FBINAA Sept/Oct Magazine.2018
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F E A T U R E S 8 Iron Sharpening Iron Leadership – David Hess
10 Insights from Your Interviewer – Christine Ayers 12 Pool Renovation to Benefit Law Enforcement – Marc Savine 14 Dark Place – Scott Smallwood
C O L U M N S 4 Association Perspective
7 Executive Director Reflections
7 Chapter Chat
16 Historian’s Spotlight
18 A Message from Our Chaplain
E A C H I S S U E 6 Strategic / Academic Alliances
A D I N D E X – American Military University
EXECUTIVE BOARD Association President, Section I / JOHNNIE ADAMS Chief, Santa Monica College (CA), email@example.com Past President / SCOTT DUMAS Chief, Rowley Police Department (MA), firstname.lastname@example.org
Representative, Section III / GRADY SANFORD Chief Deputy, Forsyth County Sheriff's Office (GA), email@example.com Representative, Section IV / BILL CARBONE Lieutenant, New York City Police Department (NY), firstname.lastname@example.org
Chaplain / JEFF KRUITHOFF Chief, City of Springboro (OH), email@example.com
1st Vice President, Section II / KEVIN WINGERSON Assistant Chief of Police, Pasadena Police Dept. (TX), firstname.lastname@example.org
Historian / PATRICK DAVIS Chester County Department of Emergency Services (PA), email@example.com
2nd Vice President, Section III / JOE HELLEBRAND Chief, Brevard County Sheriff’s Office (FL), firstname.lastname@example.org
FBI Unit Chief / JEFF MCCORMICK Unit Chief, National Academy Unit (VA)
3rd Vice President, Section IV / KEN TRUVER Chief, Borough of Castle Shannon (PA), email@example.com
Executive Director / HOWARD COOK FBINAA, Inc. National Office (VA), firstname.lastname@example.org
Representative, Section I / TIM BRANIFF Undersheriff, Thurston County Sheriff’s Office (WA), email@example.com Representative, Section II / SCOTT RHOAD Chief/Director of Public Safety, University of Central Missouri (MO), firstname.lastname@example.org
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Sept/Oct 2018 | Volume 20/Number 5
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The National Academy Associate is a publication of the FBI National Academy Associates, Inc.
Howard Cook / Executive Director, Managing Editor Suzy Kelly / Editor
© Copyright 2018, 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: email@example.com. Submissions may vary in length from 500-2000 words, and shall not be submitted simultaneously to other publications. Email Chapter Chat submissions to Susan Naragon: firstname.lastname@example.org by the 1st of every even 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.
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On the Cover: The FBI National Academy Associates, Inc. celebrates 25 Years of Incorporation.
Greetings to Everyone!
I am now in my third month as your president and we are moving at breakneck speed. I want to thank my fellow board members as well as our staff for their hard work to accomplish our goals to move this Association forward. I want to extend my heartfelt appreciation to the Asia Pacific Chapter as well as the European Chapter for their hospitality and great training. I recently attended their re-trainers in Delhi, India and Helsinki, Finland. The venues were first class and it was apparent that they both worked hard to put these memorable events together. I was impressed to see the involvement of our International sessionmates and their commit- ment to our Association. If you get the opportunity to attend one of the international re-trainers you will not regret it. I would also like to ask our members to share their stories of success by contacting our National Office. During these re-trainers, I spoke about our vision, which is the “Continuous development of the world’s strongest law enforcement leadership network”. This proved to be the case in 2011 when Roger A Miller , an international fugitive wanted in Southern Florida in connection with a $5 million dollar fraud was taken into custody in Phuket, Thailand. Lieutenant Larry Horak of the Margate, Florida Police De- partment, Session 239 was the primary investigator trying to lo- cate Miller. Horak knew that Miller was in Thailand but had trou- ble locating him. Lieutenant Horak said, Quote - “I thought I had a member of my NA class from the Royal Thai Police, so I sent him an e-mail with a description of Miller, and within 24 hours, I got a response saying ‘We’ve located him—let us know what you’d like us to do.’ This shows the power and strength of the network. It is stories like these that we want to promote and capture as part of the history of our Association.
Recently, the board met in Orlando, Florida during the IACP conference to go over strategic initiatives as well as conducting our Fall Board meeting. We also had our annual reception at IACP celebrating our 25th year of Incorporation as an Association. Jus- tice Federal Credit Union as our oldest partner sponsored the event and it was a fabulous celebration. During our meetings, we came up with plans and I want to share with you some of the more important items of interest. The first is the development and launch of our new “Clowder” mem- ber engagement app. You probably saw the video of some of the preview features; but if you did not, visit www.fbinaa.org under the Membership tab to view. We are hoping to launch the app in late 2018 or early 2019. We are also working on our Wellness campaign and have locations identified so that we can push out our train the trainer program to our members and their agencies. We recently met with the Executive Director of the Below 100 Campaign and have signed a Memorandumof Understanding so that we can coordinate initia- tives and collaborate with education and outreach to our profes- sion. The Below 100 Campaign has “5 Tenets”:
• Wear your Belt. • Wear your Vest. • Watch your Speed.
• WIN – What’s Important Now? • Remember: Complacency Kills.
These tenets are so important, especially in light of recent events. I am truly saddened and my heart goes out to families, colleagues and friends of themen and women who have given the ultimate sacrifice to protect their communities. This year alone 121 law enforcement officers paid that price and lost their lives in the line of duty. What saddens me the most is the increase in gunfire deaths this year holding at 46, which is 15% higher than last year. This month alone (October) four officers have lost their lives to adversarial action involving a firearm. The issues of our soci- ety are complex and many Departments work to reduce this from
FBINAA Celebrates it’s 25th Anniversary during the FBINAA Member Reception at IACP, sponsored by JFCU. (Pictured L-R: Executive Director Howard Cook, JFCU President and CEO/CIO Mark Robnett, JFCU VP of Marketing Pat Duke and FBINAA President Johnnie Adams).
continued on page 5
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various angles but losing one life is too much. I encourage you to work to get this number down in the coming years. Please stay safe, and as John F. Kennedy once said, “As we express our grati- tude we must never forget that the highest appreciation is not to utter words, but to live by them.”
Thanks and see you soon.
Johnnie Adams, President FBINAA Chief, Santa Monica College Police Department
FBINA Session #273 Celebrate the FBINAA’s 25th Anniversary.
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REFLECTIONS FROM THE EXECUTIVE DIRECTOR
CALIFORNIA PROMOTIONS n Scott Fairfield , NA Session 250, was appointed Police Chief for the Bell Gardens Police Department. Scott was previously a Captain. n Jorge Cisneros , NA Session 220, was appointed Police Chief of the Anaheim Police Department. n Dino Lawson , NA Session 231 was promoted to Chief of Police with the Madera Police Department. n Ed Varso , NA Session 267, was promoted to Captain with the Escondido Police Department. RETIREMENTS n Brad Kaylor , NA Session 252, recently retired from the Ontario Police Department. FLORIDA PROMOTIONS n Orlando Rolon , NA Session 263, was named Chief of the Orlando Police Department. n Arnold Brown , NA Session 248 was promoted to Chief Deputy of the Okaloosa County Sheriff’s Office. n Carmine Marceno , NA Session 267 was appointed as Sheriff of Lee County. n Donna Lusczynski , NA Session 231, was appointed Chief Deputy of the Hillsborough County Sheriff’s Office. RETIREMENTS n Mike Scott , NA Session 241, retired as Sheriff of Lee County. KANSAS/WESTERN MISSOURI PROMOTIONS CHAPTER CHAT The intent of this column is to announce Promotions, Retirements and Deaths for the Chapters. Please find expanded Chapter Chat on our website www.fbinaa.org under the current Associate Magazine issue to stay up-to-date on what's happening in our 48 Chapters. Submit chapter news on the Chapter Chat Submission Form by the 1st of every even month. Please attach to the email high-resolution digital .jpg or .tif photos to: Susan Naragon | email@example.com .
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Greetings FBINAA Members, Howard Cook
A s we embark on our 25th Anniversary of the FBI Na- tional Academy Associates, we have much to celebrate. I’ve been the Executive Director of this great association for almost a year and I thought it was a good time to re- flect on the the members and their great work for this organization. Today, this association has grown to be the strongest law enforce- ment leadership network in the world, representing nearly 17,000 members across the globe in all 50 states and over 170 countries.
The beginning of this organization started organically through local chapters as graduates sought to continue the fraternal network established while attending the National Academy. These local chapters have now grown to 44 chapters across the United States and four international chapters. The FBI National Academy Associates was soon created to be an in- ternational alumni association for these FBI National Academy graduates. I want to thank those that had the foresight and vision that came before me. A great framework for a non-profit 501(c)(3) was created with the vision of continuous development of the world's strongest law enforcement leadership network. In addition, it was based on core values of knowledge, courage and integrity. Also the year before I arrived, we celebrated 17,000 members; a lot for me to follow. As many great things start with humble beginnings, so did this association with a volunteer, part-time Executive Director wearing many hats. Today our national office has a profession- al team of ten full-time employees and three part-time. This team is an exciting group of professionals committed to pro- viding our members a great member experience. Our mission is to give exemplary service to each and every member of our organization. As the association evolved, so did our retail offerings. Once a small retail area in a small room, the FBINAA Store is now a full retail space and online web portal. In 2010, the FBINAA Charitable Foundation was formed to support members in crisis and with educational scholarships. I view this association as having a great responsibility to the profession and to the communities we serve. It is our obligation to hold our professionals to the highest standards for integrity, trust and decorum so that we may bridge the gap between the public and distrust. We are in an ever changing world today and it is up to our law enforcement leaders to set the table for professional- ism through training and networking to safely create a world of civility.
n Jeff Hooper, NA Session 213, became Police Chief for the Hutchinson Police Department.
RETIREMENTS n Dick Heitschmidt, NA Session 119, retired as Police Chief of the Hutchison Police Department on October 1, 2018
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Public trust of law enforcement re- quires effective credible leadership from police executives. Police execu- tives are tasked with protecting that trust. This article provides coura- geous suggestions of how to impact an organization that develops that trust through effective leadership of police personnel. Purpose: Law enforcement lead- ers should be purpose driven to im- prove their leadership skills. In a worldwide society of anti-police, law enforcement is prone to lose site of internal development of personnel. This article encourages law enforce- ment executives to remember why they are leaders. CREDIBLE LEADERSHIP L aw enforcement officers carry a large burden of public trust. Law Enforcement leaders are tasked with protecting that pub- lic trust through effective leadership. A crucial component of effec- tive leadership is the ability of the leader to influence, motivate, and gain compliance from those they lead. Effective leaders learn to use priming and influence to meet needed objectives. “Priming people to agree or disagree with a leader’s statement can be a pow- erful tool when used appropriately” (FBINA Lecture, 2016). One of the best known American writers is President Abra- ham Lincoln . Lincoln wrote the Emancipation Proclamation. Lin- coln is known as an eloquent writer who was able to influence public opinion. “Lincoln perfected his ability to persuade and influence people” (Phillips, p146), which is exactly what a law enforcement officer does. Law enforcement leaders must per- suade people to cooperate as a means to de-escalate situations DAVID HESS
and influence them to make the correct decision instead of de- cisions evoked by emotion. Priming another’s thoughts requires strategic use of language so that the response is predictable to meet the needs of the goal. By influencing others to believe the ideas discussed were theirs, the leader has effectively motivated employees to be creative and take ownership in the product to achieve the highest result. For priming to be effective the leader must have some degree of credibility. Credibility, in most cases, is the determining factor that will cause officers to act on a direc- tive without delay and detailed explanation. The credible leader is one who can implement a directive and that directive will be carried out with little delay or question. If asked, most officers will reply that the determining factor in a supervisor’s credibility is trust. The above qualities all go into building that trust. “First, cops tend not to trust a leader’s motives or strategies to affect the culture positively. They will likely assume an agenda, or ulterior motive, when you attempt to implement strategies” (Enter, 2006). Police executives who desire ethical leadership must embrace the knowledge that subordinates rarely see ethical leadership, but once demonstrated they will exemplify the organizational cul- ture. A critical paradigm shift must occur to change the culture of an organization. Effective leadership begins that paradigm shift. PROVEN LEADERSHIP When I accepted my first appointment to Chief of Police I was excited. On the first day I got a severe dose of reality. Unbe- knownst to me, the agency was on the verge of being investigated by state officials, had lost judicial credibility and the public did not trust the agency. As I started to review more than 190 police reports, I noticed a common theme. Failure to articulate circum- stances that reasonably justified actions or establish probable cause. Of the 190 reports I reviewed, approximately 140 literally said, “On the above date at the above time I responded to the above incident. No further.” In some of those cases I found ar- rest documents, citations and evidence. The reports did not have supplements, there were no case files, and nearly all the reporting officers were either no longer employed with the agency or could not be located. Sadly, some of the reports written in that format were written and or approved by the former Chief of Police for the agency. As a result, there is no wonder the agency had lost judicial credibility and public trust; the agency failed to conduct basic law enforcement services, at least in writing. Immediate correc- tive action was taken to include reviewing statute of limitations in cases, contacting victims, properly investigating and docu- menting cases, conducting an evidence audit, meeting with the District Attorney and hiring competent and qualified professional law enforcement officers. Within six months, judicial integrity was restored, community policing restored pubic trust, and the moral fabric of the organization was restored. Effective leadership em- braced professional guidance, mentors, best practices, and recog- nition that leadership training such as the FBI National Academy were paramount. IRON SHARPENING IRON LEADERSHIP The leadership training at the FBI National Academy impact- ed both my professional and personal life. Since graduating from Session 264, leadership has taken on a new meaning. Developing personnel, influencing others to achieve success and sharing the education and experience from the National Academy has impact- ed the organization where I work. The goal of effective leadership is to encourage others to be better than they think they are. As iron sharpens iron so one man sharpens another. A blacksmith takes a molten iron rod and begins to bang on it to create a master continued on page 22
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INSIGHTS FROM YOUR NEXT INTERVIEWER
Ever wonder what interviewers say after you leave the room? Well, I’m here to tell you. I’ve spent over 20 years in the private sector, consulting to public sec- tor clients, primarily law enforcement. I’ve recruited, hired, and coached senior leaders in law enforcement like yourself who transitioned from public service careers to the private sector. My experience has shown me you bring integrity, an unmatched mission-focus, and relevant, applicable skills. I’ve also recog- nized you struggle to articulate what you want in a second career and what you envision for your future because you have frankly been too busy to give it much thought.
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match given your needs and goals. In order to prepare for this dis- cussion, it is critical to take time now to reflect on how you want to spend your time, what you are willing to do (and not do), and what goals you want to achieve. Determine what kinds of experi- ences you desire, what brings you fulfillment, and what you want to avoid. Become educated on your finances so you know how much income and what benefits you will need and for how long. The questions below are offered as a potential road map to this type of preparation. How do I want to spend my time? You will have significantly more control over how you spend your time in the future. Considering your last decades have been dictated by set shifts and overtime demands beyond your control, this might feel like a new concept. It is important to understand how you want your time to look in the future. Reflect on how you spent your time over the past decades: consider your time overall, time on the job, and time away from work. Look for themes, such as if you devoted a lot of time to coaching and developing your staff or if you sought out assignments that required you to travel. Identify what you would like to continue, stop altogether, or try. Next, envision your next 30+ years. Think about how much of that time you want to be working, traveling, practicing your hobbies, learning a new skill, being with family and friends, and/or volun- teering. Of your working time, consider what control you want over your schedule and what flexibility you will need. What kinds of experiences do I want? Your next chapter is a great time to seek out new experiences and/or establish yourself in a different way professionally. Now is the time to think about the kinds of experiences you want to have. Perhaps you have spent your career in federal law enforcement and want to experience public service at the local level: seek out jobs where you can apply your skills in your community. Perhaps you have always enjoyed sharing your knowledge with younger officers: consider teaching as a way to continue this experience. Assessing what you have most enjoyed about your previous roles is a great way to navigate future opportunities. What are my goals? Just because your primary career is coming to a close does not mean you cannot make goals. In fact, just the opposite! Think about professional goals. Perhaps you want to start your own consulting business. The time is now to learn what you will need to have in place, start your business plan, and build your network. Or, you want to publish articles and speak at conferences on law enforcement topics of interest to you. You can start preparing for and doing this now so you can simply continue this in the future and devote more time to it. Think about your personal goals too. Perhaps you want to serve on a local community board or learn a new skill. Considering what major goals you have for your next phase will help you understand what investments (time, money) you will need to achieve them. How much money and what benefits will I need? Avoid shying away from this topic because it is critical to helping you choose what industry, where, and what you will do for work. Use your learnings and responses to the questions on time, experiences, and goals to inform this question. It is also important you thoroughly understand what your household’s fi- nances and benefits will be in retirement and your options. Now is the time to educate yourself (and your spouse/partner). Seek out professional advisement so you are informed and can confidently continued on page 22
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T ime and again I’ve interviewed experienced, accomplished law enforcement executives like yourself, wanted to hire you, but ultimately passed because despite your experience and skills, you couldn’t convey what you were looking for or what you wanted in your future thus it was difficult to assess whether you would be a good match for our company. It is a privilege and an honor to work with professionals like you so I’m sharing ques- tions here that will hopefully help guide your transition and pre- pare you for your next interview. If you read nothing further, know this: your next interviewer will expect you to know what you want in your second career in order to assess your fit for their needs. Yes, your experience and skills are important, but at these senior levels, employers are making a significant investment in you personally so you need to be able to help them assess whether you are an appropriate
NEWLY RENOVATED FBI ACADEMY POOL TO BENEFIT LAW ENFORCEMENT
MARC C. SAVINE
The pool at the FBI Academy inQuan- tico, Virginia, has undergone a major overhaul. Now, instructors have an efficient, state-of-the-art facility to use while instructing special agents and police officers in lifesaving, water survival, underwater evidence recovery, and water rescues. T his effort comprises part of the continued expansion, reno- vation, and modernization of the prestigious academy, origi- nally constructed in the early 1970s. IMPROVED FACILITY Pool designs and aquatic technology have advanced con- siderably since the original construction over 45 years ago. The upgraded 20,000-square-foot facility has advanced components that are safer and easier to use. 1 Digital communications now occur between efficient water/chemical balance controllers and high-tech filtration equipment that is approximately 90 percent more effective. 2 Renovations also include concealed epoxy floor- ing and improved drainage on the decking. Interior graphics and a new foyer greet swimmers and create a sense of pride. Underwater treadmills allow for low-impact cardiovascular workouts that reduce stress on joints. 3 Lap lanes in the 25-meter pool assist students preparing for the fitness demands of rescue swimmers, and heavy ropes in the human-performance-training area help individuals increase strength, power, and endurance. With more options available, use of the aquatics facility likely will increase dramatically.
PHYSICAL FITNESS TRAINING Each year, approximately 1,000 police leaders representing countries all over the globe attend the esteemed FBI National Academy (NA)—a 10-week executive development program for law enforcement personnel. As part of the curriculum, all stu- dents must participate in the challenging Fitness in Law Enforce- ment course, administered by the Physical Training Unit (PTU). Twenty staff members oversee scheduling, regulate pool activi- ties, and serve as certified lifeguards during classes. After a long hiatus due to the pool reconstruction, aquatics classes now have been reintroduced into the course curriculum. These exercise courses focus on the four pillars of human move- ment: push/pull, level changes, rotation, and balance. 4 To educate, motivate, and support law enforcement leaders and to increase their level of effectiveness, instructors have NA students participate in various physical activities in the gym and throughout the grounds. PTU has geared all exercise classes, to include the aquatics training, toward boosting students’ cardio- respiratory endurance, muscular strength, flexibility, power, and speed. The Fitness in Law Enforcement program exists to pro- mote a lifelong commitment to health and fitness. 5 BASIC AND SPECIALTY INSTRUCTION The upgraded pool helps facilitate both specialized training for elite FBI units, such as the Hostage Rescue Team (HRT), Evi- dence Response Teams (ERT), and Special Weapons and Tactics (SWAT) units, and basic instruction for FBI new agent trainees and NA students. During regular business hours, the pool serves as the hub for law enforcement instruction designed to help save lives. HRT operators receive over 450 hours of aquatics instruction, leading to certifications in open- and closed-circuit advanced SCU- BA diving, nighttime diving, rescue diving, and rescue swimming. Both FBI and DEA trainees attend classes that focus on ba- sic water survival skills, physical conditioning, and teamwork. Instructors design all of the physical training to ensure that stu- dents have the strength and endurance to safely perform their es- sential job tasks.
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For example, some drills focus on helping new agent trainees understand the capabilities of their service weapons should they find themselves in the water while attempting to effect a lawful arrest. While treading water, students use laser pistols to simulate returning live fire at an adversary. Instructors expect trainees to make their weapons function while in the water, show accurate marksmanship, and use sound judgment while fatigued and under stress. The lessons reinforce that their ammunition and firearms—through testing—have proven reliable while submerged at significant depths. Trainees understand the capabilities of the weapons and learn to protect themselves and the public despite adverse conditions. In addition to self-defense, new agent trainees learn the skills needed to performwater rescues. They also receive instruction in CPR and lifesaving skills should they need them while serving as FBI special agents. CONCLUSION This pool renovation project resulted from a successful col- laboration between all stakeholders throughout each phase. The FBI Academy remains committed to providing world-class programs through a proactive, collaborative, and thoughtful ap- proach to all aspects of law enforcement training. The new aquat- ics facility will meet the needs of faculty, staff, and students for years to come.
Supervisory Special Agent Savine can be reached at firstname.lastname@example.org .
Endnotes 1 Eric Wrenn, construction manager, FBI Facilities and Logistics Division, interview by author, Quantico, Virginia. 2 Timothy Kenney, project manager and architect, FBI Facilities and Logistics Division, interview by author, Quantico, Virginia. 3 Alberto Salazar and Dr. Dennis Dolny, Underwater Treadmill Running: The Low Impact, Pain-Free, Calorie-Burning Fitness Advantage (US: HydroWorx, 2012), accessed September 28, 2017, http://cdn2.hubspot. net/hub/95548/file-439383010-pdf/docs/RunningBookSmall.pdf. 4 Juan Carlos Santana, The Essence of Program Design (Amazon Digital Services, 2017). 5 Kevin Chimento, programmanager and health fitness instructor, FBI Training Division, interview by author, Quantico, Virginia.
“The FBI Academy remains com- mitted to providing world-class programs through a proactive, collaborative, and thoughtful ap- proach to all aspects of law en- forcement training.”
DARK PLACE BREAKING POINT OF PUBLIC SAFETY
OFFICER SAFETY & WELLNESS The Executive Board of the FBI National Academy Associates is dedicated to fur- thering the conversation on officer safety and wellness issues that impact the law enforcement profession. The Associates Magazine highlights challenges that are inherent to the profession and present solutions to those looking to enhance their own personal resiliency or that of their agencies.
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DarkPlace? Take amoment andclose your eyes. Now imagine not having the tools to open your eyes to see light. Imagine trying to look around but all you see is dark. You can still see figures and life, just not light. You see gloom, depression, sadness, hate, all the things that detour light into your life. Light, is happiness, support, love, and all those things we need to survive in life. Imagine these items are there, but you can- not see them because darkness has taken over. You start to ask yourself if light will ever come or if darkness is your future. M any people who suffer this type of feeling suffer what I be- lieve is Post Traumatic Stress Disorder . Sheriff Timothy Whitcomb said, “Bad things happen to good people,” (Whitcomb, S. (2018, July 16). The question is, how many bad things can get a good person to this level of darkness? What kind of bad things can drive the light away from a good person? How does a good person handle the darkness and gain the ability to get the light back? What bad things drove the light away and what abilities did the good person lose to fight off darkness? These are questions that I never knew I needed to answer until the darkness caught up to me. ROAD MAP TO THE “DARK PLACE” I cannot answer the questions above for others and truthful- ly could not answer them for myself until I hit my breaking point. After hitting my breaking point, getting the help I needed allowed me to reflect on just what events in my life led to this dark place. Unbelievably, the events started at an early stage in my career. In 1999 I was working patrol with Sergeant Maxey . I heard what I be- lieved were gun shots. We both investigated it and a subject start- ed shooting at us from a residence. I was standing next to a wood beam and a bullet struck me and the beam. Sergeant Maxey and I both took bullet fragments from a 30-06, which was just a few feet away when the suspect shot. I took bullet fragments in the head he took them in the eye. I was taken away from the shooting scene and transported to the hospital where I received medical treat- ment. I was then released and taken back to the shooting scene after the suspect was taken into custody. I was then debriefed by administration and then taken back to the sheriff’s department.
Shortly afterwards I was told to go home, so I drove myself. I was given a week off, then went back to work. I was young, had no idea what really happened, but had that attitude that it was part of the job. Suck it up and move on. Other major events occurred throughout my career, but 2008 was the breaking point. I went through a divorce in 2005 which put a lot of stress on my life. It was not a good marriage from the beginning but like all marriages with kids you try to make it work. In 2005, I left. Two years of court battles, financial struggles, and normal police work events made my light very dim. In 2007, myself and other officers responded to a report of fe- male driving from Chico to kill her husband. My assignment was to aid the husband and children in leaving the residence to a safe place. The husband was a State Fish and Game police officer and the suspect was his ex-wife, who was a registered nurse. While aiding the husband, other officers told me the female was driving down the street with a weapon. I told the husband go inside and secure his door and left towards my patrol car. I then saw the ve- hicle and female holding a gun. She exited the car while it was still moving and pointed the gun towards me. I was forced to use lethal force. I struggled with this. They had kids that were close to the age of my children and I, in my heart believed she was a good person who had just reached that dark place. I never told anyone about my struggles with this, my divorce, and other issues. I sucked it up, kept it to myself and just figured it was a part of the job. I sucked it up for a good year before I finally hit my breaking point. BREAKING POINT “When I became a cop in 1985, we were told nothing should bother you, just keep it moving,” Dibona recalled in an interview with The Crime Report . “Cops don’t like to show their emotions,” (Thomas, T. S., TCR Staff, & Crime and Justice News. (2018, March 22). This is a great quote on an article written by Tiffany Thomas about PTSD in law enforcement. The theory really did not change in 1999 in my first shooting and in 2007 on my last shooting. You did not show your emotions, you just shoved it down to a place where no one could see and continued to work the streets. That is, until you have reached your breaking point where the darkness has completely taken over. In 2008 I hit my breaking point. Between personal life, finan- cial issues, and work-related events, the darkness took over. It is funny how some past events you cannot recall but others you could describe step by step. It was my first day off after working 15 straight graveyard shifts. Emotionally I was struggling because I was only allowed to have two of my children 2 ½ days a week and I was struggling financially. My oldest daughter and I had just gotten into an intense argument, and she left the house. I tried to call my other two kids, but they were not available. I did not sleep the night before because of nightmares from the earlier shooting. It was at that point I decided the light was not coming back, and I needed to join the darkness. I left my residence in my personal vehicle with my service weapon on my side with full intentions of never returning. These thoughts had been through my mind in the past, and I always told myself I would do it where no one could find me. That was my full intention. Ironically, the profession that had driven me to this point was the profession that saved my life, for the time be- ing. I was driving when I received the phone call, “Graveyard call in sick, can you work.” Of course, I will because that is what we continued on page 20
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THE HISTORIAN'S SPOTLIGHT
George Graves / 81st Session
P rior tomy assuming the role of Historian three years ago Terry Lucas , historian at the time, advised me that little of the As- sociation’s written history had been located. Since that time I have been on a quest to assemble and uncover as much as I could of our Association’s beginnings. Thanks to the generosity of many, I have received several boxes of items; however, much of that documen- tation contains duplication of what Terry had already assembled. After weeding through the boxes, I took documentation to Quan- tico for permanent storage and to assist with the compilation of the “History Wall” outside of the Association Office. There is also some documentation in storage in the archives at the University of Maryland, College Park, Maryland and I’d be willing to make a wager that there is muchmore stored away in basements, garages, etc. of some of our long-time members. The search for information has provided me with the oppor- tunity to correspond and speak with a couple of the Association’s “elder statesmen”, Billy Gibson and George Graves , who have retained much of the history in memory. Documenting their oral history is helping to fill in the gaps leading up to our twenty-five years of becoming incorporated. The Association’s Incorporation is officially listed as occurring in August of 1993. Much of the information that follows was provided by George Graves. George is a graduate of the 81st Session in 1968, and was involved in the Illinois Chapter and National “Board” prior to the Incorporation. The training program, when George attended, was twelve weeks and class members resided in apartments or rooming houses. Classes were held on the fifth floor of the Justice Department at 9th and Pennsylvania Avenue. Attendees would spend two weeks at Quantico; half the class on the range and the other in classroom. Then, the classes switched from classroom to the range - range to the classroom. In 1977 George became Secretary-Treasurer of the Illinois Chapter. He also took on the role of Finance person as the Illinois Chapter moved forward with planning for the 1980 National Re- training Conference. Chief Dan Linza of Kirkwood Missouri would be the 1980 National President; and Hugh Groves , of the National Park Police, was the Secretary-Treasurer of the NAA operating in Washington D.C. With the announcement of Hugh’s retirement a new person was needed to fill that National position. George Graves became that person based on his work with the Illinois Chapter and what he had accomplished on the planning commit- tee with the re-trainer held in Chicago. There was considerable discussion and a decision to move the office from Washington, DC to Illinois, George’s home, so that he could full-fill the duties of the Secretary-Treasurer position and stay in his home. With George’s new responsibility came the opportunity to attend the sectional re-trainers, Board Officers meetings and Ses- sion graduations. As a matter of convenience, the Board often met during the week of graduations. It was at one of those Board
meetings in the then conference room, over the stage at Quantico, that discussions on future efforts of the Association came about. The discussions included the recommendation that we formover- seas Chapters and that each of these Chapters be assigned to a Section. The proposal included the formation of the European, Asia Pacific, Mid-East/Africa and Mexico-South America Chapters. Canada was already aligned with New York. From 1980 to the end of George Graves’ service, the Secre- tary-Treasurers office stayed in Illinois. It was located in George’s home for fifteen years, with no rent charged or paid, and no salary for the Secretary- Treasurer. The Board did allow for a stipend of ten dollars per hour for Georges wife, Shirley , who acted as an administrative assistant. George remembers that shortly after he assumed the office, the former Secretary-Treasurer forwarded two cardboard boxes to him; they contained the records of the Association. He looked through the boxes and created files for each Chapter and Section. Then, after a quick audit, worked on organizing the Dues structure – Four Dollars a year was collected from eachmember; three were retained by the Chapter and a single dollar per member went off to the National Office. As we all know, over the years the cost of membership has increased, but so too have member benefits! Sale of Association Products and the shipping of items to Chapters were all handled from this Illinois location. Additional responsibilities included the coordination and collection of dues, oversite and distribution of operational expenses such as Board Officers travel expenses, and the distribution of Re-training ses- sion funds to host Chapters. It was the practice that Host Chapters were granted funds for planning the sessions no sooner than the year preceding the ses- sion. The Funds would come from the Section Account. The Sec- tion Account money came from dues forwarded since the previ- ous Section-sponsored re-trainer. After Georges’ tenure, the funding process was changed. It was decided to provide $140K to the Chapters to use for planning and operation of the training conference. Money advanced for re- training was to be placed in interest bearing account and interest earned during the planning and conducting of the re-trainers was to be reimbursed to the National Account. As funds were expend- ed, the Chapter would provide an accounting to National on how
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George Graves with his wife Shirley and their nieces (L-R) Sara Fetterolf and Michael Watkins during a recent visit. the funds were expended. National would forward balances from that sections funds to pay bills. After the session, any funds not used (savings) would be re-deposited to those sections funds. Since that time, the process has changed to a process where National and the Host Chapter formalize a “Conference Hosting Agreement,” this spells out all of the details regarding conference expenditures, sponsorship, funding, etc. From time to time Chapters wanted to raise additional funds by selling products such as jackets, shirts, and other items with NAA logo’s but they were restricted from doing so without first getting permission from the National Executive Board. Currently, vendors are sanctioned by the National office to use the Logo and distribute products with the logo on them. The funds of the National Association were held in bank ac- counts in amounts that were federally insured. Most investments were in the form of Certificates of Deposit which were “laddered” to meet future training, operational and administration needs. These were years of impressive interest rates and the interest earned was recorded for the use of the National Organization. Also in those days, banks offered what they referred to as “House Accounts,” offered by some for investors. One could invest in a three year program with the first year yielding nine percent, the second year could earn fourteen percent and the third year a whopping sixteen percent. Needless to say this made for great compounding of funds. The Association’s first technological advance was the pur- chase of an IBM Memory Writer Electric Typewriter. With this up- grade, we could now store up to ten form letters and type Board minutes for distribution to Board Members and Chapter Officers one time, and then reprint for the number times needed by one touch. In addition, we also added a phonewith FAX capabilities for communication purposes. Employing a less technical approach the Board found that sending Board members to Chapter events enhanced communications between the National Leadership and Chapter groups. To expand on that networking, the Board ap-
proved the suggestion that the Section Representatives and Vice Presidents attend Chapter trainers. To fund these visits the alloca- tion of funds for registration and travel expenses were authorized from the Sections fund. Thus, each Chapter could have one or the other present for their Chapter Function. George believes that it was also a time when the NAA had its best voice and direction on its activities by and through its leadership. Prior to Incorporation, when the Association was under the umbrella of the FBI, there was a period where National had a 502(c)(3) designation and, in an effort to maintain consistency, Chapters followed suit. As membership grew and the Association felt more secure and stable in its existence, the National Academy Associates en- tered into discussion with the FBI to form a separate entity, “The FBI National Academy Associates, Incorporated”. Along with that they filed for and received a 501(c)(3) status which allowed each of the Chapters to do the same. From its inception in July 1935 until the Incorporation in August 1993 the FBINAA grew and flourished. In the twenty-five years since the Association’s Incorporation it has overcome nu- merous obstacles, and growing pains, etc. Now with a member- ship of approximately 17,000, the FBINAA, Inc. has become known as the world’s premier Law Enforcement Training Network. George expressed, that he worked with some great leaders over the years; The NAA Board of Officers, Chapter Secretaries, Field Office Training Coordinators, Training Techs, FBI Assistant Directors of the Academy and Agents assigned to the Academy. Although we have become drones of the electronic and digi- tal communications age tome there is nothing like having photos and documents such as letters, minutes and notes to continue to tell our story. With that in mind I am asking that if you have information that will assist us in telling our story or preserving our history please feel free to contact me directly or through the National Office.
A MESSAGE FROM OUR CHAPLAIN
D uring the past several articles, we began a “Quest for Excel- lence” in our emotional and spiritual development that in- volve the practice of Solitude, Scripture, Support, Service and Significant Events. These practices as part of a faith walk were in- troduced to me by Charlie McMahan , the Senior Teaching Pastor at Southbrook Church in Miamisburg Ohio. We took a short break from this discussion in the last FBINAA magazine to review the Memory Roll from the summer training conference, but I would like to return to this important discussion. I sincerely hope that some of my fellow National Academy classmates have been able to spend time in SOLITUDE as a means of preparing yourself each day. We reviewed how very difficult it is to do and how it takes practice. Just as making yourself physically fit, you must constantly work at being emotionally and spiritually fit. This issue we will finish up some thoughts on the practice of Solitude and start discussing the practice of Scripture reading. We tend to think that we are warriors and able to deal with significant outside stimuli while performing at a high level. The reality is that we can only have one thought at a time. We may be good at changing our thoughts in milliseconds from topic to topic and perceive that we are good multi-taskers, but we are deceiv- ing ourselves by believing that we can think about more than one thing at a time. Only when we have quieted our minds are we able to absorb the meaning of God’s scripture. That is where we want to move our thoughts to next. Before we get to discussing the practice of routinely reading scripture, let’s review a little bit about the Bible itself. What if I told you there is a best-selling book, that has be- come the most sold and most widely distributed book in the world. In fact, this book is the most sold book of the year... every year. In 1907 there were 40,000 copies of this book sold and that number is now around 25 million copies every year. It has been estimated that there have been 5 billion copies of this book sold since the 1800’s. It is reported to be one of the first books created when printing (rather than coping by hand) was developed. You might be interested to know that according to research by The Religion Newsblog in 2006, this book is consistently the most shoplifted book in America. To entice you further, what if I mentioned that the book was filled with stories of sex, violence, murders, wars, international in- trigue, and has been translated into over 600 languages. For those of you who are regular book readers; you would likely press me for more information so that you could go out and purchase the book. The reality is that 9 out of 10 people in America own a Bible. So why don’t we spend more time reading this bible that is probably sitting somewhere in most or our homes. One reason is the difficulty many of us have in relating to the translation of SCRIPTURE – The Essence of Devotion to Faith
the bible we are reading. In relationship to the writing style of our other routine reading material, it can be a little awkward. I recent- ly heard the phrase “it is like gargling peanut butter”. Admittedly, when it comes to reading the Bible, that is very true with many of us. I have talked to people who express a diligent intent to read the bible from cover to cover and then found themselves months or even weeks later having abandoned the project. The reality is that with over 223 versions of translations in existence, we should be able to find a writing style that is comfort- able for us. I frequently read the Message Bible which has a writing style similar to how we communicate today. It is a plain speaking style that helps the stories in the bible literally leap off the page in a practical and real life manner. Conversely, if I am participat- ing in a bible study group, I will use one of the more traditional versions of Bible translation as the group makes an effort to gain more insight into the verse and then determine its application to our lives. Another mistake many of us make is to choose to read the bible in the order it is printed. Although logical with most books, the Bible was written over 1,500 years by over 40 authors. You might find it easier to read selected books until your scripture habits are well established. Even if we read just those same books over and over again. Billy Graham , the great Evangelist, was said to have read the book of Proverbs over and over again for years. He would read one chapter a day for a month and then return to read it over again the next month. Many of the prophets are ex- tremely difficult to follow because of their non-literal method of writing. I call them “real meat and potato books” which are not for the casual reader. These books are best read as part of a com- prehensive study that involves other reading material or books to help us understand and also to place the words into perspective. The critical component to address prior to a path of regular scripture reading is to make a personal decision that the bible is the complete and infallible word of God. Anything less will leave you short in terms of the complete benefit you can gain from the regular reading of scripture. Accepting the Bible as this authorita- tive book is the cornerstone of spiritual faith. Early in his Evan- gelism career Billy Graham was being pressured to question the infallible nature of the Bible . He went out and prayed, placing the bible on a tree stump and told God “O Father, I am going to accept this as Thy Word—by faith! I’m going to allow faith to go beyond my
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