ASSOCIATE Magazine FBINAA Q2-2025

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

IN SIDE

FBINAA.ORG | Q2 2025

F EATURE S 14 Mid - Managers Perspective Managing an Off-Duty Program – Kathy Vargas, Business Development Manager, Off Duty Management, NA Session 271 18 Right Fit Leadership – Special Agent Anthony Giaimo, M.S.S.L., NA Session 241, and Dr. Dale Retzlaff 22 National Annual Training Conference

50 Meet the Candidates - Section III

56 Rescue Task Force: The Time is Now – James Cullen, NA Session 243

22

COLUMNS 04 Association Perspective 11 National Office Update 49 National Academy Update 54 Historian’s Spotlight 59 A Message from Our Chaplain

EACH ISSUE 06 Strategic / Academic Alliances

AD INDEX – 5.11 05 Verizon 09 Panasonic 61 CRI-TAC – JFCU

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

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

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

Section IV Representative / STEPHEN HRYTZIK Chief of Law Enforcement Accreditation, Ohio Department of Public Safety, Office of Criminal Justice Services (OH), shrytzik@fbinaa.org

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

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

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

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

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

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

Membership Coordinator, MARY MAGUIRE 703.632.1994 mmaguire@fbinaa.org Retail Operations Manager, NICOLE OPPER 703.632.1902 nopper@fbinaa.org

Executive Assistant, ANDREA CRAWFORD 703.632.3052 acrawford@fbinaa.org

Retail Associate, LAUREN JACK 703.632.1902 ljack@fbinaa.org

Director of Marketing and Communications, RILEY MORAN 731.819.2000 rmoran@fbinaa.org

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

Brand and Marketing Manager, KEVIN WARREN 731.513.0147 kwarren@fbinaa.org

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

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

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

Partnership Coordinator, TAYLOR JACK 703.632.1902 tjack@fbinaa.org

Director of Member Services, JENNIFER WATSON 571.329.1528 jwatson@fbinaa.org Membership and Database Manager, RENEE REYNOLDS 703.632.1944 rreynolds@fbinaa.org

2 FBINAA.ORG | Q2 2025

Q2 2025 | Volume 27, Number 2 The Associate is a publication of the FBI National Academy Associates, Inc.

FBINAA.ORG | Q2 2025

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Riley Moran and Kevin Warren / Publishers Bridget Ingebrigtsen / Editor Dave Myslinski / Design

© Copyright 2025, the FBI National Academy Associates, Inc. Reproduction of any part of this magazine without express written permission is strictly prohibited.

The 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 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.

21st Century contemporary trends, challenges, and issues facing the global law enforcement community.

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The Associate Magazine, the official publication of the FBI National Academy Associates, is seeking subject matter experts nto write original, unpublished, continuing law enforcement-related education articles. 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

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On the Cover: Baltimore, Maryland, skyline on the Inner Harbor at dusk.

3

ASSOCIATION PERSPECTIVE

Craig Petersen

G reetings all! This is an exciting time to be a member of the FBI National Academy Associates. We have so many wonderful things happening around our association, and I am excited to share some of them with you. First, we welcome our most recent members, the graduates of Session 294! I welcome you to the FBINAA family and encourage you to get involved in your local chapters and remain active in the Association. By staying active, you will continue to expand your network, receive quality training, and experience the unique events that are held by each chapter around the world. Speaking of chapters, we had an amazing Chapter Leadership Summit in March at the FBI Academy in Quantico. A huge thank you goes out to our National Office Team who worked extremely hard to plan and execute such an effective and wonderful summit. The summit consisted of presentations, panel discussions, and networking among the chapter leaders. Ideas were exchanged and valuable information was gained. Based on the feedback I have received, the summit is one of the best and most productive in recent years. Thank you to our chapter leaders that work hard every day to support this association. We also had a fantastic expo day with our Strategic Partners as well. We thank them for their year-round support of our association. We concluded the summit with a social mixer sponsored by Justice Federal Credit Union followed by the iconic 5.11 steak night. Special thanks to JFCU and 5.11 for their sponsorship of such a great evening. While at the CLS, in an emotional moment for me, I also presented Immediate Past President Scott Rhoad with his gold membership card, a special recognition of Scott’s nine years of service to the National Board. Scott’s last conference as a National Board member will be the upcoming National Annual Training Conference in Baltimore. Scott has served the Association very well. He has a servant’s heart and has always put the best interests of our members first. Personally, he has mentored me, and I am proud and fortunate to call him my friend. I know we will continue to see Scott and his family at FBINAA events. We thank Scott for his exemplary service to the FBI National Academy Associates. Regarding the National Annual Training Conference in Balti more, we have a fantastic conference planned for our members. The Maryland-Delaware Chapter, the National Office Team, and the Eventive Group have worked for months to bring our members an experience they will not forget. We are excited to have Tim Tebow as one of our keynote speakers this year! Our co-host com mittee has also booked .38 Special for a concert on FBINAA Night. If that is not enough, they have planned not one but two crab feasts. There is also a whiskey tasting event, a 5k run, and golf to name a few of the activities. Our training committee worked hard to select our trainers for the conference. We will be offering 28 breakout sessions and six keynote speakers this year. Our vendor hall will be one of the largest we have ever offered, so you will not want to miss the opportunity to learn about all of the latest goods and services offered to public safety. Exciting new benefits are here for our members! When Executive Director Jeff McCormick was hired, one of his goals was to provide so many member benefits that it would be foolish not to be a member of the FBINAA. He and the membership

team are keeping their promise. Our membership team secured discounts from three of the major airlines for our members who will be traveling to Baltimore for the National Annual Training Conference. This is a first for the Association. Our membership team also added a benefit called “Member Deals.” You can find access to this amazing benefit on our website in the members only section. Member Deals offers discounts to our members on just about anything you can think of, travel, theme parks, hotels, rental cars, concerts, sporting events, movie tickets, jewelry, electronics, and more. This is one of the most significant member benefits we have ever offered. I encourage you to take advantage of this incredible offer. Lastly, this will be my last article in the Associate Magazine as your Association President. The past year has been truly incredible, and I am so thankful for the opportunity to serve you, our members. My favorite part of this past year is, without a doubt, meeting so many wonderful people and making new friends. Our Association is special and the reason for that is the people who comprise it. I would like to thank all who have supported Michelle and me on this journey. We are thankful for your friendship. To our National Board Members, I thank you for your support, your counsel, your friendship, and for your service to this Association. To Scott Rhoad and Mike Hardee, who end their terms on the board this year, thank you for putting your heart and soul into this Association and for your service to our members. To our National Office Team, I say it all the time, but I will say again, you are the best in the business. I do not know of a harder working, more committed group of people in any organization. I have seen what you do behind the scenes for our members, and it is incredible. Thank you, thank you, thank you! Serving as your Association President has been one of the great honors in my life and I am so grateful for the opportunity to serve you.

God bless,

Craig Petersen 2024-2025 FBINAA President NA Session 245

4 FBINAA.ORG | Q2 2025

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Life After Law Enforcement® Panel Paul Butler ( Moderator) Retired Chief, NA Session 220

Colonel Bill Gardiner , Director of Idaho State Police, FBINAA Section I Representative, NA Session 238

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NATIONAL OFFICE UPDATE FROM THE EXECUTIVE DIRECTOR

FBINAA.ORG | Q2 2025

Jeff McCormick

E ven before the 2024 National Election and the turnover in administration this past January, it has been a time of great change within the U.S. Government and the FBI. Congress continues to debate funding levels for federal agencies, and those agencies must prepare to tighten their belts. The appointment of a new FBI Director signaled a potential shift in priorities for the FBI. As the curators of the World’s Strongest Law Enforcement Leadership Network, the FBI National Academy Associates have been understandably curious about how these changes will affect the FBI National Academy program. Happily, I can report whatever changes may be occurring within the FBI, the National Academy program remains an impor tant priority within the Bureau. During his first month in office, Director Patel attended the graduation of Session 293. During his remarks, he noted the almost 90-year history of the FBINA, and described the network formed by the graduates of the program as the largest brother and sisterhood in law enforcement. He also directed the graduates of 293 to go back and promote the National Academy to their colleagues. He said that his plan was to fill every seat in every NA class, because the mission of the National Acad emy cannot fail! I was greatly encouraged and inspired by his words. I agree with his characterization of the network built at the National Acad emy. Since the National Academy began in 1935, the network has grown to include all 50 States, every U.S. territory, more than 170 countries, and nearly 57,000 graduates! I am proud of the work and the vision of the FBI National Academy Associates to continu ously develop this network. Those graduates of the National Academy who take seri ously the great honor they received in being nominated, who remain committed to paying forward the value of the lessons they received, continue to maintain their involvement in the FBINAA. It is their commitment to the ideals of the NA and the NAA that ensure the network maintains its ability to do good for law enforcement agencies, the citizens they serve, and yes, the members of the network. For every crime solved and case closed via the network, there is a story of one graduate helping another with a personal matter. And as remarkable as the close relation ships formed between session mates are, the true magic of the FBINAA is that a member can call another member from ANY session and get the exact same, instant help as if they had called someone they worked alongside every day and night for 10 weeks at the FBI Academy. That is why it is so important for NA graduates to maintain their membership in our amazing Association, during their career and even into retirement. Like the FBI, there are great changes occurring within the FBINAA as well. Members, be sure to check out our website to explore the many new benefits of membership we now have to offer. And a special thanks to our sponsors and partner agencies who continue to recognize the importance of our Association, and work alongside us to support our network!

The men and women of the FBINAA’s National Office are hard at work ensuring our members have access to this great network and the resources to make full use of the benefits of membership. Please do not hesitate to reach out to any of us for assistance. You can find our contact information on the FBINAA website, and page 2 of this magazine. We are proud of our As sociation and our Associates!

Warmest Regards,

Jeff McCormick FBINAA Executive Director

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SUPPORT THOSE WHO SUPPORT US.

FBINAA Alliance Partners Business Directory

The support from our FBINAA Alliance Partners is critical to our mission. These Alliances are much more than financial contributions; they are a commitment to a shared mission. Through their generosity, our Alliance Partners empower us to deliver top-notch training, foster crucial networking opportunities, and equip law enforcement leaders with the knowledge and skills necessary to keep our communities safe. Together, we are building a stronger, more effective law enforcement community on a global scale.

John J. DeVoe FBINA Session #252 Director of Strategic Partnerships Partnerships@FBINAA.org

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FBINAA.ORG | Q2 2025 14

MID-MANAGERS PERSPECTIVE MANAGING AN OFF-DUTY PROGRAM

FBINAA.ORG | Q2 2025

KATHY VARGAS, BUSINESS DEVELOPMENT MANAGER, OFF DUTY MANAGEMENT, NA SESSION 271

From a mid-manager’s perspective, effective program management and oversight of an agency’s off-duty program are essential to meeting operational goals, accountability, and public trust. During my tenure as a captain, I had oversight of our off-duty program and quickly realized that my role in managing our program was critical to our operational success. One of our

main challenges was finding a streamlined process that would provide accountability and liability protection for our officers. The key factors necessary to effectively facilitate an off-duty program are operational efficiency and accountability, transparency and trust, financial oversight, officer well-being and morale, risk mitigation, accountability and compliance to policies and procedures.

continued on page 16

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Continued from "Managing An Off-Duty Program", on page 15

M any agencies around the country have multiple staff members, sworn and non-sworn, managing their off-duty program. This varies from agency to agency. Some agencies require liability insurance and have an approval process in place, while others take a hands-off approach, leaving officers exposed by permitting them to take any job, including "cash jobs." Some agencies post their off-duty jobs in the muster room or list in a binder for sworn staff to review and sign up for jobs, while others use apps or email to “push out” their jobs. Before we became agency partners with Off Duty Manage ment, my agency had no idea where individuals were working throughout the city. We could not export any reports related to off-duty employment. My sheriff once asked me how many deputies were working over the past weekend, but I could only tell him the number assigned to a planned detail with our sister agency. When he emphasized the need to know where our deputies were working off-duty, it became clear that we needed a solution like Off Duty Management. At that point, the only way to track our officers' off-duty assignments was by requesting the information through emails sent to the officers or location coordinators. TRANSPARANCY AND TRUST In 2024, my previous agency, the Virginia Beach Sheriff’s Office, decided to partner with Off Duty Management to establish true oversight of our program through access to their important off-duty employment information. Managers at every level can now provide feedback to senior leadership gleaned from our OPERATIONAL EFFICIENCY AND ACCOUNTABILITY

WELLNESS AND MORALE Limiting the amount of hours worked in a day or week is one way to reduce liability and reduce burnout. Officer fatigue can have a significant impact on performance and decision mak ing, creating an unsafe situation. Agencies that streamline their process and allow staff to access to select jobs, internal trust is built. When jobs are managed by individual “select” coordi nators, perceptions of unfairness can arise. Using a software solution such as Off Duty Management increases transparency within the department and allows provisions for monitoring hours worked. Many of these areas discussed are in line with best practices and recommendations made by the President’s Task Force on 21st Century Policing.

About the Author: Kathy Vargas has more than 28 years of law enforcement experience and recently retired as a Captain from the Virginia Beach Sheriff’s Office, where she was the Director of Training. She holds a Bachelor’s in Criminal Justice from St. Leo University and a Master’s in Law Enforcement & Public Safety Leadership from the University of San Diego. Kathy is also a gradu ate of the FBI National Academy Session 271 and the National Criminal Justice Command College. Kathy has developed leadership courses and served as a Peer Sup port Coordinator. Certified in emotional intelligence, she incorporated these principles into her training pro grams. Kathy is also a dedicated community volunteer, actively participating in Virginia Special Olympic events. Her expertise and commitment to officer wellness make her a respected leader in her field.

software solution. More importantly, operational supervisors can use information in the system to verify the locations of officers as they make rounds on their shifts.

The best way to build trust in your community is to have true oversight of your program. We hear stories from around the country about officers working excessive hours, leading to poor decision making and risks to officer health and well-be ing. It is crucial to have data in place to track off duty working hours. Leadership has the responsibility to ensure that officers’ hours and work locations comply with policies and procedures and that they are not overworked. Our communities expect officers to effectively process information and make sound decisions quickly.

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RIGHT FIT LEADERSHIP A BLUEPRINT FOR SUCCESS IN LAW ENFORCEMENT ADDRESSING LEADERSHIP GAPS FOR EFFECTIVE POLICING

SPECIAL AGENT ANTHONY GIAIMO, M.S.S.L., NA SESSION 241, AND DR. DALE RETZLAFF

Leadership in law enforcement is the cornerstone of effective policing, public safety, and the overall well-be ing of officers. However, incidents of law enforcement challenges, miscon duct, and organizational failures have repeatedly shown that the absence of effective leadership often plays a significant role in these outcomes. In many instances, leadership deficien cies in law enforcement organizations can be traced back to the lack of tar geted, rank-specific leadership train ing for officers who ascend to com mand positions. This phenomenon is not only a concern for the officers themselves but also for the communi ties they serve, as poor leadership can exacerbate tensions, reduce morale, and lead to inefficiencies in manag ing public safety and resources. This article will explore the importance of continuous, tailored “Right Fit” lead ership training as a vital solution to these challenges. Note: Examples presented within this article have been extracted from government research sources and should not be viewed as an overall judgment of the (individual) exceptional law enforcement officers who diligently serve their communities daily.

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I n the context of law enforcement, the notion of leadership is often broad based and over generalized. While general (basic) leadership skills are crucial in policing, they are not always sufficient to address the complex demands placed on officers in command positions. One significant problem is that many officers, who are promoted to leadership positions based on their exemplary performance as rank-and-file officers and or test scores, often lack the specific leadership training required for the complex managerial tasks that come with their new roles. Research from the Bureau of Justice Statistics (BJS) highlights that law enforcement agencies frequently promote officers based on their technical skills, performance in the field, testing and years of service, rather than their capacity for leadership in administrative and strategic roles. This approach, while understandable in some con texts, can be a double-edged sword. A police officer’s ability to make arrests, respond to critical incidents, or engage with the public does not necessarily translate into the competencies needed for managing a team of officers, overseeing budgets, setting department-wide poli cies, or navigating significant political and social pressures. The Federal Bureau of Investigation (FBI) has also recognized that leadership challenges in law enforcement are exacerbated by the absence of targeted leadership training tailored to the distinct needs of different command ranks. This lack of role specific training can lead to operational inefficiencies and, more critically, erode public trust—underscoring the urgent need for a more strategic approach to leadership development within law enforcement agencies. This gap in training can have far-reaching consequences, from tactical and operational inefficiencies to more serious failures in public trust. LEADER FAILURES AND THEIR CONSEQUENCES When leadership within law enforcement agencies fails, the impact extends beyond operational inefficiencies and tactical errors. The public trust in the police is often eroded, and the de partment itself may face internal challenges such as low morale, high turnover rates, and decreased engagement from officers on the ground. Unfortunately, we know from recent past examples, these leadership failures are not rare. A significant example of leadership failure occurred in the aftermath of the 2014 shooting of Michael Brown in Ferguson, Mo., which highlighted systemic problems within the Ferguson Police Department. One of the root causes (according to the DOJ review) of the unrest was attributed to leadership and manage ment failures at various levels of the department. The leadership was criticized for a lack of strategic direction and for fostering an environment that prioritized aggressive policing tactics over community engagement. The lack of effective leadership in deal ing with the incident contributed to the escalation of violence and mistrust between the police and the community, leading to a significant breakdown in public safety and relations. Similarly, during the 1999 events surrounding Amadou Diallo in New York City, where four police officers fired 41 shots at an unarmed man, one of the key factors cited in the investigation was the lack of proper leadership and accountability. The officers involved were not adequately trained to deal with the high-pres sure situations they faced, and the leadership structure within the department did not have adequate mechanisms in place to monitor and address performance issues at the operational level. LEADERSHIP GAPS IN LAW ENFORCEMENT

FBINAA.ORG | Q2 2025

More recently, the 2020 death of George Floyd in Minneapolis brought issues of policing and leadership to the forefront once again. Beyond the individual actions of the officers involved, the failure of leadership within the Minneapolis Police Department to address a history of excessive force, poor officer training, and a culture of indifference to misconduct played a crucial role in the tragedy according to the Department of Justice. In each of these incidents, a common theme is that leadership—at both the tactical and strategic levels—was either inadequate or lacking entirely, and this failure had catastrophic consequences THE NEED FOR RANK-SPECIFIC LEADERSHIP TRAINING In order to mitigate these challenges, law enforcement agen cies must prioritize leadership development at all ranks, with a focus on providing training that is specific to the responsibilities and challenges of each command level. For example, the leader ship needs of a sergeant, responsible for supervising frontline officers, differ considerably from those of a lieutenant or captain tasked with overseeing larger units and making decisions that affect the broader department. According to the FBI National Academy, while law enforce ment professionals often receive general leadership training during their careers, the training is not typically specific to the unique requirements of higher command positions. The FBI’s Law Enforcement Executive Development Association (LEEDA) emphasizes the importance of leadership training that takes into account the specific duties of police commanders, including personnel management, resource allocation, and crisis man agement. Without specialized training, officers may struggle to transition from tactical roles to strategic leadership, resulting in mismanagement or inadequate responses to complex issues. The BJS also reports that only about 40 percent of law enforce ment agencies in the United States provide specialized leadership training to officers once they are promoted to higher ranks, with many agencies offering no formalized leadership development at all. This leaves a significant gap in the preparation of officers for the challenges they will face as they ascend through the ranks. Moreover, leadership development programs should focus not only on administrative skills but also on emotional intelli gence (EI), communication, and decision-making under pressure. As leaders, law enforcement professionals must be equipped with the tools to understand their subordinates, make sound decisions in high-stress situations, and navigate the broader political, so cial, and legal landscape that often influences policing practices. BRIDGING THE GAP: WHAT WORKS Several law enforcement agencies have recognized the need for rank-specific leadership development and have implemented training programs designed to address these gaps. These pro grams emphasize the need for law enforcement leaders to pos sess not only technical and tactical proficiency but also the ability to lead with integrity, empathy, and vision. The FBI’s National Academy, for example, offers advanced leadership training designed for police executives, with a curricu lum that includes modules on management, community engage ment, strategic planning, and organizational development. The goal is to equip law enforcement leaders with the skills necessary

continued on page 20

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Continued from "Right Fit", on page 19

build a leadership pipeline that aligns with the evolving demands of policing while promoting a culture of excellence and integrity. Investing in comprehensive leadership training at all levels is not just a strategic initiative but a vital step in shaping the future of law enforcement. Such investments will help agencies address the complexities of modern policing, mitigate the risks of high-profile fail ures, and, most importantly, rebuild and sustain the public trust that is fundamental to effective policing. By cultivating "Right-Fit" leaders, law enforcement can pave the way for safer communities, stronger departments, and a more equitable and trusted justice system. Post Items for Focused Consideration: 1. Encourage Leaders to Support Leaders: Promote mentoring and shadowing programs within law enforcement agencies, fostering a culture where seasoned leaders help develop emerging leaders. Actively share best practices for leader ship development with other agencies. Organizations such as the FBINAA and the IACP offer excellent resources and platforms for collaboration. 2. Utilize After-Action Reviews (AARs) as Learning Tools: Conduct inclusive and frequent AARs to assess performance, identify lessons learned, and implement continuous im provement strategies. These reviews should engage all relevant stakeholders to ensure diverse perspectives and foster a learning-oriented culture. 3. Invest in Building Future Leaders from Day 1: Establish programs and initiatives that focus on cultivating leadership potential from the moment individuals join the agency. Early identification and development of leadership skills are essential to ensure a strong leadership pipeline for the future. Executive Leadership Institute. (2024). Leadership. GPO FBI National Academy. (2024). Academics. (Brochure) United States District Court -MD (1999). Amadou Diallo and the Federal Prosecution. United State Department of Justice. (2015). Investigation of the Ferguson Police Department. Civil Rights Division. GPO United State Department of Justice. (2023). Investigation of the City of Minneapolis and the Minneapolis Police Department. Civil Rights Division. GPO United State Department of Justice. (2015). Leadership for Public Safety. GPO References Bureau of Justice Statistics. (2022). Training. GPO

to navigate complex societal challenges, from managing officer wellness to addressing community concerns and improving departmental effectiveness. Additionally, many agencies have started integrating leader ship training into their recruitment processes, ensuring that officers promoted to command positions have a robust under standing of the duties and expectations associated with leader ship roles. Leadership programs such as the Senior Management Institute for Police (SMIP) run by the Police Executive Research Forum (PERF) offer intensive courses that focus on the unique leadership challenges faced by senior officers. Another example of progress is the development of scenario based leadership training, where law enforcement leaders can engage in simulated high-pressure situations that mirror real-life crises. This type of training has been shown to improve decision making and crisis management skills while promoting collabora tion and communication within teams. It also helps bridge the gap between tactical experience and strategic leadership, equip ping officers with the skills to think critically and act decisively when faced with complex challenges. A CALL FOR CHANGE As law enforcement agencies continue to adapt to the evolving challenges of the 21st century, it is clear that the status quo regarding leadership development is no longer sufficient. The failures that have been witnessed in several high-profile incidents across the country demonstrate that leadership training needs to be far more targeted and specific to the roles and responsibilities of each command level. Police chiefs, sheriffs, and other law enforcement leaders must prioritize the development of comprehensive leadership programs that address the unique challenges faced by officers at every stage of their careers. These programs should be designed to enhance the capabilities of officers as they transition from frontline roles to su pervisory and executive positions, ensuring that they are equipped with the tools to lead with integrity, fairness, and effectiveness. In addition, agencies should implement regular leader ship assessments to ensure that their leadership pipelines are functioning effectively and that leaders are equipped with the knowledge and skills to make sound decisions under pressure. Such assessments can also help identify potential leadership gaps within the department, enabling agencies to provide timely intervention and targeted development opportunities. CONCLUSION Effective leadership is the cornerstone of successful law enforcement, with its influence extending far beyond the internal operations of a department to impact the well-being of entire com munities. Conversely, the consequences of poor leadership can be profound, eroding public trust, diminishing officer morale, and com promising the ability to maintain safety and order. Moving forward, it is imperative for law enforcement agencies to prioritize rank specific leadership training that equips officers with the specialized skills and knowledge required to excel in their respective roles. Through targeted training initiatives, robust leadership devel opment programs, and a steadfast commitment to accountability and transparency, agencies can cultivate leaders who are not only competent in managing the operational complexities of modern policing but also dedicated to fostering equity and community centered practices. This approach will empower departments to

About the Authors: Special Agent Anthony Giaimo , M.S.S.L, (NA Session 241) is a Past President and Vice President of the Eastern Pennsylvania FBINAA Chapter and Chief of Police and Emergency Management Coordi nator (Ret.- Tredyffrin Township Police). Previous experi ence (25 years) as a SWAT operator, sniper, commander and currently is a university professor, and Co-Director of the Criminal Justice Leadership program, teaching leadership to first responders and specialized military units. Current duties as a Special Agent for the State of Florida Department of the Lottery – Law Enforcement Division. Previous contributor to the FBINAA Magazine with articles focusing on Crisis Management, Active Ag gressor and other relevant topics. Dr. Dale Retzlaff is the Director of the Organizational Leadership Program and Co-Director of the Criminal Justice Leadership program in the School of Leadership at the University of Charleston. Associate Professor of Leadership teaching law enforcement, EMS and crisis leadership to specialized military units and first responders. He is a decorated combat veteran having served with the 2nd Ranger Battalion and a career law enforcement official, retiring as a police commander with the Washington State Patrol (Lieutenant, Ret.). Pre vious contributor to the FBINAA Magazine with articles focusing on Crisis Management, Active Aggressor and other relevant topics.

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FBI NATIONAL ACADEMY ASSOCIATES, INC 61 st NATIONAL ANNUAL TRAINING CONFERENCE AUGUST 2 - 5 | 2025 BALTIMORE, MD

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2025 FBINAA NATIONAL ANNUAL TRAINING CONFERENCE | BALTIMORE

KEYNOTE PRESENTATIONS

Series: Leadership - Motivation BRINGING INSPIRATION AND PASSION TO THOSE WHO SERVE Tim Tebow , CEO, Tim Tebow Foundation

Tim Tebow is a two-time national champion, Heisman Trophy winner, College Football Hall of Fame inductee, first-round NFL draft pick, and a former professional baseball player. The five time New York Times best-selling author, speaker, and college football analyst is most passion ate about his work with the Tim Tebow Foundation, whose mission is to bring faith, hope and love to those needing a brighter day in their darkest hour of need. The foundation is currently fighting for some of the most vulnerable people around the world in more than 90 countries. Tim is married to Demi-Leigh Tebow, a speaker, author, entrepreneur, and Miss Universe 2017. Tim and Demi live in Jacksonville, Florida., with their three dogs, Chunk, Kobe, and Paris.

Series: Emerging Technologies - Crime Analysis NY STATE CRIME ANALYSIS CENTER NETWORK - INTELLIGENCE LED POLICING THROUGH STRATEGIC PARTNERSHIPS Thomas Cummings , Director, Suffolk Crime Analysis Center; NA Session 231 Todd Weiss , Director, Capital Region Crime Analysis Center; NA Session 285 This presentation will showcase the “first in the nation” New York State Crime Analysis Center Network, part of the New York State Division of Criminal Justice Services, Office of Crime Analysis and Strategic Partnerships. The NYSCAC Network, consisting of eleven regional Crime Analysis Centers located across New York State, is the first network of its kind in the United States. The presentation will detail thede tail on the structure of the network, the network-wide capabilities and advantages over “stand alone” a Real Time Crime Center or Law Enforcement Operations Center . The presentation will go into detail on the analytical and technological capabilities of the network and the individual centers that comprise the network. The presentation will also showcase the NYSCAC network’s innovative partnerships with more than 360 state, local and federal law enforcement agencies and the cutting-edge work being done in reducing all Part 1 crime and in particular violent crime. Attendees will see a working example of the crime reduction possible with crime analysis and strategic partner ships, and take away a blueprint for creating a local or regional crime analysis center network.

Thomas Cummings has been director of the Suffolk Crime Analysis Center since November of 2021. The Suffolk Crime Analysis Center is one of 11 regional crime analysis centers that comprise the NYS Crime Analysis Center Network, program sponsored by the New York State Office of Crime Analysis and Strategic Partnerships. Prior to becoming the director of the Suffolk Crime Analysis Center, Director Cummings served with the Southampton Village Police Department for almost 35 years, the last ten as Chief of Police before retiring in September of 2021. During his police career, Director Cummings served as a patrol officer, a detective, a sergeant, a lieutenant, as captain/executive officer and as Chief of Police. Director Cummings is a graduate of the 231st session of the FBI National Academy and Syracuse University and was the President of the Suffolk County Police Chiefs Association from January 2019 through December 2022 .

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KEYNOTE PRESENTATIONS

Todd Weiss retired from the Town of Colonie Police Department in 2023 as a Lieutenant with over 23 years of service. During his career at Colonie PD, he served various capacities within the Patrol, Investiga tions and Administrative Services Divisions, including supervisor of the Special Investigation Unit and Computer Crime Unit. Additional assignments included Special Services Team, Community Services and Training. Todd Weiss is currently the Director of the Capital Region Crime Analysis Center, overseeing the operations of crime analysis and real-time service teams that provide crime analysis, intelligence, information and on-demand, real-time services to law enforcement as they respond, investigate and otherwise prevent criminal activity within the Capital Region

24 2025 FBINAA NATIONAL ANNUAL TRAINING CONFERENCE | BALTIMORE Series: Life After Law Enforcement LIFE AFTER LAW ENFORCEMENT® PANEL Colonel Bill Gardiner , Director, Idaho State Police; FBINAA Section I Representative; NA Session 238 Laurie Cahill, Past President FBINAA (2014); NA Session 198 Major Mark Santiago (Ret), New Jersey State Police; NA Session 278 Daryell Harmon , Vice President, Sales, ASP, INC Paul Butler , Moderator, Retired Chief, NA Session 220 Frank Trammer is a dynamic and influential speaker, trainer, and coach in the areas of leadership and per sonal development. In 2018, Frank founded Guardian Leadership whose mission is to inspire, challenge and equip others to lead with purpose, achieve their fullest potential, and enrich the lives of those they serve. Frank has a passion for leadership and building a world of great leaders who are committed to improving themselves, their organizations, and the lives of those they lead. He has helped hundreds of public safety agencies and thousands of leaders at all levels transform their lives, their careers, and their organizations through his motivational style of leadership training. Frank serves as Executive Director for the John Maxwell Team, one of the largest and most trusted training and development organizations in the world. He has also served as an adjunct professor at the Georgia Institute of Technology and Columbus State University where he taught leadership. In addition to his leadership experience, Frank has a diverse public-safety background, having worked more than 20 years in state, county, and municipal law enforcement. Currently Frank serves as the Chief of Police for the newly created Stockbridge Police Department. This program is designed to help identify the importance of organizational values in creating a strong leadership culture; how to clarify and communicate a purpose that resonates with others; the key principles of self-leadership and servant leadership; how to enhance morale and inspire higher performance; and ways to increase employee engagement and improve retention. The FBINAA is proud to bring together four outstanding leaders in law enforcement for an in-depth discussion of life after public service and the opportunities and expectations of transitioning to and working in the private sector. The panel will share personal and profes sional experiences, and offer valuable advice and insights for those considering their next career after public service. Series: Leadership FBINAA: CULTIVATING A CULTURE OF EXCELLENCE Chief Frank Trammer , Stockbridge Police Department (GA); FBINAA Instructor, NA Session 288

2025 FBINAA NATIONAL ANNUAL TRAINING CONFERENCE | BALTIMORE

KEYNOTE PRESENTATIONS

Colonel Bill Gardiner is the Section 1 Representative on the 2024-2025 FBINAA National Board and Director of the Idaho State Police. He is a native of Burley, Idaho with 26 years of law enforcement service. Colonel Gardiner began his career in 1999 as a Patrol Division trooper serving in Idaho Falls. In 2001, he transitioned to Boise, joining the Commercial Vehicle Safety Division as a Sergeant. Promoted to Lieu tenant in 2006, Colonel Gardiner managed security for the Idaho Governor, Legislature, and Supreme Court, led the ISP Honor Guard, and developed security plans for high-profile events. By 2009, he became Statewide Communications Captain, overseeing ISP dispatch centers, serving as an Ethics instructor, and coordinated security during the 2009 Special Olympic World Winter Games. In 2013, as Captain for District 3, Colonel Gardiner oversaw law enforcement operations in Western Idaho. His leadership continued to shine through his work as ISP Area Commander in 2017, managing operations across multiple regions and leading specialized units, including ISP SWAT and the Executive Protection Section. Colonel Gardiner’s ex pertise was further recognized in 2020 when he was appointed ISP Deputy Director and Chief of Staff. In this pivotal role, he was crucial in legislative drafting, budget management, and policy development to further enhance the future of ISP. Laurie Cahill-Iannacone is a retired law enforcement professional who served over 30 years as a Division Commander with the Ocean County Sheriff’s Department (NJ). For 16 years, Laurie was assigned as the Commander of the Ocean County Crisis Negotiations Team, which spanned 33 municipalities countywide, until her retirement in January 2015. Laurie is a proud graduate of the 198th Session of the FBI National Academy in 1999. She was later elected to the NJ Chapter FBINAA Executive Board and also served as Presi dent of the FBINAA in 2014. For 21 years, Laurie continued to serve on the NJ Chapter Executive Board, with her last position as Historian, until 2021. In addition, Laurie earned many professional certifications and participated on various boards and memberships throughout her law enforcement career. Following her retirement, Laurie attained her Bachelor and Master of Administrative Science degrees from Fairleigh Dickenson, graduating Summa Cum Laude, with a specialization on Global Leadership. From 2017 – 2023, Laurie worked as a Program Manager with Verizon’s Public Safety Outreach Team, along with fellow FBINA graduates, promoting Verizon’s Frontline services to the law enforcement and first responder communities. We also worked to highlight the Verizon and FBINAA’s Fallen Officers Fund which continues to provide financial support to the families of law enforcement officers who have suffered the ultimate sacrifice. Laurie and her husband, Joe, are enjoying retirement while sharing their time between homes in NJ and Florida, spending quality time with family and friends, as well as traveling to Hawaii and beyond.

Major Mark Santiago retired from the New Jersey State Police in January, 2024 and now serves as the Regional Business Development Manager at StarChase.

Throughout his 25-year career in law enforcement, Mark served in several assignments, including the Ad ministrative Branch, Human Resources, Internal Affairs Investigation Bureau, Training Bureau, and Field Operations, among others. He is a police administrator and operations leader with years of experience in police training, criminal investigations, policy development, and budget. He graduated from the FBI National Academy Session 278 and holds a B.S. in Economics and an M.A. in Psychology.

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