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F E A T U R E S 8 Communication Led Policing – Sean Case

12 Understanding How Cultural Differences Affect Policing – Marieo Foster 14 Crisis Leadership: Understanding and

Planning for Emotional Responses – Anthony Giaimo and Dale Retzlaff

16 After the FBI NAA Comprehensive Officer Resiliency Training- Where do we go from here?” – Jennifer Griffin 22 Thinking About Organizational Justice – Michael Kyle, Joseph Schafer and David White 24 Officer Wellness in the 21st Century – David Black 26 Ethical Culture and Policing: A Necessity In a Time of Crisis – David Estep C O L U M N S 4 Association Perspective 7 Association Update


10 A Message from Our Chaplain 19 Meet the Candidate, Larry Dyess 20 Historian’s Spotlight 28 National Academy Update 30 Staying on the Yellow Brick Road 32 FBINAA Charitable Foundation 33 Chapter Chat E A C H I S S U E 6 Strategic / Academic Alliances A D I N D E X – University of San Diego 11 Liberty University 29 5.11 – CRI-TAC – JFCU



EXECUTIVE BOARD Association President, Section I / KEVIN WINGERSON Assistant Chief, Pasadena Police Dept. (TX), kwingerson@fbinaa.org

Representative, Section IV / BILL CARBONE Lieutenant, New York City Police Department (NY), bcarbone@fbinaa.org

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

Past President / JOHNNIE ADAMS Chief, Santa Monica College (CA), jadams@fbinaa.org

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

1st Vice President, Section III / JOE HELLEBRAND Chief, Brevard County Sheriff’s Office (FL), jhellebrand@fbinaa.org

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

2nd Vice President, Section IV / KEN TRUVER Chief, Borough of Castle Shannon (PA), ktruver@fbinaa.org

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

3rd Vice President, Section I / TIM BRANIFF Undersheriff, Thurston County Sheriff’s Office (WA), tbraniff@fbinaa.org Representative, Section II / SCOTT RHOAD Chief/Director of Public Safety, University of Central Missouri (MO), srhoad@fbinaa.org Representative, Section III / GRADY SANFORD Chief Deputy, Forsyth County Sheriff's Office (GA), gsanford@fbinaa.org

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





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April/June 2020 | Volume 22/Number 2 The National Academy Associate is a publication of the FBI National Academy Associates, Inc.

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FBINAA LEADERSHIP APB PODCAST SERIES 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 leadership 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 communities, states, countries, and profession with the highest degree of law enforcement professionalism and expertise.

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

© Copyright 2020, 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 1st 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: Black-blue ribbon symbolic of support for law enforcement.



Kevin Wingerson

Dear Colleagues,

T his will be my last column as President of the FBI National Academy Associates. Much has happened since writing my previous column and I would like to share some sentiments and encouragement. First and foremost, I hope everyone is safe and well and that my prayers have gone out to the many who have or are suffering from this pandemic we have been battling. But not to forget those who have given the ultimate sacrifice who continued to be out keeping our communities safe. The words pain, sorrow, hurt, anger, loneliness, and helplessness are just a few those left behind may or will experience. I hope my prayers reach you during these times. These are challenging times for our profession and your leadership is needed now more than ever. Whether your active duty or retired, let us lead by example by bringing our communities together. We can continue to do this through upholding the highest ethical policing standards, promoting accountability and equity in our departments and profession, and strengthening constructive community engagement. As FBI National Academy graduates and leaders within the law enforcement community, we must be the change-makers and continue to strive towards systemic solutions for our communities. As we work to get through this, and we will, our Association will continue to provide necessary, relevant and quality training. Within Officer Safety and Wellness , what a great accomplishment it would be to say no suicides today, and then again tomorrow, then no suicides this week, and continue and be able to say no suicides for the month and so on and on. Some might say that is not reasonable. Well, my response is let’s get through today, and then work on tomorrow. Reach out to your brothers and sisters who are struggling. As the world’s strongest law enforcement leadership network, our capabilities and reach are worldwide. It is easier now more than ever for us to stay engaged and connected with a simple click on your phone with the FBINAA Connect App . So, log on and STAY CONNECTED! This response would not be complete if I did not remind you of YOUR FBI National Academy Associates Charitable Foundation, the heart and helping hands of the Association. The Foundation has provided so much assistance to our members in need, but there is much more to the Foundation, so make the trip to the website. Get to know why and what your Foundation is there for and let the Foundation know about a member who is in need. Please support your Foundation that supports you.

Thank you for allowing me to serve in this position, it has been one of the greatest honors of my life. Just remember, as we move through our careers, which many of our members have, you never retire from the FBI National Academy Associates.

Be strong and resilient,

Kevin Wingerson, President FBINAA Assistant Chief, Pasadena Police Deptartment

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Howard Cook

Hello Fellow FBINAA Members,

W e’ve undoubtedly been through the most challenging of times as a global nation with the coronavirus and as a profession with the current unrest. This is the time where our profession looks to strong leadership to see the way forward. As an Association we stand behind you, as those leaders, to move towards healing with your communities and creating a stronger platform within your relations in your localities. This is a time where the strength of our network can be the backbone in the days ahead. Stay connected to your Brothers and Sisters in your session and Chapter. As an Association, we will continue to provide resources and education that will support your efforts. With our national training conference being canceled due to COVID-19, we have made it a priority to still provide leadership training for our members, their command staffs and personnel. Our FBINAA 2020: CONNECTING LEADERS , a virtual leadership, education and networking event is scheduled for September 1-3, 2020. Join us and hear from subject matter experts on: • Message from FBI Director Christoph Wray (invited) • Heart Focus Leadership Times • Protest and Civil Unrest Panel Discussion • Officer Safety, Wellness and Leadership Development • Leadership and Community Engagement • COVID-19 and Cyber Security We’re also looking forward to launching our new FBINAA Podcast Series, Leadership APB . These free monthly broadcasts will be available on the first Wednesday of the month and on demand. They will feature some great discussions and leadership perspectives from an array of influential guests. Our first podcast: The Road to Leadership, with George P. Beach, II, Assistant Director of the FBI’s Office of Partner Engagement (OPE) will broadcast Wednesday, July 1, 2020. Be sure to mark your calendars for this education and networking event. Registration will open in July.

Be sure to visit our website at www.fbinaa.org to see if and when national training programs and Chapter Retrainers are rescheduled. We continue to look towards the future when we can get together with you at Leadership Forums, educational and training programs, and Chapter events.

Stay strong. Stay safe.

Howard M. Cook FBINAA Executive Director FBINA #224





In recent years, law enforcement has made political and media headlines because of poor relationships with minority communities that frequently results in excessive force concerns. These concerns, due to perceptions of excessive force, have led to protests and law changes that further contribute to the decline in a cooperative relationship between police and the community. The tense and uncertain relationship between the police and minority populations is not a new concept. Over three decades of research has documented racial and ethnic differences in patterns of police-citizen interactions (Weitzer, Tuch, & Skogan, 2008). A significant incident, like the senseless death of George Floyd , is what causes the police-community relationship to find its way back into the national spotlight.

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A t times it appears the problem goes away and then resurfaces again some time later. The reality is the problems never really go away. The main concern is poor communication between the police and the poor in high crime, multi-ethnic neighborhoods (Schneider, 1999). Because the relationship between the police and minority communities has been deteriorating, the police should increase the quantity and quality of non-police related contacts with diverse communities to improve procedural justice and police legitimacy. MINORITY VIEWS OF POLICE Diverse communities, particularly lower income households, view themselves as targets of abusive treatment by the police (Weitzer et al., 2008). This view becomes a significant challenge to overcome. Blacks and Hispanics in lower social class neighborhoods have negative attitudes toward the police, believe the police stop minorities for no reason, believe the police are too tough on those they stop and are verbally or physically abusive toward citizens (Weitzer et al., 2008). These beliefs have been demonstrated numerous times in different communities. Some minority perceptions and attitudes toward the police are not without merit. Multiple studies have demonstrated verbal & physical abuse, unjustified stops, and corruption by police officers in economically deprived, high crime minority neighborhoods (Fagan & Davies, 2000; Weitzer et al, 2008; Kane, 2002; Mastrofski, Reisig, & McCluskey, 2002; Terrill & Reisig, 2003). The lack of information and understanding about minority communities can lead officers to stereotype residents as uncooperative, hostile, or crime-prone. This results in their tendency to approach residents with greater suspicion, behave more aggressively, and act more punitively than they do in other neighborhoods (Smith, 1986; Pate, Skogan, Wycoff, & Sherman, 1985). The police will need to adopt a new course of interaction with minority communities that include sincerity, legitimacy, and truthfulness before the long standing poor relationship can be improved (Schneider, 1999). This must begin with police agencies genuinely listening to minority and low income communities about their perceptions of their treatment and having a true desire to do better. IMPACT OF POLICE INTERACTIONS Though there is a large body of evidence that clearly indicates minority and lower class populations have lower opinions regarding the police, there is also an abundance of research that can help lead to better police-community relationships. Recent personal interactions with the police can significantly impact the way community members view the police (Dean, 1980; Scaglion & Condon, 1980; & Weitzer et al, 2008). In fact, the single most significant way the police can influence citizen attitudes towards the police is during routine, non-police related contact (Mazerolle, Bennet, Antrobus, & Eggins, 2012). Non-police related contacts are probably the easiest way the police can make a positive impact on the community they serve. POLICE LEGITIMACY AND PROCEDURAL JUSTICE When the public believes those in a position of authority are behaving legitimately, justly, and within their legal purview it increases their moral obligation to comply (Mazerolle et al., 2012). Police legitimacy lies in the eyes of the individual having contact with the police and change cannot happen until we understand that perception. The most important aspect of ensuring the public believes the police are legitimate is

procedural justice. Procedural justice can be defined by looking at the quality of the treatment given to the public and the quality of the decisions being made. There are four components typically found associated with procedural justice; neutrality, citizen participation, dignity and respect, and trustworthy motives. Neutrality, which focuses on the conduct alone and removes race, gender, and socioeconomic status, is typically the most important element in shaping citizens impression of the police. The process of establishing procedural justice yields higher compliance, higher satisfaction with the police, and positively influences how the public thinks about the reason officers initiated a contact. All of these positive opinions can be established during a short encounter with an officer initiated traffic stop (Mazeolle et al. 2012). Implementing Positive Contacts and Procedural Justice There are two clear methods to improve relations with the public particularly when dealing with minority and/or lower socioeconomic individuals. The first is making contact with the public for no other reason but to engage them in non- enforcement conversations. Second, when the police are taking enforcement action, they should employ the components of procedural justice. Procedural justice increases police legitimacy, which increases compliance and decreases the need to use force. Traditional police enforcement actions will always remain. There will always be people that will resist the police, commit serious felony crimes, and require the police to act as protectors of the community. However, when the police have to take enforcement action or use force to effect an arrest, increased police legitimacy will go a long way toward the public accepting the decisions made by the police. Implementing positive police contacts and steps toward procedural justice will require the police to add being guardians of their community to their mission. Traditional police work relies on rigid adherence to policies and procedures, reliance on traditional institutions and methods, technical language, and detached objectivity toward social problems (Schneider 1999). The police should redefine the relationship with low income communities and adopt new values and management techniques that encourage empathetic and empowering service strategies (Goldstein, 1987). Collective action between the public and the police, social cohesion, and informal social controls develop out of attachments that are not rational but rather emotional. Traditional methods may not have the capacity to invoke the necessary behavioral or emotional responses from either the public or the police (Schneider, 1999). When the police engage with the public on a personal level, the positive views the public has of the police are reciprocated. There is an emotional benefit from positive contacts between the police and the public. Officers have shown more satisfaction with their job when they get to know the citizen, engage in helpful behavior, and are allowed to be creative and imaginative (Goldstein, 1987). This is particularly important in the current political climate where the police are being viewed in a more negative light. From an organizational perspective, there are three questions that should be addressed to accomplish a shift in values, beliefs, and vision. First, what are the goals for future police-community relations? Second, why are those goals important? Third, how can the goals be achieved (Rothman & Land, 2004)?

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Jeff Kruithoff

I was sitting in my office early one morning in late March looking out the window. Since most of the Administrative Staff was gone due to Covid-19 regulations, it was quiet in the office. I had just heard the news of the tragic death of fellow National Academy graduate, Commander Carnicle , from Phoenix and was mulling over the funeral the day before of an officer outside Cincinnati who tragically died placing stop sticks in the roadway in an effort to apprehend a fleeing felon. In the previous weeks, I had sent out dozens of emails to NA members in Arkansas, Pennsylvania, Missouri, Texas, Georgia, Nevada and the State of Washington who had experienced the tragic death or murder of a fellow officer. I reviewed how the funerals services of these fine hero’s had to be restricted, postponed, or drastically reduced due to social distancing and well-meaning orders from the nation’s Governors. To say I was feeling a little melancholy is an understatement. It seemed the world was really being turned inside out. Perhaps it was a little bit of compassion fatigue; perhaps it was knowing that both local and national Police Memorial services had already been cancelled in May. I felt deeply how this act was leaving the family, friends, and coworkers of these fine officers in limbo as to when recognition of the supreme sacrifice made for our country would be recognized. Perhaps, it was the constant onslaught of Covid-19 news stories and emails. Each one outlining in detail the impact this unseen killer was having on police agencies all over the world. In any event, I began to realize that something I had never seen in 47 years of police work was occurring all around me. Then slowly, as I stared out my office window, one by one I started to see the flowering trees that were blooming as they announced the start of spring in Ohio. The grass outside my window was turning the brilliant and deep shade of green only possible with the March rains and thunderstorms in the Midwest. A drastic change from the dormant brown and subdued greens of winter that had been there just a few short weeks ago. I could not help but think of how the new life and promise the flowering trees represented came after the dark and seemingly dead days of winter. That correlation is very appropriate to comfort us as we wait for the new beauty and life that we know will come after the darkness and fear of Covid-19. A good friend had sent out the following bible verse in an email this week. It spoke directly to the mood I was finding myself in. “Be not anxious about anything, but in every situation, by prayer and petition, with thanksgiving, present your requests to God. And the peace of God, which transcends all understanding, will guard your hearts and your minds in Christ Jesus.” – Philippians 4:6-7 All of us faced a decision during the Covid-19 crisis. We could be filled with fear, or we could be filled with faith. We all had to come to the realization that we are not in control of Hopefully, A Final Word on Covid-19

an important part of our life. We also found out that it was not Government, not our bank accounts, not our health, or our jobs that would decide if we became sick or stayed healthy. We faced an inexplicable truth that although we have free will, God is in control. The bible is filled with stories of where God is in the chaos since that is where he is most visible. The last few months were a perfect time to look for him, and a perfect time to acknowledge his power over all. He spoke our entire universe into existence and the current uncertainty of our life is nothing for his power. By the time, you are reading this, much more is known about the final extent that Covid-19 will have on our lives. I pray that the days ahead are like the awakening of spring and filled with new beginnings and fresh experiences after the dark and unknown days we have all lived through this past spring. I have seen numerous references to a verse in Psalm 91 in the past month. “He is my refuge and my fortress, my God, in whom I trust.” Embrace and remember the simplicity Covid-19 brought into our lives. The lack of sports distractions, and the urgent rat race of life. Embrace and remember the need we discovered to depend on others.

Until next time.

Jeff Kruithoff National Chaplain jkruithoff@fbinaa.org | 937.545.0227

Some of my thoughts today were formed from reading Catherine Segars , www.catherinesegars.com .

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T wo years ago while attending the FBI National Academy, one of the most impactful professional experiences of my life -- who knew that my CJ 3210 Contemporary Issues in Law Enforcement Seminar writing project would come back around to be somewhat prophetic as we rise up to answer the call for much needed leadership. I've taken an oath of office twice in my life; once as a soldier and again as a law enforcement officer. My oath's of office don't have a shelf life and they don't expire. They demand the BEST of me so the people of this nation get the BEST fromme. They demand empathy, kindness, professionalism and loyalty to the constitution. They demand honor, service & integrity of character. It's not based upon what's convenient or popular. It's not driven by silent codes of cowardice in the face of challenges. It requires that I look those in the eye who may hate me because I wear this badge or because of my skin color and assure them that in their time of need, I will not forsake them even if the cost to be paid is my very life.

I have the skills of a warrior but my responsibility is to be a GUARDIAN of the people. I will weed out with vigor and commitment ANY who dishonors the badge or hides behind its power for selfish purposes at the expense of the people we are sworn to protect. These powers should never be put in the hands of anyone absent of moral character or void of basic decency. When the people are crying out, our job and obligation is to be there for them.

I am a proud Police Officer and 30-year servant of the people of this great nation. I CHOOSE to be part of the solution.

Marieo Foster Chief of Police, Director Office of Public Safety & Emergency Management

UNDERSTANDING HOW CULTURAL DIFFERENCES AFFECT POLICING The profession of law enforcement is one of the most noble and honorable paths anyone can ever choose to take. Despite the ups and downs that come with the job the vast majority of men and women who take up the cause to protect and serve are some of our nations most dedicated public servants. The reality of an ever-changing world is a fact we all contend with on a consistent basis. However, there is no greater challenge than those circumstances where life and death potentially hang in the balance. This is reality for law enforcement professionals. When we are entering the job for the first time and in the basic police academy the phased learning expectations are similar no matter which agency or jurisdiction you work for. Things like - Use of Force, relevant criminal law or criminal code, report writing, and vehicle stops are just a few of the blocks of instruction you could anticipate receiving. What is not regularly received and emphasized is the knowledge required to police our communities through the lens of cultural diversity and understanding.


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N o matter how good our intentions are there will always be blinders when it involves people and cultures we do not understand or relate to. Cultural bias and lack of awareness in a moment when police and citizens have an interaction could easily escalate into an unwanted outcome. There is a dynamic nature to the human condition. By that I mean we as human beings are always processing information in an attempt to determine how best to address an issue, improve our lives, advance our desires or just simply survive. With this mind, generally speaking - there is a necessity for us as law enforcement professionals to be more in tune with the psychology of human nature and human behavior. Where this becomes all the more critical is when the element of cultural differences comes into play. For instance, an African American male who has grown up in southern parts of the United States may have experienced cultural upbringings that are very different than a Caucasian male who grew up in the that same region. That lack of exposure each man has to the cultural upbringing and development of the other can serve as a significant road block to understanding one another when it is most needed. The United States is a melting pot of cultural diversity and that is ever-present in the masses of people we see in our communities every day. The dangers we face as law enforcement professionals make it an absolute necessity to build strong partnerships with our communities and various stakeholders. In order to enhance those partnerships, we must be willing and able to hire and retain a well-trained and diverse work force that is more reflective of the communities we serve and the global community as a whole. The emphasis on training and the

implementation of cultural diversity must be a cornerstone of our updated hiring and in-service best practices.

The events in Charlottesville VA, Baltimore MD, Ferguson MO, Brunswick GA and Minneapolis MN are just a few examples of how communities across this country are divided in very dangerous ways. These circumstances make it even more critical for us as law enforcement practitioners to become more aware of cultural nuances, to remain professional at all times, maintain unbiased interactions and be knowledgeably passionate about everyone in our community, not just the those we identify with. We cannot build a coalition of peace and prosperity in this nation’s communities if we do not have credibility in the eyes of the people we serve. Credibility comes from having integrity in our actions, showing genuine interest in getting to know our communities even if that requires extra effort on our part, accepting responsibility when we fail to do things right and holding ourselves accountable in order to right those wrongs. There is awesome responsibility that comes with choosing to be a law enforcement officer. We have the authority to deprive human beings of their freedom and in the most extreme cases the use of deadly force when warranted. These facts alone require us to demand the very best of our people and ourselves - To whommuch is given much is also expected. We live in the greatest country on earth and serve in one of its most noble professions. There is no greater time than right now for law enforcement to rise up, lead the way and make a

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There are many fallacies surrounding the concept of leadership. One common misconception indicates that “leadership is leadership,” no matter the situation or criteria under which leadership takes place. From the authors’ points of view, and strong opinions as career command-level law enforcement officers, that statement could not be further from the truth. We must realize that crisis leadership is not merely “Leadership 101”. Crisis leadership requires a complete set of skills, experiences, and traits that may not be present in all leaders. In building our leadership toolbox, we must plan for the knowns and unknowns, the constants and variables that arise during times of crisis. W e must expect and anticipate the unexpected. Most importantly, and not always as obvious, we must anticipate a spectrum of emotional responses across all levels, including our own. As such, leaders must understand their own emotions and manage their responses accordingly. This must occur both during and after the crisis, to avoid the possibility of emotions controlling their behavior and decisions. Having the basic understanding of our various emotional responses will aid in minimizing ineffectual and potentially damaging personality changes, such as becoming withdrawn, confused, or other disruptive performance. Such may result and manifest itself in the inability to think clearly, hence ineffective decision making. Many popular crisis management models do an extraordinary job of providing leaders guidance in planning for crisis events. Yet, most planning models do not specifically address the understanding and management of emotional responses. Like it or not, we are all human and are therefore subject to experiencing mental and physical responses to various stimuli. These responses can be challenging to manage, especially when in crises. In many cases, these varying responses lend additional complexities to our management and leadership functions. Thus, the question arises as to whether we have can plan for emotional challenges we might experience. In response to this question, we the authors express a very definitive “yes and no.” However, we will present some awareness factors and some categories of emotional reactions that lean more toward the “yes” responses than the “no.” Additionally, we stress and suggest that leadership should certainly incorporate emotional response expectations and mental health awareness into all Crisis OPS plans.

Note: As this is a short awareness piece, intended to be more of a field guide than a clinical research review, the discussion will be limited to general concepts in an overview format. CATEGORIES OF EMOTIONAL RESPONSES EXPECTED Expected or “usual” responses to an abnormal situation, such as a crisis, are the simplest to determine and certainly the easiest to plan for. In our planning stages we must realize that a sudden frightening and/or tragic event may evoke fear. In contrast, an emotionally charged civil protest or demonstration, for example, may evoke anger. Emotions such as grief, depression, despair, and dissociation are also common reactions to these types of instances. We must adjust and calibrate plans, accordingly, knowing these possible responses and perceived human behavior. NON-CONFORMING Non-conforming or non-normative emotional reactions tend to be more challenging to anticipate and can add a great deal of complexity to event planning and response. In some crisis events, leaders have observed emotions that did not fit the “norms” of expected behavior. Using the earlier example of a “frightening and or tragic event,” the non-congruent emotional response might include uncontrollable laughter. Additionally, there is the unexpected reaction of adults exhibiting a childlike mentality and associated behaviors. Other non-conforming emotional responses might include self-reassurance or coping actions like people hugging themselves or others, clutching objects, and or freezing in the fetal position. These responses must all be anticipated, especially when planning mass evacuations. NON-CONGRUENT Non-congruent responses, in many cases, tend to be a normative or expected emotional response with a diverse spectrum of intensity. This is where we see either the overreaction or under reaction to stimuli. Thus, though the overall emotional response may be normative, the level of intensity does not significantly match the situation or stimuli. In some cases, emotional responses bred similar spectrum responses in a crowd mentality (group think) format. For example, in a post 9/11 emotional sensitivity event, loud noises triggered a frightening mass hysteria events at a New York City Airport. Mass panic quickly spread through the airport terminals as crowds ran toward exits, hid under tables, and broke through secure doors to escape what they believed was a terrorist attack. Given conflicting direction by officers, no official information or directives, many people simply followed the cues of other crowd members and dangerously ran out onto the tarmac. THREE COMPONENT TIERS OF EMOTIONAL RESPONSES We understand that as a part of any planning process, we must examine and address the components of command (leaders), followers (operators), and participants (general citizens). We suggest that you further explore this examination to

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Editor’s Note: The Delaware State Police Academy has made officer resiliency, safety and wellness a core component of its training curriculum for new recruits which includes 22 weeks of intensive and comprehensive police training. The officer resiliency, safety and wellness curriculum at the Academy, based on the FBINAA’s Comprehensive Officer Resiliencesm, is focused on the four tenets a person’s life that capture the totality of how they experience and relate to others and themselves and being fit across the four tenets will lead to a more resilient individual. These tenets are the key characteristics in an individual that foster resilience to include: mental, physical, social, and spiritual. The Delaware State Police Academy trains over 100 Troopers and Municipal new recruits annually, and over 1,000 officers a year though in-service and elective training.

This after action report describes the process, implementation, and success of officer resiliency, safety and wellness training for new recruits, as well as for experienced officers.

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On Monday, June 24, 2019, the FBI National Academy Associates (FBINAA) Maryland/ Delaware Chapter sponsored a Comprehensive Officer Resiliencesm Train-The-Trainer Program at the Delaware State Police - Troop 2 Paris Conference Room in Newark Delaware. The 3-day training program was paid in part by a Motorola grant through the FBINAA, and the FBINAA Maryland/Delaware Chapter. The Train-The-Trainer Program was developed to equip police leaders and instructors with the strategic tools and lessons to create an environment within their organization to support behavioral health initiatives. The instructors of the Train-The-Trainer Program come from a diverse background of police executives, mental health providers, and survivors. To date, over 500 individuals have completed the Train-the-Trainer Program.

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T he Comprehensive Officer Resiliency Programsm is made up of 4 domains and tenants. The four domains are the areas of a person’s life that capture the totality of how they experience and relate to others and themselves, and being fit across the four domains will lead to a more resilient individual. These tenants are the key characteristics in an individual that foster resilience, and they are the foundation for this training to include: mental, physical, social, and spiritual. The training builds on the rationale that people are not born resilient, but that they learn to be resilient through life experiences and training. The program covers 12 lessons that can be taught as individual stand-alone modules, in conjunction with several modules, or as a complete 12 module training session. A few of the module titles are: Counting Blessings, Accomplishing Goals, ABC (Activating event, Brain, Consequences), Check your Playbook, Physical Resilience, and Good Listing & Active Constructive Responding (ACR) . The goal of the Train-The-Trainer program is to teach future instructors how to integrate the lessons into a police environment, whether in recruit, in-service, shift briefings, subordinate coaching/mentoring or counseling sessions, crisis incident stress management, or in day-to-day operations. The Train-The-Trainer Program focuses not on the specific content within the module, but on how to use the material to train officers. Each module was reviewed for content and application, and class discussion and sharing was paramount to the learning experience. At the end of the training, the students were divided into groups with an instructor to show their proficiency and ability to teach one of the modules. Group feedback was critical to student success. The Maryland/Delaware Chapter hosted 20 students from 13 agencies from across Maryland and Delaware. The law enforcement agencies represented included: Charles County Sheriff's Department, Delaware Capitol Police, Delaware State Police, Delaware State University Police Department, Howard County Police Department, Hartford County Sheriff's Office, Prince George's County Police Department, State of Delaware Probation & Parole, Maryland Transportation Authority Police, New Castle County Police Department, University of Delaware Police Department, and Wilmington Police Department. The CORP Instructors for the 3-day training were NYPD Deputy Inspector Vincent Greany , Deputy Inspector, Commanding

Officer, 32nd Precinct; Deputy Chief Ron Winegar , Boise Police Department; Ms. Mary VanHaute , Suicide Prevention Specialist for the St. Petersburg College Center for Public Safety; and Mr. Jeff McClish , Crisis Intervention Administrator for the City of Las Vegas Department of Public Safety. Within days of the new instructors graduating from the course, the modules were instituted into several training settings to include: recruit training, basic officers’ school, civilian in-service, supervisors’ leadership training, shift briefings, agency chaplain interactions, probation officer & probationer meetings, and subordinate counseling sessions. The 12 modules are the building blocks for several agencies as they develop agency-wide training and in the creation of Wellness Units and Programs. The Delaware State Police, who hosted and facilitated the training, have already incorporated the Comprehensive Officer Resiliencesmmodules into recruit training and supervisory leadership training. To date, over 250 Troopers and Municipal Officers from 6 recruit classes at the Academy, as well as 25 supervisors in the 3-week Leadership Development Program from 9 agencies in Delaware and Maryland, and 45 Officers and Practitioners attending the State of Delaware National Alliance on Mental Illness Crisis Intervention Team (CIT) Program have received a portion of the CORP from the Delaware State Police. The CORP is also an essential training component for the Delaware State Police’s newly established DSP Employee Wellness Program. populations but in its flexibility to be used with civilians and the capability to teach it face-to-face or online. Lessons have been shared and taught to multiple civilian and nonpolice groups, including the University of Delaware Women's Field Hockey Team and a University of Delaware Criminal Justice Systems course of 108 students. In both groups, research and definitions of resiliency established the foundations for the next lesson of “Counting Blessings.” During the “Counting Blessings” module, student-athletes and students completed the same exercises taught to police officers. The groups shared their resiliency stories, noted three good things that occurred within the last 24-hours, and ultimately wrote gratitude letters to someone in their life or from their past that has vitally contributed to their This program's impact and potential lie not only in its application and implementation within police officer

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If your organization is looking for the Best of the Best, the FBINAA Job Posting Board is an advertising must! REACH QUALIFIED LAW ENFORCEMENT EXECUTIVES TO JOIN YOUR TEAM. Get your position in front of the strongest law enforcement leadership network in the world. FBI National Academy Associate members are: • Active in our network • Engaged in their careers • Leadership driven • Open to new opportunities Our network gives you the opportunity to reach senior law enforcement executives with an abundance of talent and experience. Our Job Posting Board allows you to match your organization's position to the most qualified professionals in the industry.

To LEARN MORE about the FBINAA Job Posting Board, visit www.fbinaa.org .

MEET THE CANDIDATE LARRY DYESS SECTION II REPRESENTATIVE Fellow FBI National Academy Graduates and friends, my name is Larry Dyess, proud graduate and spokesperson of Session 263 and I am asking for your support as I seek the position of Section II Representative on the National Board. Attending the National Academy has truly been the highlight of my professional career and being elected by my classmates to represent Session 263 as their spokesman was a very humbling experience, but one that was the ultimate honor. I am looking forward to continuing that type of service to the organization, not only in Section II, but the entire FBINAA membership. H aving been in law enforcement for 28 years, I, just like the rest of you, have dedicated my life to serving the community in which I live and love. I began my career in New Orleans, LA as a Reserve Police Officer with NOPD and working for the Orleans Parish Civil Sheriff's Office. In 1996, I made a lateral move to the Jefferson Parish Sheriff's Office, LA where I currently serve on a 1,500-person department. I have worked in the capacity of Patrol Officer, Detective in the Personal Violence Unit, a Sergeant/Squad Leader in the Robbery Division, Spokesperson and Public Information Officer for the department, a Lieutenant and Commander of the Personal Violence Unit, and I am now in my eighth year as the Commander of the Second District Patrol Division. I also had the privilege of graduating from the Louisiana Attorney General's Command College. I am also active outside of the sheriff's office and have been appointed/elected to numerous positions in non-profit organizations, as well as school and church boards and committees.

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After graduating the FBI National Academy, I remain an active member of the FBINAA, holding numerous positions on the LA State Chapter Executive Board, various committees, and I currently serve as the President of the Louisiana Chapter, and the Chairman of the 2020 FBINAA National Conference to be held in New Orleans, July 2020. I am also involved at the national level as I was appointed to sit on the FBINAA Charitable Foundation Science and Innovation Awards Committee. Over the past four years, I have traveled to numerous states and attended different chapter training conferences both inside and outside of Section II, while promoting the 2020 National Conference, introducing myself as the Section II Candidate, and making really good friends which are going to last a lifetime. While meeting members from around the country, I have been able to identify several areas I look forward to addressing as the next Section II Representative. I want to represent our members by bringing your ideas, thoughts, and concerns forward, promising to serve with transparency, while holding all of us accountable to the membership by making smart fiscal and professional decisions. Some of the areas I would like to address are below. I would like to market the FBINAA, and who we are as an organization, to all people, police officers and the public alike. As the premier law enforcement networking and leadership organization, more people should be familiar with us and what we do for our community across the country and throughout the world. I believe we can accomplish this by making additional training opportunities available to both NA graduates and non-graduates while demonstrating the caliber of training and professional instructors we have to offer. Recruits in the local training academies should have attending the FBI National

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Major James Morgan

A s the FBINAA Historian, I receive many requests to feature one of our members in the Historian column. It is important to have a historical milestone for perspective. The following is the story of such a milestone in the history of law enforcement in the Leon County Sheriff’s Office, Florida (County Seat: Tallahassee). I was forwarded information from Florida Chapter member Carl Bennett, Session 185, (June 1996) setting out some impressive reasons for his request to feature Major James Morgan, Jr., Session 133 (June 1983). After reading through the materials, I am honored to share the impressive story of Major Morgan, Jr.’s service to his family, to law enforcement, and to his God, all while dealing with the challenges of being a black police officer in the South during the 60’s. James Morgan was born on July 16, 1935, the oldest of four children living in Tallahassee, Florida. As a black man in the South, his life could have taken many turns. Our profession is the better for the choices he did make. After attending Florida A&M University, James went on to serve his country in the US Army as was required of men in his generation. After he completed his service, James met and married Joann, the love of his life and with whom he was to share 61 years together. Their union produced four children: James III, Keith, Brenda and Altamead. James had a passion for cooking that could have led him to fulfill his goal of becoming a professional Chef. However, he decided to enter a career in law enforcement during the days of racial segregation. On January 1, 1967 James became the third African-American hired by Florida’s Leon County Sheriff’s Office (LCSO). He went on to become a trailblazer in many areas of this agency including: • First Black Detective • First Black Captain – Uniform Patrol and Internal Affairs • First Black Jail Administrator • First Black to be promoted to the rank of Major • First Black from his agency to be selected to attend the FBI National Academy At the beginning of his career, James had many roadblocks that could have deterred him during his chosen career such as: • He was only allowed to patrol and/or make arrests in Black neighborhoods • He was not allowed to supervise White deputies, arrest White citizens, patrol White neighborhoods or conduct traffic stops on White citizens. • He was allowed to go inside the office to get a cup of coffee... but had to step outside to drink it. With all of those roadblocks, the obvious question is “Why did he stay?” He answered that question himself during the many lectures he gave to Criminal Justice students. “I had a

family. I stayed to make it better for those who would follow me.” He is also quoted as saying, “I was able to work with everybody; Black and White. I got to know everybody and once they got to know me, there was no problem.” James Morgan passed away on May 6th, 2019 after serving 50 years in law enforcement, 37 years in two separate tenures with LCSO and subsequently 13 years with the Gadsden County Sheriff’s Office in Florida. In the eulogy that Carl Bennett gave at Major Morgan’s service, he highlighted some of the qualities that he admired in the man who had once been his supervisor. • Major Morgan was always happy. “He seemed to keep a cheerful smile on his face for everyone. He had a smile that would light up the universe. His smile would make you feel welcome and content that everything would be all right, regardless of the circumstances. His advice to me was often “It will be all right” and “Take it one day at a time.” • Morgan was a man of character who always tried to see the best in everyone. Bennett never heard him raise his voice in anger, always projecting calm while being fun to be around. He gave great advice and was always willing to help. During patrol briefings Morgan would remind his troops: “Dress sharp, be nice to the public, ride and smile, and only make an arrest as a last resort.” He was very much aware of the consequences of a criminal record. • Morgan was a man of great generosity, giving time by serving on the boards of many organizations and giving financial support. He received many awards, letters of appreciation and commendation for his community service including the Titan Award from the Greater Bond Neighborhood Association where he and his wife lived and raised their children. • Morgan was a man who loved his family, friends, church, community and the law enforcement profession…and was not reticent to tell others about it.

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