ASSOCIATE Magazine FBINAA Q1-2025

FBI National Academy Associates, Inc., National Academy Building 8-102 Quantico, VA 22135

IN SIDE

FBINAA.ORG | Q1 2025

F EATURE S 12 From Conflict to Care: Broadening the Role of Law Enforcement – Andrew Dennis, DO FACS, FACOS,

Ethan Dennis, EMT and Tzvi Montrose, CPA, FACHE, EMT-P 18 Managing Holiday Debt: Financial Resilience – Judy Pollard, Certified Financial Counselor, Justice Federal Credit Union 20 Critical Role of Leadership in Addressing and Preventing Excessive Use of Force by Law Enforcement Officers – Benjamin Rascagneres, NA Session 268 22 The Role of Technology in Police Retention – Michael Begonis, Chief of Staff, Verizon Frontline Crisis Response Team 26 Achieving Maximum Benefit from Your AI Deployments in 2025 – Alex Nollmann, Director of Government, Panasonic Connect COLUMNS

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04 Association Perspective 08 National Office Update 11 National Academy Update 25 Historian’s Spotlight 28 A Message from Our Chaplain EACH ISSUE 06 Strategic / Academic Alliances AD INDEX – 5.11 05 Verizon 09 Panasonic 33 CRI-TAC – JFCU

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NATIONAL BOARD Association President / CRAIG PETERSEN Deputy Chief, Gulfport Police Department (MS) (Ret.), cpetersen@fbinaa.org Past President / SCOTT RHOAD Chief/Director of Public Safety University of Central Missouri (MO) (Ret.), srhoad@fbinaa.org 1st Vice President / WILLIAM J. CARBONE Detective (OSI) NYS. Attorney General’s Office, New York City Police Department (Ret.), bcarbone@fbinaa.org 2nd Vice President / JIM GALLAGHER Associate Director, Office of Sex Trafficking Intervention Research, Arizona State University, Phoenix Police Department (Ret.), jgallagher@fbinaa.org

Section II Representative / JASON HESTER Chief of the Infrastructure Operations Division, Texas Department of Public Safety, jhester@fbinaa.org

Section III Representative / TIM CANNON Special Agent Supervisor, Florida Lottery (FL), tcannon@fbinaa.org

Section IV Representative / STEPHEN HRYTZIK Chief, Powell Police Department (OH), shrytzik@fbinaa.org

Chaplain / MIKE HARDEE Senior Manager, Covert Investigations Group (FL), mhardee@fbinaa.org

Historian / JOHN SIMMONS Chief of Police (Ret.), Mission (KS) Police Department, jsimmons@fbinaa.org

FBI Assistant Director / BRIAN DUGAN FBI Training Division (VA)

3rd Vice President / LARRY DYESS Captain, Jefferson Parish Sheriff’s Office (LA), ldyess@fbinaa.org

Executive Director / JEFF MCCORMICK FBINAA National Office (VA), jmccormick@fbinaa.org

Section I Representative / BILL GARDINER Lt. Colonel, Idaho State Police, bgardiner@fbinaa.org

NATIONAL OFFICE STAFF DIRECTORY Executive Director, JEFF MCCORMICK 703.632.1901 jmccormick@fbinaa.org

Retail Operations Manager, NICOLE OPPER 703.632.1902 nopper@fbinaa.org

Retail Associate, LAUREN JACK 703.632.1902 ljack@fbinaa.org

Deputy Executive Director, ANGIE WIER 703.632.1923 awier@fbinaa.org Executive Assistant, ANDREA CRAWFORD 703.632.3052 acrawford@fbinaa.org

Director of Education and Training, TONY BAILEY , NA Session 242 470.955.9786 tbailey@fbinaa.org

Education & Training Assistant, DONNA SAVINE 703.632.1867 dsavine@fbinaa.org

Director of Marketing and Communications, RILEY MORAN 731.819.2000 rmoran@fbinaa.org Brand and Marketing Manager, KEVIN WARREN 731.513.0147 kwarren@fbinaa.org Director of Member Services, JENNIFER WATSON 571.329.1528 jwatson@fbinaa.org Membership and Database Manager, RENEE REYNOLDS 703.632.1944 rreynolds@fbinaa.org

Chief Financial Officer, KORRI ROPER 703.632.1911 kroper@fbinaa.org Comptroller, DENISE MACLANE 703.632.1935 dmaclane@fbinaa.org

Director of Strategic Partnerships, JOHN DeVOE , NA Session 252 551.800.7789 jdevoe@fbinaa.org

Partnership Coordinator, TAYLOR JACK 703.632.1902 tjack@fbinaa.org

Membership Coordinator, MARY MAGUIRE 703.632.1994 mmaguire@fbinaa.org

2 FBINAA.ORG | Q1 2025

Q1 2025 | Volume 27, Number 1 The Associate is a publication of the FBI National Academy Associates, Inc.

FBINAA.ORG | Q1 2025

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On the Cover: From Conflict to Care

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ASSOCIATION PERSPECTIVE

Craig Petersen

G reetings! This is my first correspondence of 2025. I want to thank each of you for a wonderful 2024. As I reflect, the word that comes to mind is "grateful." I am grateful for this Association, its members, and the relationships forged during our National Academy journey. As your Association President, I have been fortunate to attend many chapter re-trainers. Each one was unique and special. As I've stated before, chapter engagement is key to member retention. Thank you to all our chapter leaders for working hard to make your chapters vibrant and active. Congratulations to the graduates of Session 292 and Session 293! Welcome to the family. I encourage you to get involved in your local chapters and remain active in the Association. Your wonderful experience at Quantico doesn’t have to end there. This Association is much like your experience at the National Academy, in that you will get out of it what you put into it. Stay connected and engaged! We have just completed our official 2025 membership drive. I cannot ever see a time when I will not renew my membership. The simple fact that I was chosen to attend the FBI National Academy is enough to motivate me to renew year after year. But our Association is so much more than that. You cannot place a value on the people I have met, the friendships I have made, the support I have received, and the unforgettable experiences and opportunities that I have been afforded because of this Association. I truly can never give back enough to this Association. For those of you who have already renewed your membership, I say thank you. Our theme this year for membership is “Back to the Network”. Even though the membership drive has concluded, members can still renew their memberships throughout the year. I ask each of you to please reach out to someone you know who is inactive and invite them to come back to the Association. Let them know they are missed, and that the Association will be stronger with their involvement. Not only does the Association have benefits for them, but the Association benefits from them being active. As you renewed your membership this year, you may have noticed that the membership categories have changed a bit. We have tried to simplify it as we had too many options, and it was confusing. This year you saw Category 1: Working (all employed professionals), Category 2: Retired (not employed), and Category 3: International (those who attended from another county and reside outside the U.S. and Canada). Let me provide you with one basic example that helps to explain the reason for the change. I am retired from law enforcement, but I am working in the Private Sector as a second career. Before this change, I could choose Sworn or Retired. I am not sworn nor am I fully retired. This new option will allow me to choose “Working” and allow me to pay the full dues amount. My company will pay the full dues, so why not do that and fully support the Association? The new categories will allow those who are retired to use their discretion when they renew. If you have any questions about this, please feel free to contact the National Office or myself. Now that you have renewed your membership, I encourage you to get involved in your local chapters. You each have talents

and experience that will enhance your chapter and make it stronger. Please consider volunteering to serve as an area representative, serving on a committee, or volunteering to assist at a chapter conference. Many opportunities await. Unfortunately, the Association may face challenges in 2025 due to potential FBI budget cuts. These cuts could impact the National Academy program, possibly reducing class sizes or eliminating classes. We have proactively engaged congressional leaders and FBI leadership on this issue. As a Board, we prepared a letter to share with our Senators and members of Congress. We shared this letter with our chapter leaders and our members to make them aware of the potential negative impact of these budget decisions. We have also engaged in dialogue with many in senior leadership positions at the Bureau including Director Wray before his departure. We will engage in dialogue with the new bureau leadership as well. If the new classes are affected, we could potentially lose up to 1,000 new members of the Association. It is more important than ever to renew memberships and bring back former members to keep the Association healthy. While inflation has impacted us, the National Board chose not to raise dues for 2025 - part of that strategy is the ability to bring back former members. So, again, I ask for your assistance. Please reach out to at least one inactive member and bring them back to the Association. Lastly, our National Team and the Maryland-Delaware Chapter continue to prepare for the 2025 National Annual Training Conference. The conference will take place August 2-5 in Baltimore Maryland. The Inner Harbor area where the conference will take place, is very walkable and family-friendly. There are many family friendly activities such as the National Aquarium, Fort McHenry, Fell’s Point, museums, shopping, and restaurants to name a few. The co-host chapter is planning some fantastic events for our members as well. I hope you will join us; I look forward to seeing you there.

God bless,

Craig Petersen 2024-2025 FBINAA President NA Session 245

4 FBINAA.ORG | Q1 2025

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2025 STRATEGIC ALLIANCE PROGRAM

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2025 ACADEMIC ALLIANCE PROGRAM

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FBINAA.ORG | Q1 2025

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NATIONAL OFFICE UPDATE FROM THE EXECUTIVE DIRECTOR

Jeff McCormick

A lthough we are deep into the winter season, turning the calendar to a fresh new year always brings feelings of renewal, revitalization, and enthusiasm. While 2024 was a great year for the FBI National Academy Associates, 2025 promises to be even more exciting! Speaking of renewal, our Membership Renewal Season kicks off in January. As you know, the strength of the FBINAA comes from our membership. Only those who walked the halls of the FBI National Academy and left the graduation stage with their diploma can be a member, making the FBINAA the most prestigious and exclusive Association in law enforcement. It is critical for NA graduates to maintain their membership in the FBINAA, to ensure this unique network continues to reach around the planet in support of those who enforce and uphold the rule of law. Therefore, this year the FBINAA will showcase a renewed emphasis on member engagement, retention, and benefits. Everyone who attends the National Academy is a member of the Association when they graduate. If you are not a current dues-paying member, this is a terrific time to return to the FBINAA. If you know an NA graduate who has let their membership lapse, reach out and encourage them to renew with us, and share with them the many benefits, tangible and intangible, that come with membership. New for 2025, the FBINAA has partnered with the US Concealed Carry Association (USCCA) to provide a deeply discounted rate for FBINAA members who also join the USCCA. For those of you viewing this magazine article on-line, you can click here (Link to Chadwick’s USCCA Video) to see FBINAA member Rob Chadwick explaining the member benefits from the new relationship between the FBINAA and the USCCA. Remember to renew your membership in the World’s Strongest Law Enforcement Leadership Network before the end of March to ensure no interruption to your member benefits. During the year we will continue to seek additional benefits for our members. You will see some of these reflected in the new choices you will have when you renew your membership. These choices include receiving a hard copy membership card to accompany your digital version, whether you would like to have hard copies of the Associate magazine delivered to your door, and the ability to set your membership to auto-renew each year. We are also analyzing the results of our recent member survey to find even more ways to make membership in the FBINAA an even better value! Baltimore, Maryland! The Maryland/Delaware Chapter is excited to showcase the friendliness, safety, and history of Baltimore’s Inner Harbor. We are lining up world-class training opportunities, inspiring speakers, and cutting-edge technology displays from sponsors and exhibitors. Retirees will find renewed emphasis on Life After Law Enforcement, and everyone will enjoy the loads of fun activities available for family and friends! This August, we will once again gather for the FBINAA National Annual Training Conference, this time in exciting

Finally, a word of thanks to our strategic partners. At both the National and Chapter levels, we have formed meaningful relationships with these wonderful sponsors. Please take the time to show your appreciation by allowing them the opportunity to earn your business. Remember, the mission of the FBINAA is “Impacting communities by providing and promoting law enforcement leadership through training and networking.” As always, the dedicated and talented men and women in your National Office Team work for our members and stand ready to assist you! Please don’t hesitate to reach out.

Jeff McCormick FBINAA Executive Director

8 FBINAA.ORG | Q1 2025

FBINAA.ORG | Q1 2025

BALTIMORE, MARYLAND AUGUST 2-5, 2025 CO-HOSTED BY THE FBINAA AND THE MARYLAND-DELAWARE CHAPTER

FBINAA NATIONAL ANNUAL TRAINING CONFERENCES | SAVE THE DATE FOR 2025

© 2025 Panasonic Connect North America, a division of Panasonic Corporation of North America. All rights reserved.

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NATIONAL ACADEMY UPDATE

FBINAA.ORG | Q1 2025

Jeffrey S. Katz

S ince its founding, the FBI National Academy and its alumni have transformed domestic policing. Known as the "West Point of Law Enforcement," the National Academy has produced graduates who lead with distinction, compassion, and a deep re spect for the noble duty of serving others. Our alumni define our success, and we are committed to keeping the Academy adaptive and relevant in a rapidly evolving world. Leadership in policing has never been more critical. Public scrutiny of law enforcement now rivals that of the 1960s; however, unlike that storied era, today’s discord is magnified by social media pundits, opportunistic public figures, and a media conglomerate—all competing for our attention in the multi billion-dollar influencer economy. Meanwhile, mental health struggles, substance abuse, and low birth rates have led to labor shortages, including in policing, teaching, and the military. Recruiting incentives, signing bonuses, and double-digit pay raises alone cannot sustain us. We cannot pay our way out of this problem. We must lead our way out! Some say our profession is in crisis, but we see a renais sance—a chance to introspect, evolve, and meet new challenges head-on. That kind of rally is in our DNA! Effective leadership, more than anything else, will drive this transformation. Effec tive leadership inspires, brings out our best, and maximizes our opportunity to succeed during difficult times. These are difficult times. With this recognition in mind, the FBI National Academy, a beacon of leadership development in policing has recently pivot ed its curriculum with specific offerings for aspiring chiefs, sher iffs, and public safety directors – and their executive staff officers – in new courses delivered as 10-week seminars. These courses, Seminar for Aspiring Chiefs, Sheriffs, and Directors, and Seminar for the Executive Staff Officer, provide philosophical foundations on essential topics such as the cultivation and maintenance of trust, the dynamics of human motivation, and building an engaged high-performance culture, and meld these lessons into practical leadership exercises born from real-world experiences. Accomplished agency heads facilitate these courses, bringing decades of real-world experience in various environments to our classrooms. National Academy participants of the current session have expressed great enthusiasm for this new curriculum, and we are tripling its availability during our next session. Current students have indicated they feel more prepared for the application process and the expectations of becoming a new chief in the cur rent state of policing. The course will continue to evolve as these initial students take the lessons learned and apply them to their specific experiences.

We owe a debt to our alumni in ensuring the National Acad emy experience remains the world's premier law enforcement leadership development program. Moreover, we are clear-eyed regarding our obligation to meet the evolving needs of those who have yet to walk the hallowed halls of this institution. We are excited to share this news with you and value your continued commitment and engagement with the FBI National Academy Associates. You are the reason we are successful. You are the reason we exist.

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FROM CONFLICT TO

CARE

FBINAA.ORG | Q1 2025

BROADENING THE ROLE OF LAW ENFORCEMENT

ANDREW DENNIS, DO FACS, FACOS, ETHAN DENNIS, EMT, AND TZVI MONTROSE

Contemporary law enforcement is in crisis. The fabric of policing is being torn apart by worsening negative community perceptions, a widening rift between officers and society, a decrease in morale among the ranks leading to poor mental health, and difficulties in recruitment. This ever growing rift is due to a loss of confidence and epidemic distrust that is fueled by divergent and contentious voices whose perspectives are based on vastly different perceptions surrounding common circumstances.

T he overwhelming majority of men and women in law enforcement, despite wanting to serve the community and society, are now more than ever, viewed adversarially. This distorted relationship has fostered a deeply rooted polarity that often eclipses the positives of policing and the reasons so many enter the field. Continued polarization frequently undermines the positive encounters and experiences that provide sustainment for both the community and for those who serve. This can jeopardize lives, mental well being, and inhibit progress toward mending the rift. Policing needs to embrace change in order to change the public’s perception. By focusing primarily on discipline, we have fostered a culture of “us versus them,” which has led to a model of survival over service. Laws are intended to promote the public good, to maintain order, to discourage recklessness and to protect both the individual and the community. However, when addressed from an adversarial position, whether true or perceived, these interactions more commonly foster resentment over receptivity, negating the intended purpose. When the enforcer is able to act from a platform of genuine caring and service, discipline can be accepted more easily and thus viewed without an overwhelming negative bias. It is only recently that law enforcement has begun to recognize that the root causes of many of its own vulnerabilities parallel those of issues facing the communities. Psychological stress and learned helplessness all contribute to mental illness. They are frequently augmented by drugs and alcohol and often culminate in dangerous behaviors – even suicide. In recent years, much needed attention has been directed toward training healthcare providers and community social workers on trauma informed care. This began with recognizing post-traumatic stress injury occurring in victims of trauma and is just beginning to percolate into the consciousness of the community and first responders. A novel solution takes shape amid these

challenging realizations. Law enforcement officers (LEOs) must be empowered to recognize, embrace, assist and offer aid to those in crisis while also serving as the protector and enforcer. Every day police officers rescue civilians and save lives, yet these acts are often undervalued and repeatedly go unnoticed. By reframing the LEO mission to include physical or psychological rescue as a core role, we have the opportunity to change how we see ourselves and how we are perceived by the community we serve. Thinking beyond enforcement and embracing medical and psychological rescue creates an opportunity to improve how LEOs serve society as well as themselves. It can impact officer and civilian survival when faced with injury, it can address and improve psychological fortitude, and it offers countless opportunities for community engagement. THE PUBLIC PERCEPTION OF POLICE VS. FIRE AND EMS Policing has relegated the “hero” role to the fire service. Public perception has come to favor fire and EMS services while casting a perpetual shadow of distrust over the police. By simply evaluating the language used to communicate their purpose to the public, we see considerable divergence between these agencies. Police departments commonly adopt words such as protect, serve, respect, and courage while fire and EMS often use language like "save life and property" or "there when you need us." Despite considerable overlap in their common mission to help others, these phrases demonstrate a fundamental difference in how police and fire perceive themselves. It is no surprise that these perceptions are mirrored by society. This divergence in perception can largely be attributed to the proactive role of law enforcement in the community, which is centered on protecting individuals and preventing, stopping and responding to crime. This role leads to frequent interactions aimed at correcting behaviors. To do so, police officers are armed and given the power to limit or take away an individual’s

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Continued from "From Conflict to Care", on page 13

officers are often the first on the scene. Once scene security is managed, there is frequently a wait for emergency medical services to arrive. During this gap in time, which can exceed ten minutes in many locations, police officers are often criticized for not acting to provide medical aid, despite having the opportunity to do so. Unfortunately, many officers often do not have the equipment or training to do so effectively, leaving them powerless and vulnerable to assumptions that the injured individual’s life holds little value to them, furthering negative perceptions. These negative perceptions are amplified when captured by photo or video and circulated to the masses via social media. Additionally, being unable or untrained to assist can have significant psychological impacts on officers, furthering the risk of post-traumatic stress injuries and eventually PTSD. Combined, these circumstances can create the perfect storm of physical and psychological injury to both the community and the police, perpetuating and widening the trust gap. THE PSYCHOLOGICAL IMPACT OF TRAUMA ON OFFICERS AND COMMUNITIES Emerging data supports the association between psychological injury and physical trauma. Recognition of this connection has been a paradigm shift in the trauma community. It has demonstrated that continued hypervigilance creates psychological stress, which can be linked to ongoing challenges in mental health and associated behaviors. This is often associated with a "learned helplessness" state where few find their way out without guidance, resources, and mentorship 1 . Evolving scientific literature has identified first responders as being at higher risk of post-traumatic stress injury that can devolve into post traumatic stress disorder, and potentially grave consequences. 2 It is not surprising that we have seen a rise in suicide among first responders. Constant hypervigilance and exposure to traumatic circumstances are shared by many who live in distressed communities and by the responders who serve them. Most grow from the trauma and develop resilience, enabling them to cope. However, many do not develop the necessary resilience, and it is this high-stress group lacking resilience that is believed to be at the greatest risk. The medical, psychological, and social work communities have long tried to address these issues, but it is only recently that law enforcement has begun to pay attention. Solutions begin with recognition. Trauma-informed care, seeing psychotic behaviors as medical emergencies instead of criminal actions, training and education, and offering tools and resources are good beginnings. Normalizing conversations around these topics is crucial, as it improves awareness, reduces stigma, and can drive people to seek assistance. PARADIGM SHIFT Changing times and technology require ongoing re-evaluation of roles and responsibilities that often encounter resistance. In the 1970’s American fire departments began seeing a decrease in the number of fire calls while EMS calls rose. This correlated with the improvements in fire codes and the implementation of a national 911 system. According to the National Fire Protection Association (NFPA), EMS calls continue to rise considerably while fire calls con tinue to drop. 3 2021 numbers reflected 26,291,000 EMS calls com pared to 1,353,500 fire calls; this trend continues. This dramatic shift forced a change in the fire service requiring them to prepare and equip firefighters to adopt EMS skills so as to render aid before the ambulance arrives. As a result, many fire departments now run continued on page 15

freedoms or or even one’s life. Whether due to the current climate or historical discriminatory practices, police officers are, by default, placed in a disadvantaged position when it comes to community optics and trust. In contrast, EMS and firefighters serve in a response capacity, spending their downtime in stations or quarters. Unlike police, who are constantly present on the streets tasked with both preventing crime and responding to calls for service, EMS and firefighters typically engage with the community only when summoned. THE ROLE OF EMERGENCY SERVICES IN PUBLIC TRUST When someone calls 911, they are reaching out for emergency services to assist with a critical problem that falls outside their ability to handle alone. This is the definition of helplessness, and with that comes vulnerability and a loss of agency. People place their trust and even their lives in the hands of complete strangers, hoping they will offer a solution to their crisis. A majority of the time, EMS and firefighters respond to calls with adequate manpower, equipment, and trained personnel. Whether focused on a rescue, a medical emergency, or a fire, they arrive prepared and are rarely tasked outside their skillsets. In contrast, police officers, because of their proactive presence in the community, are often the first to arrive at most calls for service, regardless of the circumstance. This frequently places them in situations where they are under-manned, under-trained, and under-equipped, particularly in rescue and medical scenarios. This is also common during psychological emergencies, where officers are expected to manage an escalating situation with only weapons for defense or restraint. Without expertise in psychological crisis management or social resources to aid with social problems, officers are left only with tools to restrict or eliminate freedom and tools intended to sub lethally or lethally defend themselves in a physical altercation. If the officer feels threatened with great bodily harm or death, fatal circumstances can occur. ADDRESSING PSYCHOLOGICAL EMERGENCIES We are just beginning to address these circumstances by improving training and better equipping police officers to recognize and manage psychological emergencies. However, we still lack adequate social support resources. Jails and emergency departments often become the default destinations instead of centers specifically designed to handle mental health crises. When it comes to physical injury, police

Dr. Andrew Dennis.

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Continued from "From Conflict to Care", on page 14

CASE STUDIES: LAW ENFORCEMENT AGENCIES LEADING THE WAY WITH PATROL EMS • Monmouth County NJ Sheriff's Office (suburban): A recent example of law enforcement stepping up to fill a need in their community is the Monmouth County NJ Sheriff's Office who, in 2023, stood up MedStar, a licensed BLS transport agency within the Sheriff’s Office. MedStar runs 24/7 County wide BLS ambulances that partner with the municipal volunteer rescue squads throughout the County. MedStar has served as a partnership that has furthered community relations and trust in addition to rebranding the Sheriff’s office as more than an enforcement agency. The Sheriff’s Department also operates a tactical response ambulance to support special operations including SWAT. The Sheriff’s plans to expand its EMS role to serve the needs of Monmouth County as the need grows. • Illinois State Police (Rural, suburban and urban): The Illinois State Police has maintained an agency-wide high standard of training, ensuring that all sworn members of the agency are certified as Emergency Medical Responders (EMR), Emergency Medical Technicians (EMTs), or paramedics. The Illinois State Police is a state licensed non-transport EMS system charged with supervising and training all members of the agency. Every ISP response vehicle is equipped as a non-transport basic life support vehicle. The ISP Special Operations Command has, for over a decade, incorporated advanced scope ALS tactical medical support within the SWAT teams. Recently the operational medicine program was expanded to include medical support teams (MSTs) within its crowd control teams along with a deployable ALS component that includes physicians, paramedics and EMTs. By training State Troopers as both police officers and EMS professionals the payoff has been multifold, especially in the rural communities. Troopers bring both their training and equipment home with them every night and serve as 24/7 resources. The Illinois State Police performs approximately fifty life saving interventions every month. These rescues come in the form of life saving hemorrhage control, Narcan administration, diabetic rescue as well as lives saved by LEO administered AEDs. The EMS program has further served the agency by serving as a recruitment tool and has added multiple opportunities for community engagement through teaching courses such as CPR /AED, Stop the Bleed, and Emergency Medical Responder. The State Police regularly offers medical training at schools, community centers, churches and at public gatherings such as the State Fair. By having uniformed police officers teaching life saving skills to students and to the general community, they are softening their image and actively modifying how the public perceives them. • Los Angeles County Sheriff's Department (Rural, suburban and urban) : The Los Angeles County Sheriff's Department Special Enforcement Bureau was started in 1958. The Emergency Services Detail serves as the agency’s tactical paramedics and rescue/ recovery specialists. Each member is a licensed paramedic and a member of the special weapons team. Each is trained in: SWAT/ tactical operations, rural/ mountain rescue, ocean /swift water rescue, helicopter- based rescue and public safety diving. SEB, for decades, has incorporated EMS into their areas of operation. The life saving operations of the LA County Sheriff, has had the advantage of regularly being portrayed in TV and film. The TV shows 240

FBINAA.ORG | Q1 2025

ALS and BLS-equipped engines or trucks that can begin medical care prior to the arrival of dedicated EMS personnel. THE ROLE OF VOLUNTEER FIRE DEPARTMENTS Adding fuel to the fire (no pun intended), a majority of counties and municipalities in the U.S. are served by volunteer fire departments and rescue squads. Many such communities have been forced to address volunteer shortages. This is especially impactful in underserved and underfunded areas. It also affects many suburban and some urban areas. Noticing this gap, some progressive and innovative police departments have stepped up with creative solutions, using their constant presence on the street to the advantage of their populations. Agencies have begun to add EMT and EMR training for their patrol officers and have marked and equipped police vehicles for the EMS mission in addition to their law enforcement mission. SPECIAL OPERATIONS MEDICINE AND POLICE EMS Some law enforcement agencies have stood up specialized EMS response vehicles and licensed transport ambulances. Of special note, some state agencies have had patrol EMS programs for years. Other agencies have had integrated EMS within the special operations areas for decades. Tactical EMS, which embeds medics within SWAT teams, has become the preferred standard for tactical operations and has paid off multifold in survival benefits for both civilians and law enforcement. Operational medicine continues to grow and take hold with incorporation into special events such as the recent Republican and Democratic National Conventions and other large scale law enforcement operations as well as search and rescue operations to austere environments such as storm responses. Most notably this was seen with Hurricane Katrina and recently with Hurricane Helene. Whether it’s the incorporation of EMR, EMTs, paramedics, nurses or physicians, the addition of pre-hospital medical care into law enforcement operations has proven its value and will continue to expand.

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Continued from "From Conflict to Care", on page 15

COMMUNITY ENGAGEMENT AND TRUST-BUILDING In the community, a positive and often overlooked benefit is using police EMS to offer various levels of training to the community, industry, churches, and other governmental agencies. This effort can go a long way in building trust, empowering individuals, and breaking down barriers. AEDs and Stop the Bleed Kits already exist in most schools, public buildings, sports arenas, and throughout industry. Why not teach people to use these existing tools? Doors can be opened by making the effort to teach courses such as Stop the Bleed, CPR, AED, EMR, and EMT. This creates opportunities for community engagement, builds and strengthens relationships, provides successes and confidence, and can lead to career paths in both EMS and law enforcement. All of this can further reduce the polarity between law enforcement and the communities they serve.The inclusion of EMS training within law enforcement not only saves lives but also transforms the relationship between police and the communities they serve. It empowers officers with the tools they need to be effective first responders, reducing the likelihood of tragic outcomes and fostering a more positive public image. THE PERFECT STORM The job of law enforcement is no longer what it used to be. Like many fields, it has been forced to evolve and change with the times. Historically, the image of a police officer was one of a community pillar who walked a beat, interacted with individuals and with the community and represented order and safety. Whether it was Andy Griffeth or the image portrayed by Norman Rockwell, the message was the same. He or she was a representative of a moral code and someone who could be trusted to assist. Children were taught to seek out a police officer if lost or in need. He/ she was a trusted figure. In reality that figure has represented different things in different times to different communities – not all good, depending on geography, region, culture, and ethnicity. It is likely that if surveyed, the results would show that most law enforcement officers chose the job for the right reasons:. to uphold justice, to protect people and property, and to serve oth ers. Over the last several decades, society's perception of police officers has degraded, forcing both police and civilians to see mutual interactions as ones of survival. No longer does the badge universally represent order, courage, honor, and safety. Instead, it has degraded largely to enforcers, and even warriors, focusing on self-safety and self-preservation. The worsening polarity and increased risk of injury or death that is routinely encountered as part of the job has forced officers into a defensive posture. Being constantly on the defense results in “hypervigilant” behavior that keeps officers and the interacting public in a state of “constant on.” Constant hypervigilance has been shown to be a psychologi cal liability that frequently results in post traumatic stress injury and eventually PTSD. 5 This is seen in high crime communities, in war-torn countries and in soldiers returning from deployment. A large contributor is likely influenced by the fact that the field has become highly saturated with many men and women who have had recent military experience. This is mirrored by similar numbers of civilians reintegrating from the military into society. When both parties are forced to interact with each other, the risk can escalate exponentially. Psychological trauma cannot be ignored as a con tributing factor impacting both society and law enforcement offi cers. It is often the inciting factor that draws both groups together. When both are primed with a heightened baseline existence the stage is set for conflict often impeding simple resolution. continued on page 30

Robert, Emergency!, Real ResQ, Deputy, and Resuce 911 have all featured the LA County Sheriff’s Office performing heroic medical and rescue operations. Because of the positive press that has featured their expanded scope, the LACoSD is perceived equally as both a rescue organization as well as law enforcement. Philadelphia Police Department (urban): Since 1996 the Philadelphia Police Department has provided emergency medical transportation for penetrating trauma victims and for some medical emergencies. This has led to several trauma centers designating police drop off areas at the emergency departments. The Philadelphia PD has benefited greatly by the positive press associated with police transport to trauma centers. By regularly transporting critically injured patients to trauma patients. The communities see officers as acting to save lives in addition to enforcing the law. The men and women of the Philadelphia Police Department have also seen improvement in morale directly associated with prioritizing life and humanity. • New York City Police Department Emergency Services Unit (urban): The NYPD ESU has existed since 1926 when first formed as the Emergency Services Squad. Today ESU exists under the Special Operations Division and its members are cross-trained for police, medical and rescue work. The NYPD ESU is regularly used as a tool to promote the NYPD and is often featured in film and TV and by the media performing rescues and saving lives, in place of, or alongside of the NYFD. This, again offers an opportunity to reframe how the public sees and relates to police officers. These few 4 examples highlight the success of law enforcement agencies that have embraced an expanded role, serving their communities not only as enforcers of the law but also as rescuers and as a community resource. THE IMPORTANCE OF DUAL ROLES IN POLICING For law enforcement, the ever-increasing polarity between the police and the public continues to grow toward becoming an insurmountable hurdle, especially in the face of racial disparities. However, where there is chaos, there is also opportunity. Rescuing policing can begin with rescuing people and teaching others how to aid and assist. Adding a medical skill set to police departments is not a new concept, but it is one that can have a far-reaching positive impact. By empowering officers to triage and render effective medical aid, and by bringing these skills to communities in the form of training and education, we create a multifaceted ambassador. This individual can not only fill the gap in emergency medical response that preempts EMS arrival but can also serve as a reliable asset to the community. THE BENEFITS OF POLICE EMS PROGRAMS The rewards of police EMS programs are far-reaching. These programs have and will continue to save lives, especially in cardiac and trauma emergencies where seconds count. The benefits, however, extend beyond direct patient care. They also serve to improve officer and agency morale by empowering officers to make a difference in new and especially meaningful ways beyond enforcement. This eliminates helplessness and can positively impact post-traumatic growth and resilience, going a long way in maintaining officer wellness and sustainability.

16 FBINAA.ORG | Q1 2025

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THE FBI NATIONAL ACADEMY ASSOCIATES (FBINAA) IS DEDICATED TO PROVIDING THE HIGHEST DEGREE OF LAW ENFORCEMENT EXPERTISE, LEADERSHIP TRAINING, AND INFORMATION TO LAW ENFORCEMENT EXECUTIVES AROUND THE WORLD.

TOPICS COVERED • Mastering the fundamental principles of effective leadership and efficient management • Identifying your personal leadership style • Learning the nuances of successfully leading a multi-generational team • Learning how to enhance performance • The importance and value of open communication between leader and follower • Scenario specific real-world applications to enhance leader growth FBI NATIONAL ACADEMY ASSOCIATES LEADERSHIP CERTIFICATION To receive full certification, participants will complete the following: • Successful completion of Courses 1-3 • Completion of a self-study research paper assigned by the FBINAA Education and Training Division.

The FBINAA provides the highest quality leadership education and training. This gold standard training is open to all FBINAA members who are graduates of the prestigious FBI National Academy Program, as well as anyone in the criminal justice arena who wants to expand and develop their leadership skills in order to strengthen knowledge base, enhance their departments abilities and better protect their communities. FBINAA LEADERSHIP CERTIFICATION PROGRAM The FBINAA Leadership Certification Program was developed in conjunction with strategic partner, Legal and Liability Risk Management Institute to continue to develop the highest degree of law enforcement leaders across the country. This certification is a series of courses, open to all law enforcement professionals and encompasses the latest strategies, techniques, and real-world leadership scenarios to prepare each participant to better lead their respective unit, shift, or agency into the unpredictable future of law enforcement.

To learn more about the FBINAA Leadership Certification Program, visit www.fbinaa.org/education/leadership-certification-program Or contact the Education and Training Division by email at training@fbinaa.org

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MANAGING HOLIDAY DEBT: FINANCIAL RESILIENCE

JUDY POLLARD, CERTIFIED FINANCIAL COUNSELOR

18 FBINAA.ORG | Q1 2025

FBINAA.ORG | Q1 2025

Are you in need of a financial reset? The joy of the holiday season often brings increased expenses due to gifts, events, and travel. Consequently, many individuals may require a financial reassessment in the New Year. While reducing debt might appear overwhelming, comparable to organizing a highly cluttered closet, it is manageable. By conducting a thorough review of your financial obligations, you can effectively prioritize, plan, and take necessary actions. Y ou can reestablish your financial footing and position yourself for a renewed financial outlook in the New Year. Here’s how: 1. Avoid Post-Holiday Sales: Avoid post-holiday sales. Instead, set up an emergency fund for unexpected expenses like car or home repairs, medical or vet bills, or loss of income. A high- yield savings account, such as Freedom Direct Savings by Justice Federal, can help build financial resilience. 2. Consolidate Your Debt: Debt consolidation is an effective strategy for managing high-interest rate debt, enabling you to make a single fixed payment at a lower interest rate. A Justice Federal Personal Loan provides an opportunity to borrow up to $50,000 with flexible terms ranging from 24-84 months, and an annual percentage rate as low as 7.99%.* 3. Make Bi-Weekly Debt Payments: If possible, make payments on your debt every two weeks. This approach may help reduce debt more quickly while keeping a healthy credit score. 4. Review Your Interest Rates: It is essential to examine the interest rates on the credit cards you frequently utilize. Lowering the interest rate can lead to substantial savings. For example, the official FBINAA Visa Credit Card provides a 0% annual percentage rate (APR) for the first 18 months, which then adjusts to an 11.90% APR after this introductory period.** In contrast, the median credit card interest rate hovers around 25%, with retail cards often exceeding 30%.

5. Plan for Future Holiday Expenses: Understanding your spending during the holiday season can assist you in preparing for future holiday costs. By establishing a high-yield savings account with an annual percentage yield of 4%, an initial deposit of $500, and monthly direct deposits of $50, you will be able to save over $1,100 to allocate toward your future holiday expenses. Reevaluating your finances and establishing new goals can contribute to a more stable future in the New Year. Develop a strategic plan that aligns with your lifestyle to effectively manage future expenses, as financial resilience is among the most valuable assets you can secure for yourself. If you are experiencing difficulties with debt, be assured that many individuals face similar challenges. Life's unpredictability often leads to unforeseen financial setbacks. Justice Federal has a team of Certified Financial Counselors available to assist you, alongside our partners at GreenPath, who offer complimentary financial counseling services. To contact a Justice Federal Certified Financial Counselor, please call 800.550.5328 , or to speak to a GreenPath Representative call 877.337.3399 . Subject to credit approval.*Rate effective as of November 7, 2024. $500 minimum loan amount. Example of repayment terms: 84 monthly payments of $17.54 per $1,000 borrowed.** An introductory rate will apply for the 18-month period immediately following the date your account is established. FBINAA VISA Credit Card subject to the following: Cash advance fee, convenience check fee: either 2.00% of the advance or $10, whichever is greater ($50 maximum), Foreign transaction fees: 1.00% of each foreign currency transaction in U.S. dollars or 1.00% of each U.S. Dollar transaction that occurs in a foreign country. The credit card has no annual fee, balance transfer fee or transaction fee. To view the Credit Card Account Agreement and Federal Disclosure Statement visit www.jfcu.org or see a representative for details.

About the Author: Judy Pollard has worked in the finance industry for four decades, mainly in the areas of Collections, Underwriting, Bankruptcy, and Training and Development and earned her Bachelor of Science degree in Business Management from Western Gov ernors’ University in 2011. She has presented on the topic of Financial Resiliency at several Law Enforce ment conferences across the United States. As Business Development Manager for Justice Federal Credit Union, Judy has had the pleasure of cultivating new members and strong partner relationships within the Justice and Law Enforcement community.

Judy embodies the Credit Union philosophy of “People helping People.” As a certified Financial Counselor, she is passionate about helping Members align the financial products and services they need to establish a degree of financial stability to lead a more enjoyable life, and work toward achieving their future goals.

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