will open the door to future legal actions against the agency. Therefore, management must stay vigilant and provide insightful feedback to instructors that will ensure the minor issues are corrected and officers are operating effectively. As we glance into the future of our profession, it is essen- tial to understand the nuances of training and why it is such an important and vital aspect of our career. Properly trained per- sonnel provide the most effective services to the communities they serve. Providing quality training to your agency increases morale of the officers. High quality training will provide officers with the tools necessary to be successful in their positions and, therefore, will increase productivity. Most importantly, profes- sional training will provide your officers and your agency that increased layer of insulation from civil litigation.

agencies. The core components of the suits brought against our family stem around police misconduct, use of force, false arrest and more. The basis of these claims revolve around the lack of training. Therefore, it is essential that agencies take a hard look at the training they are providing to their officers as well as prop- erly reviewing the external training their officers are attending. Officers want to excel in their careers and often seek training opportunities on their own. They submit a request to their train- ing officer to attend and, many times, will often privately pay to attend if their agency cannot afford to send them through the training budget. The first supervisor to receive the request, the bureau commander reviewing the request and training officer approving the request all have a responsibility to that officer and to the agency that often is neglected. That responsibility is properly vetting the instruction, the trainers and the provider to ensure this education is in-line with the goals and objectives of the organization and to ensure that those instructing are reputable. In short, if an agency sends an officer to a course that provides misleading information and an officer utilizes what was learned in the field, the agency and the officer can potentially face a lawsuit. Law enforcement agencies must ensure that their officers’ knowledge, skills, and abilities are at a level that provides the highest level of service to their community. In addition, agency personnel must be able to display an understanding of the most up-to-date and best practices of our profession. Although this is extremely important, many training budgets are cut, training schedules get pushed aside for “more important things”, and in-house, agency instructors sometimes lack the up-to-date knowledge to share with their groups. With all of this in mind, there are ways agencies and officers can protect themselves. First and foremost is the backing of union leadership. Collective bargaining organizations must de- mand that their officers get proper and up-to-date training. The primary function of the union is to protect their membership. The best way to ensure union members are protected is to make sure the agency sets aside time and resources to train depart- ment personnel. This instruction should include annual updates in the most common, problematic areas facing our officers today.

About the Author : Jim Harris retired from the Toms River Police Department as Deputy Chief after serv- ing in law enforcement for over twenty-seven years. While working with the agency he served in many capacities including Patrol, Traffic Safety, Special Operations, Administration, Professional Standards, undercover operations and Multi-Jurisdictional Task Forces. He holds a Bachelor of Arts in Criminal Justice and a Master of Arts in Criminal Justice Administration from Monmouth College. He is a graduate of FBINA 265.

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to think about it, but that secondary job an officer works has the potential to create serious risk and liability for the officer, agency, municipality, and private employer. Maybe a local publication discovers an instance of an officer double-dipping (clocking in their off-duty job while working on- duty.) There could be an instance of an officer making an error because their combined of on-duty and off-duty assignments lead to overwork which diminishes their physical and mental wellbeing. Perhaps the most tragic situation is when an officer is injured during an off-duty job and in many instances has inadequate insurance or no insurance at all. This, often, leads to lengthy and devastating litigation among those involved. Each of the above examples are actual headlines that could be found in publications within the last 6 months! Law enforcement agencies should not have to relocate focus from their on-duty work to off-duty work. Sadly, that is precisely what happens when an off-duty incident occurs and is covered by the media. The perceived image of impropriety or lack of transparency will do damage to the community trust and accountability that law enforcement officers work so tirelessly to develop. As much as secondary jobs should not be a priority; a single negative incident can create a storm of headaches and unnecessary distractions for an agency and bring the lack of oversight, well defined policy, transparency, and protection to the forefront. For some agencies, the negative headline that occurs because of a secondary job has meant the end of the entire secondary job program. It is not uncommon for administrators to view these preventable negative headlines and their impact on community trust and credibility as justification for eradicat- ing secondary jobs for all officers. It is a harsh reminder that secondary employment is a privilege in most agencies and with that privilege comes much responsibility. The course of action to cease all secondary jobs can be devastating for those LEOs who use secondary jobs to help support their families. Not only can it be avoided, but it is also simple to do so. At Off Duty Management, our mission is to help agencies prevent these issues at no cost; absolutely no cost ever to the governmental agency or officers. Our team at Off Duty Management are the experts in secondary jobs. ODM was built by officers, for officers and was specifically designed to exclusively support law enforcement agencies. We were created from nearly hundreds of years of real-

Secondary jobs shouldn’t be a priority, but when a job issue shows up in the headlines it can become the source of most of an agency’s headaches. Every month there are growing instances of secondary job issues (like overwork, and double-dipping) showing up in the head- lines which damage community relations, threaten agency budgets, and risk the availability of secondary jobs for all of- ficers. What are the main risks of negative headlines on secondary job issues, and what can agencies do to prevent them? S econdary jobs are popular; and it does not take much inves- tigation to see that. Across the nation officers and deputies work millions of hours in secondary jobs (providing police presence to a private entity.) They could be directing traffic for a church, providing expert protection for a school, bringing a vital layer of security for a busy hospital, or any of the other countless positions in which a sworn officer uses their skills during off-duty hours. No matter the job, officers working off-duty provide an irreplaceable service for private businesses, and they provide an additional revenue stream that officers use to support themselves and their families. Most importantly, secondary jobs serve a vital purpose by placing a trained officer in an area where there would not oth- erwise be one. The presence of officers working secondary jobs is a natural deterrent for crime and strengthens the connection between communities and agencies. However, a potential issue that is not receiving enough attention is the growing number of negative headlines due to incidents, lack of agency oversight, or impropriety from officers during those secondary jobs. The vast majority of these jobs may happen with no problems or incidents, which makes it all the more damaging when an issue does arise. We may not want

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ANTHONY GIAIMO, FBINA 241 AND DR. DALE RETZLAFF A DISCUSSION: ISSUES AND MANAGEMENT OF SELF DEPLOY- MENT Within our present policing environ- ment, there are certainly a multitude of responsibilities and command challenges. Managing operations, logistics, responses and other matters of crisis planning, com- prise these ongoing leadership tasks. A command leader’s role in managing self- deployment is one such crucial task. Well intended but often problematic “officer self-deployment” responses to already unfolding and dangerous situations can create serious public safety concerns as well as other complications. S elf-deployment has statistically resulted in significant problems across the country including injuries up to and including death, loss of evidence, failed prosecutions, and in many cases civil liability. Proactive and demonstrated superviso- ry leadership is certainly necessary to establish proper training, preparation, and strategies to minimize the negative conse- quences of officer self-deployment. SELF-DEPLOYMENT DEFINED Police “Self-Deployment” is a potentially dangerous action for officers and others through the independent action to inter- ject themselves into an ongoing or developing critical incident

continued on page 13

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Continued from "Self-Deployment", on page 12

1. Have I been formally or informally asked to respond, am I truly needed? 2. Will my response positively impact the situation? 3. What are the potential drawbacks/negative effects of my response? 4. What are the potential legalities? 5. Would I normally be authorized to respond? Although, as discussed, best intentions on the part of the officer(s) are usually the motivation to self-deploy, desire to assist should not dominate the thought process of asking these important questions. In short, unless the answers to the above questions were completely eclipsing favoring response, officers should wait for official deployment notification rather than self- deploying to an incident. COMMAND LEADER'S RISK MANAGEMENT CHECKLIST Similarly, to the ideology of a decisional framework for of- ficers, command leaders must evaluate the current and potential risks to “unrequested resources” with self-deployment. Com- mand leaders should continually evaluate their departmental position on critical risk related policies concerning “self-deploy- ment” action(s), as noted by FEMA (2017): 1. Does the response “create additional supervisory, logistical, and safety needs? 2. Depletes the resources needed to provide continued services to their home community? 3. Complicates resource tracking and accountability? 4. Interferes with the access of formally requested resources?” 5. Significantly increases overall safety risks and legal liabilities? As indicated, either individually or collectively, these risk areas can pose significant supervisory challenges, administrative issues as well as civil liability exposures. Thus, command leader- ship must take decisive action in creating clear policies, formal procedures and require continual training of officers. All steps should be carefully administratively reviewed, considered, and implemented to reduce overall liability. CONCLUSION The honored profession of law enforcement is unlike any other profession. Officers are routinely placed in uncertain, hazardous situations and are expected to make good decisions in literally split seconds. We know that basic law enforcement training academies rightly motivate officers to think indepen- dently, make good choices based on training, laws, and often having to handle situations on their own. Thus, as they work on the frontline throughout our nation, officers are dedicated to both perform the task assigned to them and self-initiate active patrol in the interest of public safety. Customarily, agencies measure and evaluate officers based on many criteria, including self-initiated field activity. However, there is a vast difference between self-initiated activity and self-deployment. Law Enforce- ment leaders across the country, cognizant of the fine balance between these actions, must act to develop policies, supportive training, while reviewing and documenting incidents of unneces- sary self-deployment. About the Authors: Special Agent Anthony Giaimo , M.S., (Session 241) is a Past President and Vice President of the Eastern Pennsylvania FBI NA Chapter and Chief of Police and Emergency Management Coordinator (Ret. - Tredyffrin Township

Continued from "Self-Deployment", on page 13 an officer(s) demonstrates a readiness and the ability to be productive in varying law enforcement activities, criminal inter- diction, and other proactive crime preventions and community relations activities by conducting community contacts when not answering calls for service or on a reactive response.” Thus, this methodology would include activities such as traffic stops, field investigations, pedestrian, and suspicious person encounters. THE PARADOXICAL DILEMMA OF SELF-DEPLOYMENT In field of law enforcement, we build leaders throughout our ranks. Officers are trained and encouraged to be active thinkers, problem solvers, self-motivated and self-directed for most all their duty days as they patrol our towns and cities. Additionally, these first line leaders, contrary to some opinions, are extremely motivated to solve problems and essentially be a shining light in the quest save others from peril. In Washington, D. C., for example, at the “Peace Officers’ Memorial features two curving, 304-foot-long blue-gray marble walls. Carved on these walls are the names of more than 21,000 officers who have been killed in the line of duty throughout U.S. history, dating back to the first known death in 1786.” (LEOM, 2020) These frontline leaders are everyday heroes trying their best to do what is right in a very complicated world. Many command leaders struggle with what they consider to be paradoxical instances where, as aforementioned, the officer(s) are encouraged to think, and act independently yet must understand the crucial difference between self-initiated ac- tivity and self-deployment. Without well-defined agency policies and regulations, self-deployment can create significant supervi- sory leadership distractions as well as perplexing command and control issues. OFFICERS' GUDE TO SELF-DEPLOYMENT As we know from our study of the National Incident Man- agement System (NIMS), the stated position of FEMA regarding “Unrequested Resources” is quite specific. In the NIMS directive it notes that, “during incidents, responders sometimes come to an incident area without being requested. Such personnel converging on a site, commonly referred to as self-dispatching or self-deploying, may interfere with incident management and place an extra logistical and management burden on an already stressed system.” (FEMA, 2017) Command leadership must strive to provide officers with a decisional framework and or matrix to evaluate any potential actions on their part. Officers, for instance, can “self-check” their awareness and avoid being emotional hijacked to impulsively self-deploy by asking themselves just a few simple questions. without the proper authorization or request from command or dispatch. These actions may be outside normal duty assign- ments as well as legal jurisdictions. As defined, self-deployment is significantly different from request- ed responses to calls for service or proactive law enforcement, thereby posing considerable situational dangers and command challenges. OPERATIONAL SELF-INITIATED POLICING In contrast to “Self-Deployment”, “Operational Self-Initiated Policing” occurs from proactive patrolling and is a function per- formed by officers in their jurisdiction while on duty. Standards in agencies across our country may define this activity as: “when

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By the field, for the field

The Collaborative Reform Initiative Technical Assistance Center (CRI-TAC) provides no-cost customized technical assistance solutions designed to meet the unique needs of state, local, tribal, and campus communities throughout the United States.

Services provided include:

Resource Referral

Virtual Mentoring

Web-based Training

Meeting Facilitation

In-person Training

On-site Consultation

Visit www.CollaborativeReform.org for more information and to request assistance.

This project was supported, in whole or in part, by cooperative agreement number 2017-CR-WX-K001 awarded by the U.S. Department of Justice, Oƒce of Community Oriented Policing Services. The opinions contained herein are those of the author(s) or contributor(s) and do not necessarily represent the oƒcial position or policies of the U.S. Department of Justice. References to specific individuals, agencies, companies, products, or services should not be considered an endorsement by the author(s) or the U.S. Department of Justice. Rather, the references are illustrations to supplement discussion of the issues.

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AUG 16-17, 2021 TAMPA, FL

SEPT 15-16, 2021 NEW ORLEANS, LA

Mass casualty incidents perpetrated by active shooters are showing a disturbing upward trend over the years which compelled the FBI National Academy Associates to create a series of 2-day Leadership Forums for first responders throughout the country. The Forum provides attendees with the knowledge, skills, and resources needed to improve initial response, emergency operations center, and controlling the communications during/post-crisis. The Forum program addresses: • Lessons learned: A review of past incidents • The dynamics of active assailant situation • Multi-agency response: Coordinating law enforcement, fire, EMS, and schools • Communications during & after the incident

NOV 1-2, 2021 BELLEVUE, NE

NOV 15-16, 2021 PHOENIX, AZ

JAN 11-12, 2022 NEW YORK, NY

LEARN MORE and REGISTER at www.fbinaa.org/FBINAA/Training




The Cyber Threat Intelligence Leadership Forum provides specific tools and practical resources to chiefs, investigators, digital forensic examiners, technical support staff, and other practitioners. The Cyber Threat Intelligence Leadership Forum will enhance the awareness, expands the education, and builds the capacity of justice and public safety professionals towards the global goal of combating high-tech crimes.

LEARN MORE and REGISTER at www.fbinaa.org/FBINAA/Training



OCT 13-14, 2021 SEATTLE, WA


The FBINAA Officer Resiliency Forum convenes law enforcement executives who share officer resilience, safety, and wellness case studies, new research, emerging issues that will improve and save lives, families, and careers of police officers around the globe. Participants will also have exclusive access to cutting-edge presenters and officer safety and wellness Sponsors.

LEARN MORE and REGISTER at www.fbinaa.org/FBINAA/Training

Who Should Attend Law Enforcement Commanders / School Administrators School Resource Officers / Fire/EMS Officials School Security Directors SCHOOL SHOOTING PREVENTION LEADERSHIP FORUM


Each day law enforcement and school districts across the United States are responsible for protecting our almost 133,000 schools and 63 million students, faculty, and staff. The FBI National Academy Associates and the School Safety Advocacy Council have partnered and announced a series of 2-day Leadership Forums for law enforcement executives and school administrators throughout the country. The Forums will provide attendees with the knowledge, skills, and resources needed to improve the overall security of their community’s schools while developing coordinated plans for a crisis response.

CRITICAL CONCERNS: • Review of school security trends & threat concerns

• Lessons learned: A review of past incidents • The dynamics of active assailant situation • M ulti-agency response: Coordinating law enforcement, fire, EMS, and schools • Understanding and conducting a school security survey & assessment • Building capacity; Conducting Drills and Exercises

LEARN MORE and REGISTER at www.fbinaa.org/FBINAA/Training

This Leadership Forum is brought to you by the FBINAA and the School Safety Advocacy Council.



Each month, the FBINAA hosts informative webinars to help law enforce- ment executives stay up-to-date on cutting-edge public safety topics, trends, and technology delivered by experts in the field. Presentations are typically 60-90 minutes, with time at the end for questions.

LEARN MORE and REGISTER at www.fbinaa.org/FBINAA/Training




The Life After Law Enforcement Resources web pages will provide helpful links, resources, examines and discusses critical topics that are focused on members who are transitioning out of a career in law enforcement and into the private sector or retirement. The Director of Education and Training is responsible for content.

LEARN MORE and REGISTER at www.fbinaa.org/FBINAA/Training



The FBINAA Speakers Bureau has been created to assist Chapters and members in locating dynamic and experienced speakers for their events who have already been endorsed by other chapters and/or members. This is a resource tool for members to share their experiences. Only active FBINAA members are eligible to be included on the Speakers Bureau. The Education & Training Branch reviews each application, sends to the Training Committee for vetting, and if approved notifies the speaker and publishes on website.

LEARN MORE and REGISTER at www.fbinaa.org/FBINAA/Training



The Leadership APB Podcast Series engages law enforcement and public safety executives in discussions on timely and current topics affecting first responders around the world. These leaders will share their leader- ship and managerial philosophies and successes and obstacles they have encountered in their careers. The podcast series are free audio programs distributed to FBI National Academy Associates’ members, their staffs, and other law enforcement executives that provide our communi- ties, states, countries, and profession with the highest degree of law enforcement professionalism and expertise.

Visit www.fbinaa.org to listen ON DEMAND .

Verizon Offers SupportWhere It Matters, When It Matters. For many years, Verizon has supported Public Safety and the families of law enforcement who have made the ultimate sacrifice. To date, Verizon has donated more than two million dollars to the surviving families. These funds are distributed through Verizon’s partnership with the FBI National Academy Associates, Inc. In many instances, members of the local FBINAA Chapter will present the donation to the family. Please contact the office of the FBI National Academy Associates with information on any sworn officer killed in the line of duty, feloniously or accidentally. The Association will coordinate with Verizon and The Verizon Fallen Officers Fund to distribute funds to that officer’s designated beneficiary. VERIZON’S PUBLIC SAFETY OUTREACH PROGRAM Verizon is committed to supporting the public safety community across the United States and takes pride in its partnership with federal, state and local agencies. Verizon sponsors numerous public safety events, associations and FBINAA Chapters throughout the country. Verizon is a proud partner and sponsor of the National Law Enforcement Officers Memorial Fund and Museum and a proud alliance partner of the FBI National Academy Associates. BETTER MATTERS.


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Jeff Kruithoff

A Final Note on living the Five “S’s”

I t is with varied and different emotions and feelings that I write my last discussion article as the Chaplain for the FBI National Academy Associates. The final article will be the 2021 Memory Roll that will be read at the FBINAA National Training Conference in Orlando this July. I appreciate the members who have emailed me commenting on past articles. It was nice to hear how you enjoyed them and it has been tremendously helpful in assisting me with conveying a meaningful message in every article. The last four years have in some sense gone very quickly; however, when I look at the policing world today versus the policing world when I became Chaplain, it is hard to believe that only four years and not four decades have transpired. As I write this article, most law enforcement professionals are predicting a difficult and dangerous 2021 summer of continued protests, and outright attacks on police officers merely doing their job. By the time you read this article you will know if they predicted cor- rectly. The thought of more police officers being injured or killed at this difficult time of our history is just heartbreaking. The theme of my Chaplain articles have been living a life of Five “S’s”. These five areas of focus have been instrumental in my personal spiritual growth. My pastor, Charlie McMahan , from Southbrook Church in Miamisburg Ohio, developed them. I have noticed on this journey that almost every spiritual lesson can be fit under one of these five areas. If the hectic pace of work becomes stifling, I take time in solitude. If I need some understanding, I usually get it from several daily scripture readings each day. If I am feeling with- out purpose, I volunteer in a service capacity to help others. If I am having a bad day, I look for support and try to always be available to support others I see struggling. And finally, I look for significant events both positive and negative knowing they are placed in my life to bring me closer to God in my spiritual life. Please take a moment to review each of the five “S’s”. SOLITUDE BEING DELIBERATE EACH AND EVERY DAY BY TAKING TIME TO MEET GOD IN A PLACE OF SOLITUDE SCRIPTURE BEING DELIBERATE EACH AND EVERY DAY BY TAKING TIME IN THE WORD OF GOD SERVICE BEING DELIBERATE SERVING OTHERS JUST AS JESUS SERVED OTHERS SUPPORT BEING DELIBERATE IN SUPPORTING OTHERS EXPERIENCING TROUBLE, AND BEING INTENTIONAL ABOUT HANGING WITH PEOPLE THAT WILL SUPPORT YOU.

SIGNIFICANT EVENTS BEING DELIBERATE IN IDENTIFYING THE SIGNIFICANT EVENTS OF YOUR LIFE AND SQUEEZING EVERY LESSON OUT OF THEM TO PERMANENTLY CHANGE THE ARC OF YOUR SPIRITUAL LIFE I know at a very personal level how difficult it is to be a police officer in 2021. With over 48 years in this profession, I find some days where it is difficult to find the energy to be a positive example to the officers in my department. I know all of you are in leadership positions and have the same challenge. However, we must find a way to encourage those younger officers to not give up and to not leave the profession. Stephen Parker, a detective with the Charlotte-Mecklenburg police department recently planted a permanent thought with me at a Law Enforcement retreat in Texas. “If good people stop being police officers, bad people will become police officers”. We have an obligation to ensure that the young people in our agen- cies are armed with the skills, mindset and ability to withstand this current assault on law enforcement. They can and should come out the other side of this struggle ready to serve their community with the same energy and enthusiasm they had on day one. It is the least we can do to ensure good people are the police officers of the future. I have been honored to be the FBINAA Chaplain for these last four years. I pray that our profession, and our Association, will be blessed in the years to come. I truly believe that the best days of our Country, and our profession are ahead of us.

Jeff Kruithoff FBINAA Chaplain jkruithoff@fbinaa.org 937-545-0227



T he Association is divided into four Sections, which is evidenced each year as the National conference location moves through the Sections over the four year rotation. One fact of which many members may not be aware is that there are also four International Chapters assigned to each of the four US-based Sections: – Asia-Pacific // Section One – Africa/Middle East // Section Two – Latin America/Caribbean/Puerto Rico // Section Three – European // Section Four Although the National Academy was created in 1935, it did not extend its training beyond the borders of the United States until 1938 when the first International Student graduated from Session 8 (Henry Arthur Leslie of New Scotland Yard). To quote from the 75th Anniversary Book of the FBINA “The international cooperation thrust of the National Academy was established early and with considerable success. President John F. Kennedy was an enthusiastic supporter of this part of the program.” Yet, all of the International Chapters were formed more re- cently than the majority of the current US Chapters. The Interna- tional chapters’ creation was far more complicated due to issues with crossing the borders of sovereign nations as well as currency exchange rates and communication in the pre-Internet days. Here is the story of the formation of the first International Chapter in 1983, thanks to the excellent records kept by the chapter and a scrapbook handed over to the European Chapter Representatives by former National Academy Executive Director Tom Colombell at the 2020 Chapter Leaders Meeting. EUROPEAN CHAPTER HISTORY Formation of the European Chapter originated from an idea put forward by the NAA Secretary /Treasurer George Graves in 1980. To quote from a message provided by Sir David O’Dowd at the 2007 conference in Tallin, Estonia, “ There may have been a cynical view by some that the FBI and US Department of Justice were seeking to create a worldwide law enforcement web for its own selfish ends. The thought by many was: Surely that training provision and liaison role was the responsibility of the European Law Enforcement Community itself. However, in those days no one was formally accepting that responsibility. It has been shown to have been tremendous foresight on the part of a handful of individuals on both sides of the Atlantic. It has resulted in an ex- tremely effective network that is to this day more often productive through its informal links than the structured liaisons between the European countries. It also cemented the idea of the FBI Director WilliamWebster who felt training was not merely an expense but an investment in the future.” The Chapter first met at the Police Staff College, Bramshill, England, 26-30 September 1983 and was attended by just 45 Formation of the European Chapter

delegates. The first Chapter President was Mike Richards from the Metropolitan Police in England. The delegates included the President of the NAA, Roland Renshaw , the NAA Secretary / Treasurer George Graves , the London Legal Attache Robert Moore , and the Rome Legal Attache Jim Fryer. There were also representatives from Quantico, and 34 European graduates. The conference programme provided a format which still exists today and also continues to be based upon professional development with an ancillary social programme. According to a remark by a European attendee, “This is the first time European Countries have ever unanimously agreed on anything!” It would be nice to report that the chapter enjoyed steady growth, however there was soon a glitch. The second meeting in 1984 had fewer graduates than FBI Legal Attaches, a concern to the FBI who concluded they could not continue to support it. The new London Legal Attaché Darrell Mills asked to be allowed two years in which to increase numbers. His office distributed a newsletter explaining the benefits of this new Chapter. With a concerted effort through the European Legal Attaches and senior police officers, attendance increased at the following annual conferences; 55 in 1986 (Switzerland), 65 in 1987 (Spain), and in 1989 Copenhagen had 100 graduates. Copenhagen also marked the transition from a programme organised and run by Quantico to one developed and produced by the host country. This model exists to this day, incorporating topical policing issues for European officers with input from Quantico. This conference clearly demonstrated the benefits and what could be achieved with officers from across Europe sharing their experiences. The Chapter has met on an annual basis holding its annual training sessions in a different part of Europe each year. Several hundred European Police officers have now graduated from the FBI National Academy representing over 50 countries and becoming members of the NA Associates. The early conferences were held at police training facilities to minimise costs and attract delegates. When the 1990 confer- ence was scheduled to be held in Rome, it was realised that delegates might be more inclined to attend if their spouses could be included. From that moment on spouses (or partners) were

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(L-R) Attendees at 1983 Bramshill Conference; 2005 Conference in Scotland: Hanneke Brouwer, President-Elect for 2006 (Netherlands), Laurie Cahill (Hanneke’s roommate for Session 198 and eventual 2016 National President) and Cindy Reed, 134th Session and National Historian; Tom Colombell hands over scrapbook of the Chapter to European Secretary Orlando Gnosca.

well as welcoming a second NA graduate to his country of Mona- co which he asserts makes it the highest density of NA graduates per square kilometre in the world.) The Chapter President is responsible for arranging the an- nual European Training Conference during their year of office, and now has a sound financial footing due to the work of suc- cessive Treasurers. The reputation of the Chapter and its annual conferences attracts sponsors with a number of regulars who continue to support the event each year. The reputation of these events has also attracted a cadre of fellow American FBINAA col- leagues who have joined the Chapter and regularly join the event in Europe. The rotation of the conference to a different European coun- try each year provides an opportunity to experience different cul- tures, political and policing environments. It is also an excellent example of the fellowship enjoyed by graduates of the National Academy across language barriers and country boundaries. All classes are conducted in English for ease of communication. The great success and reputation for this Chapter’s conferences has led to some countries now holding smaller meetings and semi- nars for their graduates. The European Chapter has fully funded a European Can- didate each year for the Youth Leadership programme since its inception, in recognition of this excellent initiative.

permitted to attend. The proof of that theory was an increase from 100 to 350 delegates attending in Rome plus their spouses. That conference also marked a change in previous traditions: retired members were allowed to attend and the locations were not limited to a recognized training facility. In the early days the chapter was small with no financial security. Costs were kept low to encourage attendance, as some did not receive departmental support and paid their own costs. One European graduate has attended 25 conferences at his own cost, and on his own time, having missed only one since gradu- ation. He wisely decided that the birth of his son should take precedence for the one absence (spousal influence being a factor once again). S ir David O’Dow d gave credit in his 2007 speech to Darrell Mills , FBI Legat in London for being “responsible to stock the bar with duty free refreshments... even that terrible American concoction called bourbon.” Sir O’Dowd also gave special credit to another member of the FBI, Tom Colombell , who began serving as the Supervisor over the NA Training Sessions throughout the world in 1983. Ac- cording to O’Dowd “when Tom joined the Quantico team he soon realised that the European Chapter needed support to ensure the training would continue. He was a more consistent attendee at these conferences than some – if not many – of the European mem- bers. ‘Mr. NA’ as Tom became known by many was the constant that always seemed to be there when assistance was needed from Quantico.” When Colombell became the Executive Director of the FBINAA in 2003, he continued his support of the chapter. Darrell Mills retired in 1993 but maintained his personal commitment to keep the chapter on a secure financial footing by seeking sponsorship money which exceeded $250K in 2007. As an illustration of the importance of a good financial footing, in 1995 when Nigel Clarke took over as Secretary/Treasurer, there was 3K pounds in the treasury. When Grahame Maxwell took over, the balance had grown to 50K pounds. Current Treasurer Olivier Jude has continued the good money management (as

See below for list of all European Conferences: 1983 Bramshill, England 1984 Muenster, Germany 1985 Zutphen, Holland 1986 Wolfsberg, Switzerland 1987 Avila, Spain 1988 Oslo, Norway 1989 Copenhagen, Denmark 1990 Rome, Italy

1991 Korsor, Denmark 1992 Brussels, Belgium

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