ASSOCIATE Magazine FBINAA Q2-2024

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FBINAA.ORG | Q2 2024

F EATURE S 10 Safeguarding Those Who Serve: Examining Police Officer Health and Wellness within the Workers’ Compensation System – Ret. Captain Dane Mattoon, M.A., NA Session 272 12 Hoping for a Better Future? – Dr. David White, Ph.D., NA Session 255, Dr. Joseph Schafer, Ph. D., and Marian (Beth) Coleman, M.Ed. 17 Meet the Section II Candidate 20 Wisconsin Police Department Offers a Unique Approach to Officer Wellness – Chief Jeff Caponera, NA Session 276 26 National Annual Training Conference 50 How the Behavioral Analysis Units Use Case Files to Better Understand, Solve and Prevent Crime – Dr. Lauren Brubaker and Dr. Michelle Huffman COLUMNS

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04 Association Perspective 09 National Office Update 19 National Academy Update 22 FBINAA Charitable Foundation 25 Historian’s Spotlight 48 A Message from Our Chaplain EACH ISSUE 06 Strategic / Academic Alliances AD INDEX – 5.11 05 Citizen 14 UVA SCPS

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16 Verizon 47 CRI-TAC 53 Panasonic – JFCU

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NATIONAL BOARD Association President / SCOTT RHOAD Chief/Director of Public Safety University of Central Missouri (MO) (Ret.), srhoad@fbinaa.org Past President / TIM BRANIFF Manager-Emergency Management Sound Transit (WA), tbraniff@fbinaa.org 1st Vice President / CRAIG PETERSEN Deputy Chief, Gulfport Police Department (MS) (Ret.), cpetersen@fbinaa.org 2nd Vice President / WILLIAM J. CARBONE Detective (OSI) NYS. Attorney General's Office, New York City Police Department (Ret.), bcarbone@fbinaa.org 3rd Vice President / JIM GALLAGHER Associate Director, Office of Sex Trafficking Intervention Research, Arizona State University, Phoenix Police Department (Ret.), jgallagher@fbinaa.org

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

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

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

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

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

FBI Assistant Director / JACQUELINE MAGUIRE FBI Training Division (VA)

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

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

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Q2 2024 | Volume 26/Number 2 The National Academy Associate is a publication of the FBI National Academy Associates, Inc.

FBINAA.ORG | Q2 2024

CALL FOR ASSOCIATE MAGAZINE ARTICLE SUBMISSIONS Call for Article Submissions on 21st Century contemporary trends, challenges, and issues facing the global law enforcement community. The National Academy Associate Magazine, the official publication of the FBI National Academy Associates, is seeking subject matter experts 21st Century Policing Topics for Consideration: LEADERSHIP DEVELOPMENT AND CURRENT TRENDS COMMUNITY POLICING BODY-WORN CAMERAS LEGISLATION AND IMPLEMENTATION EXTREME RADICAL GROUPS AND INTERACTIONS ON BOTH LEFT AND RIGHT HOMEGROWN RACE = BASED VIOLENT EXTREMISM CIVIL UNREST AND PROTEST ISSUES: PROTEST PROCEDURES/ACTIONS TACTICAL RESPONSE RECRUITING MEDIA RELATIONS FINANCES/BUDGETS DURING TIMES OF CRISIS RECRUITING DIVERSITY OFFICER HEALTH AND WELLNESS RETIRED MEMBER FITNESS to write original, unpublished, continuing law enforcement-related education articles.

Jeff McCormick / Executive Director Riley Moran and Kevin Warren / Publishers Bridget Ingebrigtsen / Editor Dave Myslinski / Design

© Copyright 2024, 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 quarterly 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 rmoran@fbinaa.org. Submissions may vary in length from 500-2000 words, and shall not be submitted simultaneously to other publications. Please see our Submission Guidelines at www.fbinaa.org/ magazine/associate-magazine for more information The FBI National Academy Associates, Inc., the National 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: Downtown skyline of Kansas City, Missouri, with Union Station at dusk.

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ASSOCIATION PERSPECTIVE

Scott Rhoad

A s the seasons change from winter to spring and summer, we also move into one of my favorite seasons: conference season. As chapters begin hosting their training conferences, I am reminded of the mission of the FBINAA to impact communi ties by providing and promoting law enforcement leadership through training and networking. These two very important fac ets of our training conferences are sometimes taken for granted. Our chapters offer the very best speakers on a large spectrum of topics. Conference attendees have the opportunity to hear top-tier speakers like our very own Paul Butler . Having the op portunity to learn from individuals directly involved in major cases or events that have shaped our society today is a tremen dous benefit of attending chapter conferences. The other aspect of training conferences is the opportunity to network with your peers. We have all heard the saying, “The time to meet someone for the first time isn’t in a command post.” Being a part of your chapter and participating (not just attending) in their training conference is one of the best ways to build relationships for your professional and personal life. There are other opportunities to receive top-notch training besides the chapter training conferences. This year’s FBINAA National Annual Training Conference is being hosted by the Kansas/Western Missouri chapter in Kansas City, Mo. Your national training committee, composed of representatives from each section and chaired by 2nd Vice President Bill Carbone , has chosen experts on current topics as speakers for this year’s conference. With 24 breakout sessions and six keynote speakers, there are plenty of options for everyone to find training sessions that will interest them. In addition, there will be plenty of opportunities for net working and building relationships. Please consider using this conference to show your family what the FBINAA is all about. There are plenty of family-friendly entertainment options for them while you are in training sessions. With a shopping mall, Legoland, and a small aquarium attached to the hotel and the National WWI Museum and historic Union Station within a block, families have lots of options to keep busy. Also, there will be a Family Room hosted by the Kansas/Western Missouri chapter and tourist trips that may interest them. Science City will be open on FBINAA Night for everyone to enjoy. Check out the con ference website for even more options. While we are talking about family and the FBINAA, I want to share a personal story from about a month ago. Recently, my youngest daughter (who is now 26 years old) was moving into a new residence in Boise, Idaho when we met a local resident in the parking lot. As we chatted, he noticed the NA logo on my jacket. He asked if I was a graduate and what session I was in because his father was also a graduate. Quick shout-out to Michael Whitney from the Washington chapter. As we finished the conversation my daughter jokingly remarked that she can’t go anywhere that the NAA can’t reach. This is such a true state ment, and we are all a part of the network and family. My family has been going to the FBINAA NATC since 2008 (Milwaukee) and have made many friends along the way. The NAA is indeed a fam ily with an extended family.

As we move this association forward, we will maintain our high standards of training and develop new programs to keep our training topics current. Our Executive Director Jeff McCormick , along with Director of Training and Education Tony Bailey , and our national training committee will look at current programs and how we can better serve our law enforcement community and our retired members. I look forward to seeing many of you at chapter conferences and plan to make it to as many as possible. This is my last article for the Associate magazine as your FBINAA president and I want to take this opportunity to thank you for the opportunity to serve you. This has been a great experience and I highly encourage everyone to take advantage of the opportunity to serve on your chapter executive board as well as the National Board. As you go through life, keep in mind that being happy is a way to travel, not a destination.

Joining you in Service,

Scott Rhoad FBINAA President FBINA 217

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NATIONAL OFFICE UPDATE FROM THE EXECUTIVE DIRECTOR

FBINAA.ORG | Q2 2024

Jeff McCormick

A s I sit down to write this letter, the members of NA Session 290 are arriving on campus. Over the next 10 weeks, they will use this rigorous academic setting to examine the toughest issues facing law enforcement today, learn to improve their men tal and physical fitness, and form bonds that will last a lifetime. Tomorrow, they will meet in the auditorium for the first time as a group, and many dedicated people will take the stage to tell them what to expect over the next 10 weeks. My turn on the stage tomorrow will be unique, however, as I try to prepare them for what happens after the 10 weeks are over. My goal will be to explain to them that when their time in Quantico is over, their National Academy experience is not. The FBI National Academy is the greatest institution of law enforce ment executive leadership development in the world. There are a limited number of opportunities to attend the NA, and those who graduate from the NA are recognized as leaders throughout the law enforcement community. As a result, the FBI National Academy Associates, made up exclusively of NA graduates, is the world’s strongest law enforcement leadership network. This FBINAA network is composed of men and women in various stages of life : recent (and not-so-recent) graduates who are still in sworn service to their communities, second career working professionals, and those who are reaping the many ben efits of a full (and hopefully long) retirement. It is the experiences, perspectives, and memories of all these groups that enables the FBINAA to carry on the mission of the NA long after the 10 weeks at the academy. FBINAA membership is a lifetime journey.

Whether you are a member of the FBINAA, a sponsor who helps us fulfill our mission, or a participant in one of our training programs, the FBINAA National Office looks forward to working with you and ensuring the legacy of a short 10 weeks continues to evolve into this planet’s most impactful and beneficial associa tion of law enforcement leaders.

See you in Kansas City in July!

Sincerely,

Jeff McCormick FBINAA Executive Director

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SAFEGUARDING THOSE WHO SERVE: EXAMINING POLICE OFFICER HEALTH AND WELLNESS WITHIN THE WORKERS’ COMPENSATION SYSTEM

RET. CAPTAIN DANE MATTOON, M.A., NA SESSION 272

I sustained on-duty injuries that neces sitated knee surgery and physical therapy for a torn Achilles tendon. In navigat ing the intricate workers' compensation process, I enlisted the expertise of a law firm specializing in such cases. Following my retirement from police work, I tran sitioned to a role at the same law firm, serving as a law enforcement liaison for public safety officers in need. Review ing hundreds of client files unveiled the complexity of workers' compensation, with many attempting to handle claims independently, only to face significant treatment delays and claim denials. Recognizing the critical need for profes sional representation, they turned to our firm to secure the rightful treatment they deserved. O ver the last decade and a half, the United States police profession has made commendable strides in acknowledg ing the pivotal role of health and wellness in ensuring the overall well-being of officers. Particularly noteworthy is the significant progress in destigmatizing mental health challenges, accompa nied by a dedicated allocation of resources and support to aid of ficers during challenging periods. Understanding that addressing an officer's post-traumatic stress not only improves their on-duty performance but also establishes a healthier work-life equilib rium is paramount for promoting overall well-being. However, despite these positive changes, a crucial aspect of police officer health and wellness remains conspicuously absent – education and training in the workers’ compensation pro

Our managing partner, a retired police lieutenant with two decades of experi ence, has been dedicated to represent ing workers' compensation clients for over eight years. In my current role as the Chief Operating Officer, our firm now advocates for around 600 police officers throughout Nevada, managing an exten sive workers' compensation caseload exceeding 2,200 claims. This topic holds paramount importance for officer health and wellness, an aspect often overlooked and riddled with mis conceptions across all ranks.

cess. Personally, the extent of workers’ compensation training I received was limited to "ensure the officer fills out the on-duty injury form and sends it to human resources." Little did I know that this initial injury form only marks the commencement of a convoluted, perplexing, and biased bureaucratic system that does not necessarily prioritize the injured worker's best inter ests. The challenges within the workers’ compensation system vary among states, leaving room for improvement in providing injured officers with peace of mind and ensuring maximum recovery and restoration. The inherent physical and mental risks associated with po lice and corrections work necessitate that officers may encoun continued on page 52

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HOPING for a BETTER FUTURE?

DR. DAVID WHITE, PH.D., NA SESSION 255., DR. JOSEPH SCHAFER, PH. D., AND MARIAN (BETH) COLEMAN, M.ED.

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Cynicism is an endemic problem in policing (Gau & Paoline, 2017). While some reasons officers become cynical might appear self-evident to those working in policing, academic researchers have investigated the topic for more than 50 years. Arthur Niederhoffer ’s now famous 1967 book, Behind the Shield , is widely held as one of the foundational texts on cynicism. Writing in the late 1960s, Niederhoffer related police cynicism as “an unintended consequence of the professionalization of policing” 1 . The professionalization at that time included improved selection and performance standards, and an increased emphasis on training and education 2 . During this timeframe, many states implemented training acad emies 3 . Accordingly, Niederhoffer believed that the turmoil and rapid pace of change led officers to experience conflicting values and uncertainty that increased their frustration, to the point that he used resentment and cynicism interchangeably 4 . Embedded in various concepts of cynicism are a sense of resentment and the disillusionment officers may feel over their inability to accomplish policing goals—at least as they see them—against the various internal and external forces that stand in their way. While police leaders tend to be less cynical when compared to front-line officers, cynicism is contagious and police leaders should develop a healthy organizational culture that prevents cynicism from creeping in 5 .

M any parallels can be drawn between policing at the time of Niederhoffer’s writing and today, which has been marked by increased public scrutiny over the extent to which systemic racism pervades the profession, calls to defund and abolish the police, and increased calls for reforms. Officers may feel they have been attacked by politicians pushing reforms and might perceive they face greater levels of dangerousness on the job (what some conceive of as the war on cops ). The political rhetoric seems to amplify a divisive Us versus Them mentality that can affect how officers see citizens in their communities. These in dicators led us to question how cynical police leaders at the FBI National Academy were about the future of policing. Researchers over the years have struggled with how to mea sure cynicism. Because we wanted to capture a broad perspec tive on how these leaders see the future of policing, we posed survey questions to FBI NA participants across the four sessions operated in 2023. The questions were not in the negative sense (cynicism) but rather how hopeful they were about the future of policing and the ability of police leaders to build and restore citizen trust over the next few years. Taking survey responses from all four 2023 NA sessions, our study helps shed some light on how police leaders avoid cynicism by finding a sense of hope fulness about the future of policing. Our results indicate that leaders’ hopefulness is significantly related to five distinct but interrelated concepts. EMOTIONAL INTELLIGENCE At its foundation, police cynicism manifests as negative emotions and behaviors that are the byproduct of job-related strains and the inability to cope in productive and healthy ways. It is the perceived inability of the individual to achieve their ideal. Officers experiencing job-related cynicism might move

from a sense of idealism about their ability to effect change in the profession to a loss of hope and a rise in pessimism. What is one individual-level factor that might intercede in this downward spiral? Emotional Intelligence! Emotional intelligence has been broadly viewed across occupations as an imperative in leader ship Goleman, 1995 6 . There are good reasons for emotional intelligence to be incorporated at all levels of police training, from recruit phases through advanced leadership training, such as those offered at the FBI NA. One such reason may be that emotional intelligence equips officers and their leaders with abilities and skills that can assist and aid in dealing with the current frustrations in policing, including an increase in anger and frustration among officers. One in five officers indicate they are almost always angry or frustrated with their jobs, and officers who frequently feel angry and frustrated by their job are twice as likely as other officers to say police have reason to distrust most people, both internally within the profession, as well as exter nally toward the public 7 . It would stand to reason that decreasing anger and frustration amongst officers would decrease cynicism and increase hope. and wellness through increased resiliency 8 . Our study found that leaders with higher emotional intelligence reported significantly more hope for the future of policing. Emotional intelligence may insulate leaders from becoming cynical, or at the very least provide the skills and abilities needed to redirect and pivot away from cynicism and pessimism toward hope and optimism. Emotional intelligence includes better self-awareness, self-regu lation, social skills, empathy, and a deeper intrinsic motivation 9 . Emotional intelligence has been associated with a variety of positive outcomes in policing, including better health

continued on page 15

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Continued from "Hoping for a Better Future", on page 13

Emotional intelligence has a connection with the basic psycho logical needs all humans have by equipping individuals with the ability to seek and promote psychological safety, feelings of value and purpose, and a sense of belonging. The ability to cope with the strains of the job, to be more realistic about change, and to be more flexible in seeing things from others’ perspec tives can, also, help leaders navigate political landscapes. Police leaders with better emotional intelligence even get along better with their immediate coworkers, which likely produces a better support network within the department, making officers more resilient 10 . The evidence suggests that emotional intelligence is a skill that can be built and improved. As police leaders build their emotional intelligence, they may become more resilient to the uncertainty of the current policing environment. Leaders who help develop the emotional intelligence of their subordinates will help foster a culture that is more hopeful, more engaged, and less cynical about the future direction of policing. SHARED VALUES WITH COWORKERS When agencies are looking to hire recruits, they often assess whether candidates are a “good fit.” Organizational psychology research has clearly demonstrated the importance of fit to the individual's success within employing organizations 11 . A sense of shared values is one important dimension of workplace fit. When employees feel their values are consistent with the values of their coworkers, it can strengthen workgroup bonds (i.e., the team) and contribute to the long-term satisfaction and retention of employees. Shared values generally relate to more open lines of communication, increased trust, and improved work outputs. When police leaders share a sense of value within their depart ments, they will be more effective, more resilient, and better able to handle emergent challenges. Our study found that leaders who reported stronger shared values with their workgroups re ported more hope for the future of policing. We suggest that this observation illustrates the power of shared values in maintaining higher morale and a more positive organizational culture. Final ly, what is true here for leaders is likely also true among officers on the front lines. The power of a police workgroup (e.g., a shift or squad) to shape the culture on that shift is something most officers would acknowledge, and policing research backs this up 12 . When officers feel a better sense of shared value within the department and their workgroups, they will be more confident in their job performance . The findings in our study point us to believe that officers who share more values within their working In addition to sharing values within the department and workgroups, finding a sense of shared values with the com munity is key! Research in policing over the past decade has demonstrated that officers frequently express perceived dif ferences between how they see citizens nationally versus their local community 14 . Research we have done in the past supports this and helps demonstrate that police officers’ moral alignment with the local community is related to more democratic attitudes about how the job should be done 15 . In our current study, police leaders who felt their community shares the same values were significantly more hopeful about the future of policing when compared to those who reported lower levels of alignment with their communities. For line personnel, the perception they share values with their community is important in shaping officers’ expectations. Leaders play an important role in helping cultivate group are more hopeful about the future of policing. SHARED VALUES WITH THE COMMUNITY

strong alignment between community members and agency per sonnel, which can improve officer morale and optimism about their profession. COMMUNITY POLICING FOCUS Many police leaders today started their careers in an era heavily shaped by community policing efforts, and now there are renewed calls to reinvest in community policing to build posi tive relationships with their communities. The President’s Task Force on 21st Century Policing (2015) specifically recognized that community policing involves police leaders building relation ships with community leaders and infusing community policing into the culture and organizational structure of law enforcement agencies 16 . Officers today may be reluctant to get more involved with community-based efforts when resources are already strapped and many people seem to object to police presence at community-based events. However, in our study, those leaders who prioritized community policing aspects of the job expressed more hope for the future. This was not true for those who prioritized more traditional law enforcement functions, such as making a lot of arrests, harder enforcement of street-level drug dealing, and so forth. WAR ON COPS Feeling the pressure of public scrutiny, many police officers feel as though there is a war on cops, presented as increased public scrutiny of police and a belief that citizens have been embold ened to resist police actions and are more likely to assault officers 17 . Researchers have considered how officers worrying about the current political climate might de-motivate them, making them more cynical and less likely to stay engaged 18 . Our research shows that those police leaders who expressed greater concern over a perceived war on cops were, indeed, less hope ful about the future of policing. This is important because the rhetoric pushes fears of an out-of-control war on cops, but the data are not as supportive of those fears 19 . When police leaders feel overwhelmed by such fears, they become less hopeful and more cynical, creating a cyclic pattern of negative emotion that drags them down at a moment in history where they should be the champions of hope who focus on a better future for policing. CONCLUSIONS Our study shows five aspects were independently correlated to hopefulness about the future of policing, but we recommend that police leaders view these relationships focus on reciprocity. Emphasizing and focusing on increasing emotional intelligence, personally and among subordinates, improves internal coopera tion (workgroup fit) and better relationships with citizens and external stakeholders. In turn increasing an emphasis on com munity policing (the social dimension of emotional intelligence facing outward) could further reinforce better value alignment with the local community and reduce broader fears of the war on cops. All of these things reinforce a sense of hopefulness about the future, which reciprocally then improves morale and builds a more positive, more resilient culture better-equipped to handle the challenges of policing. Hope requires optimism, and emotional intelligence provides for building the skills necessary to combat the negative cyclical neural bias that leads to hope lessness. Additionally, hopelessness can become an emotional contagion spreading rapidly throughout a department and into the community. Combating the emotional contagion is essential to improving and sustaining hope for the future of policing.

FBINAA.ORG | Q2 2024

continued on page 52

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MEET THE SECTION II CANDIDATE JASON HESTER M y name is Jason Hester , and I am a graduate of the FBI National Academy’s 251st Session in 2012. I am honored to announce my candidacy for Section II Representative. As a graduate of the FBI National Academy and current Chief of the Infrastructure Operations Division at the Texas Department of Public Safety, I bring extensive experience and a deep passion for law enforcement to this position. I began my career with the Texas Highway Patrol Division as a Trooper in 1998, ascending through the ranks with diverse roles across the Texas Highway Patrol, DPS Training Academy, Tactical Marine Unit and Dive Team, and the Regulatory Services Division. I attended the FBI National Academy as a Captain and after graduating from the NA, I immediately became involved in the Texas Chapter. I ended up serving the Texas Chapter as a Regional Representative and eventually leading as President for the 2022-2023 term. I was appointed to the Texas Commission on Law Enforcement in 2013 as a commissioner and confirmed by the Texas Senate and currently serve as the Assistant Presiding Officer. The networking and people that I have met as part of the NA is deeply rewarding. There are many great leaders dedicated to advancing policing across agencies globally. Just prior to attending the NA, I finished my bachelor’s de gree and like many of you took advantage of the master’s classes taught and ended up obtaining my masters degree from Tarleton State University. I am passionate about our profession, and work in all aspects to improve it for the next generation. This is one of the reasons why I am seeking to be on the National Board. The FBI National Academy Associates is at the forefront of continued professional development of our members for the betterment of law enforcement.

FBINAA.ORG | Q2 2024

There have been many improvements and changes, and I believe we continue to head in the right direction. The FBINAA is only as successful as the individual members and chapters around the country, which is the strength of our association. I would like to continue to improve in the areas of member engagement, communication and training. We need to focus on training not only for our members, but those in our profession who may not get a chance to attend the NA. We can all do our part together to have continuous improvement for the future of policing. I will be attending as many state conferences as I am able in Section II to meet everyone, and if you have any ques tions or need to contact me you can reach me by email at Jason.Hester@dps.texas.gov .

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Sam Benson Unit Chief, Leadership Education Unit NATIONAL ACADEMY UPDATE

FBINAA.ORG | Q2 2024

A s the unit chief for the Leadership Education Unit, the instructors who support the National Academy, I have a unique insight into the curriculum and the passion displayed day in and day out by some of the most beloved instructors to walk the halls of the second floor in Building 5. I wanted to share with you a little bit about our purpose. Our unit symbol is the bee. Among nature’s pollinators, the wind, birds, butterflies, bees are the most prolific. These small insects travel around the habitat picking up pollen and deliver ing it to another flower. This process creates a large portion of the fruits and vegetables we eat. It is estimated up to 90 percent of all grown food would be lost without bees. Food cannot grow without them. Similarly, our instructors pick up ideas that are delivered in class during each NA Session. This happens through conver sation, discussions, and student’s shared vulnerabilities. They create an environment where these ideas flow freely from one department to the other and a hive is created. The students in turn take their great ideas and share them among their depart ment. We consider this distribution of ideas to be a lifetime contract with the students to share knowledge whenever and wherever they can.

The unit motto is “For good.” We use these two words to describe the impact we seek to have on every student’s life. The phrase has a double meaning; “for good” as in, for the better, and for good as in, forever. We seek to have a maximum, posi tive, enduring impact on our students as police leaders, parents, sons/daughters, spouses, and retirees. We realize the significance and difficulty these commitments represent and pursue those goals with passion and humility. This responsibility is intimidating and exciting and we appreciate your ongoing support. The best students make the best programs, and we have had the very best students since 1935.

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Wisconsin Police Department offers a unique approach to

O fficer W ellness CHIEF JEFF CAPONERA, NA SESSION 276

Police administrators recognize the significance of having a competent workforce. It is an expectation of our communities. However, many of our communities end up with officers who are tired, stressed out, depressed, or anxious. Although our officers are excellent at handling crises, they often overlook or deny their own crises. We need to address the negative connotation of seeking help more effectively. Our officers and professional staff who are struggling with mental health challenges must understand that it's okay to feel not okay and that we are here to support them. P rofessionalism and high performance are not merely the result of completing coursework or following policies; they stem from having the right mindset. When stress is not managed correctly, it can lead to adverse physiological and psychological effects, which can cause a decline in mental acuity. This decline can, in turn, affect one's performance, judgment, and decision making abilities on both a personal and professional level. It's important to remember that nobody is immune from experienc ing mental health challenges, and this applies to police officers as well. Many officers who struggle with the demands of their profession often turn to self-medication, such as alcohol or drugs (both prescription and illicit), as a way to cope. Unfortunately, these coping mechanisms can lead good officers down a destruc tive path that can cause harm to themselves, their families, their careers, and the reputation of their agency in the community. According to a 2020 Bureau of Justice Assistance report, untreated stress and poor coping mechanisms contribute to bro ken relationships, PTSD, hopelessness, alcohol and drug abuse, and suicide. In 2019, 228 law enforcement officers committed suicide, and in more than 85 percent of those cases, alcohol use was present (BJA, Executive Summary, Officer Suicide, 2020). Untreated stress also contributes to poor eating habits, leading to diabetes and heart disease. According to the National Law Enforcement Memorial Fund (NLEOMF), between 1997 and 2018, the average age of duty-related death due to a heart attack was 46.5 years. The average age of law enforcement officers who suffered a heart attack was 49. The chances of civilians between 55 and 59 dying from a cardiac event are about 1.5 percent. For law enforcement officers, the chance of dying is 56 percent! These numbers are not only unacceptable, they are also down right scary – I’m 50!

In my department (Grafton, Wis.), all police employees par ticipate in mandatory, department-paid mental health check-ins through our village-sponsored Employee Assistance Program. While some of the staff continue using the EAP beyond the “neck-up checkups,” not everyone is open to using the EAP or seeking counseling beyond the annual meetings. When talking with my staff about why they do not seek further EAP assistance, I was given two reasons – lack of time and the stigma associated with seeking help from a psychologist or psychiatrist. It became clear that I needed to find another means to help our family cope with their stress, depression, and anxiety. The solution? A partnership with Calm®. By providing the Calm app, we removed the time barrier and the stigma associ ated with seeking help from a professional. Our staff now has a tool they can use anytime and anywhere to help combat the ad verse effects of stress. Because the stress of our profession has a ripple effect and bleeds over to our families, each staff member receives five premium subscriptions to Calm® (at no cost) that they can share with their family, including their children. Our peer support team has administrative rights to the Calm Partner Portal to help ensure that staff gets the most out of the app. Through the portal, they can push monthly mental health challenges to keep our staff engaged and encourage them to use the thousands of wellness programs to help relieve stress, improve sleep, build healthy habits, and form more substantial, more productive relationships. Calm allows us to track staff engagement in real-time by providing information about the most viewed content and top content by category and even identifying the time of day our staff uses Calm the most. Since the rollout of this program last year, 68 percent of our staff have downloaded the app, which is well above the industry bench mark (54.3 percent), and the engagement level is 79 percent, one percent higher than the industry benchmark. The adage “An ounce of prevention is worth a pound of cure” is true. For less than a cup of coffee per officer per day, the decision to partner with Calm was a no-brainer. We committed to a three-year partnership with Calm to ensure our staff and their families could benefit from all of Calm’s content. This part nership has provided many benefits, including greater produc tivity and positivity and fewer use-of-force instances.

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We must do more to help our staff remain healthy in all aspects of their lives; Calm provided this for our staff.

About the Author: Chief Jeff Caponera is a law enforce ment professional with over 29 years of experience. He is the current Chief of Police in Grafton, Wis., and previ ously served as chief of police in Anna, Texas. He holds a bachelor's degree in public administration from Regis University in Denver and graduated from the FBI National Academy Session 276 and the 53rd session of the School of Executive Leadership from the Institute for Law Enforcement Administration.

Chief Caponera serves on several boards and commit tees, including the National Board for the Fellowship of

Christian Peace Officers—USA, the Wisconsin Organized Retail Crime Association, the FBI National Academy Associates Community Engagement Committee, and the Wisconsin Department of Justice's Committee on Elder Abuse. Chief Caponera is blessed with two adult sons, one of whom serves in the United States Air Force.

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FBINAA CHARITABLE FOUNDATION THE HEART AND HELPING HANDS OF THE ASSOCIATION

I t’s hard to believe that what began as a simple and fun idea over five years ago has morphed into an incredibly successful fundraising event, where law enforcement friends and family participate in the Virtual Yellow Brick Road. The concept began with a high-energy and enthusiastic high school student who wanted to create a fundraiser to support law enforcement families in their time of need. This student, Haley McGookin, is in the law enforcement family and was aware of the FBI National Academy’s Yellow Brick Road course in Quantico, Va. FBI National Academy graduates fondly recall their experi ence on the Yellow Brick Road. The final test of the fitness chal lenge, the Yellow Brick Road, is a grueling 6.1-mile run through a hilly, wooded trail built by the U.S. Marines. Along the way, participants must climb over walls, run through creeks, jump through simulated windows, scale rock faces with ropes, crawl under barbed wire in muddy water, maneuver across a cargo net, and more. Students who complete this difficult test receive an actual yellow brick to memorialize their achievement. FBINAA Charitable Foundation Celebrates Its 5th Annual Virtual Yellow Brick Road

The course became known as the Yellow Brick Road years ago, after the Marines placed yellow bricks at various locations to show runners the way through the wooded trail. The overall fitness challenge began at the NA in 1981 and has evolved over the years; the FBI started awarding yellow bricks in 1988. Two former staff members at the FBINAA National Office, Suzy Kelly and Susan Naragon, played a huge role in reincar nating this fun-filled, virtual run five years ago with proceeds benefiting the Charitable Foundation. The following year, work ing alongside foundation board members Kelli Bailiff and Mitch Mueller, the Yellow Brick Road, affectionately known as YBR to those who have gone through the academy or participated, has turned out to be a very successful fundraiser. Today, law enforcement friends and families, along with key business partners, have raised more than $100,000 benefit ing FBINAA active members and their families during their time of need. A huge thank you to 5.11 Tactical, Bansbach Easylift, and Panasonic for supporting this event and continuing their dedication to our law enforcement families. Join us for this fun event and help those law enforcement colleagues in need. Visit www.fbinaafoundation.org and get your 2024 Foundation Supporter packet!

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John Simmons THE HISTORIAN'S SPOTLIGHT

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T he National Academy is rich with examples of professional support, post-retirement interaction and lifelong relation ships. I previously wrote an article about the annual spring gather ing of NA Session 226 hunters in Texas. Well, I just returned from the 17th annual gathering and am pleased to report numerous hogs were taken, many stories of past accomplishments were told and retold (some very slightly exaggerated, I have no doubt…) and most attendees were aging gracefully. My special thanks to Duke Atkins , NA Session 226 and proud Texas Chapter past presi dent, for hosting this annual event! The article mentioned above also solicited other examples of long-standing annual events. Greg Guiton — fellow NA Session 215 graduate, former FBINAA National Staff member and active member of the Maryland-Delaware Chapter — began nearly 10 years ago inviting me to his chapter’s annual Navy football tailgate event in Annapolis, Md. (At that time, I was the director of law enforcement and military sales for CZ-USA and received invita tions to a large number of chapter events throughout the United States.) After reading about the annual NA Session 226 hog hunt in Texas, Greg suggested I get in contact with Bob Emory , NA Session 86, who established and had hosted the annual Navy Football Tail gate since 1976. I recently had the opportunity to visit with Bob and learn more about his amazing story. But first a little bit about Bob. He joined the Annapolis Police Department in 1962 and was only 30 years old and a Corporal when he reported to the NA Session 86 in the fall of 1970. (Note: I am not aware of any other 30-year-old graduates or, for that matter, any graduates under the rank of sergeant. How about you?) Upon graduation, Bob remained very active in his chapter, which hosted a number of events throughout the year. He wanted to make his own contribution to the chapter by organizing another event in the Annapolis area…so, in 1976, he hosted the very first tailgate event at the U.S. Naval Academy’s football stadium. Bob said it was nothing special — a small event with a single folding table, 10-15 attendees and the usual array of tailgate consumables like beer, bloody marys, hot dogs and hamburgers. Bob said it grew a little bit each year. And grow it did! One year they had 186 people in attendance. Bob said FBI Director Louis Freeh even dropped by one year and enjoyed some refreshments with the at tendees. Last year’s event was also attended by 12 of their chapter members who were in the NA Session 288 at Quantico. Bob rose to the position of Chapter president in 1982 and then retired from the Annapolis Police Department in 2011. Even after 50 years of public service he continues to host his amazing Navy football tailgate event each September. And, two years ago, the event was officially named the Bob Emory FBINAA Tailgate Party. It is now a catered event located on prime turf near the front of the Navy-Marine Corps Memorial Stadium. All 1,200-plus U.S. Naval Academy Midshipmen march past their venue into the stadium before the game – an amazing sight for sure! And a huge congratulations to Bob for his vision, hard work and contributions to the National Academy! (As a side note the Maryland-Delaware Chapter does an amazing job hosting events. Be sure to clear your 2025 calendar to attend the National Conference in Baltimore!)

I recently received an interesting request from Greg Seel , NA Session 201. According to Greg, a generous citizen dropped sev eral old black and white photographs off at the Burlington (North Carolina) Police Department last year. They are clearly marked, “Burlington Police Department – 1913.” Unfortunately, the photo was not from the Burlington Police Department! Greg reached out to the Burlington (Vermont) Police Department and, you guessed it…it wasn’t from there either. So Greg asked that I reach out to a larger audience. There are some names written on the back of one photo – Ranson or Ransom, McElroy, Bob Stump and Hanson. The uniformed officers are wearing double-breasted coats and a mix of six-pointed and shield-type badges. One photo depicts five uniformed officers, three gentlemen in suits and one woman in a white dress. Large brick buildings are prominent in the back grounds. These great photos deserve to hang in a place of honor in the correct Burlington Police Department! Any suggestions? Email me at jsimmons@fbinaa.org and I’ll send you a file contain ing the print images for a closer inspection. Thanks in advance for helping Greg and I put this historical quest to rest. Lastly, I spent two terms as the secretary/treasurer of the Kansas/Western Missouri Chapter and now help out on the 2024 National Conference Committee. Please consider this a shameless (but prideful!) plug for attending what will truly be a wonderful National Conference in Kansas City, Missouri! The last National Conference in Kansas City was in 2004 and occurred about six months after I graduated from the NA Session 215. Over the years I’ve come to appreciate all that our National Conferences have to offer. If you have suggestions for historical articles please make a point of visiting me during the conference. I look forward to seeing you in Kansas City!

John Simmons, FBINAA Historian

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FBI NATIONAL ACADEMY ASSOCIATES, INC 60 th NATIONAL ANNUAL TRAINING CONFERENCE JULY 20-23 | 2024 KANSAS CITY, MISSOURI

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SUMMARY OF SESSIONS & SPEAKERS KEYNOTE SESSIONS

2024 NATIONAL ANNUAL TRAINING CONFERENCE | KC

Warrior Mindset Nick Lavery , Active-Duty Green Beret, United States Army Special Forces; Founder and CEO of Precision Components; Best-selling Author of Objective Secure: the Battle-Tested Guide to Goal Achievement .

Using the Warrior Ethos as a framework, this presentation provides real world examples and a battle tested methodology to enable users to unlock resilience capacity and increase performance capability. Nick Lavery , born and raised in Massachusetts, is an active-duty Green Beret within The United States Army Special Forces. The Green Berets perform critical missions including direct action, counterinsurgency, foreign internal defense, special reconnaissance, and unconventional warfare. Nick is currently serving as a Special Forces Chief Warrant Officer and is widely recognized as an experienced subject matter expert in special opera tions, intelligence fusion, mission planning, and complex problem solving across all operational continuums. He is also the first amputee in military history to complete the Special Forces Warrant Officer Technical and Tac tical Certification course, the Special Operations Combatives Program Instructor course, and the Special Forces Combat Diver Qualification course. In 2013, while deployed to Afghanistan, he and his Detachment fell victim to an insider attack ultimately resulting in the amputation of his leg. Following a year of surgeries and initial recovery including the use of a prosthetic at Walter Reed National Medical Military Center, he returned to his unit. Refusing a military medical retirement, Nick set his sights on returning to operational status. In 2015, at the conclusion of a challenging, comprehensive assessment designed to evaluate Nick's abilities to operate, he returned to his Detachment and was subsequently deployed once again to Afghanistan conducting full spectrum combat operations. Nick's awards include the Silver Star, three Purple Hearts, three Bronze Stars, Bronze Star with “V” for valor, Defense Meritorious Service Medal, two Meritorious Service Medals, Joint Service Commendation Medal, Joint Service Achievement Medal, two Army Commendation Medals, Army Achievement Medal, the OSS Society Peter Ortiz Award, the Bruce Price Leadership Award, and the Special Operations Command Excalibur Award. Nick is the founder and CEO of Precision Components LLC where he and Team MACHINE train, advise, enable, and inspire organizations and individuals to unlock capacity and increase capability. He is also the best-selling author of Objective Secure—the battle-tested guide to goal achievement. Nick is a warrior, leader, team mate, and most importantly a proud husband and father of two young boys. He enjoys reading, writing, lifting weights, Brazilian Jiu Jitsu, and shooting. Most significantly however, he enjoys building forts, Legos, getting dirty, drawing, and reading with his sons and traveling, eating dinner, and watching movies with his wife. learn leadership skills that will enhance the organization’s ability to meet its goals and achieve its mission! Chief Nuriddin is certified by the Department of Justice and the California Peace Officers Standard of Training in Diversity. She has instructed internationally with the Federal Bureau of Investigation’s International Police Academy and served as a certified instructor for Penn State Safety and Justice Institute and FranklinCovey. Chief Nuriddin is a member of the International Association of Chiefs of Police, the Florida Police Chiefs Asso ciation, the Police Executive Research Forum, FBINAA, NOBLE, the Institute of American Policing Reform, and various executive law enforcement organizations. Chief Nuriddin is also dedicated to community service as a life member of the Rotary Club-Paul Harris Fellow and has served on the Kern County Hispanic Chamber of Commerce and the Henrietta Weill Memorial Child Guidance Clinic.

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