Associate Magazine-Jan/Mar 2021


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F E A T U R E S 8 Notes from the Social Revolution – the First One – Steve Cox 10 Trapped Without Rescue During COVID-19: The Importance of an Integrated Justice System and Victim Services Response to Domestic Violence – Shannon B. Harper, Ph.D. and William P. McCarty, Ph.D. 13 Meet the Candidate 14 In the Chill of the Night – Ray Guidetti 17 Police Departments Turn to Digital Transformation – Linda Haelson 20 Responder Wellness Executive Health – Anna Fitch Courie 24 Fresh Pursuits: The Journey from Cop to Corporate – John Manning 26 Stopping Cellphone Theft – Doug Muldoon C O L U M N S 4 Association Perspective 7 Association Update 22 A Message from Our Chaplain 26 Historian’s Spotlight 31 FBINAA Charitable Foundation 33 National Academy Update 36 Staying on the Yellow Brick Road E A C H I S S U E 6 Strategic / Academic Alliances A D I N D E X – CRI-TAC – JFCU




NATIONAL BOARD President / JOE HELLEBRAND Director, Brevard County Sheriff’s Office (FL), Past President / KEVIN WINGERSON Assistant Chief, Pasadena Police Dept. (TX),

Representative, Section I / JIM GALLAGHER Commander, Phoenix Police Department (AZ),

Representative, Section II / LARRY DYESS Captain, Jefferson Parish Sheriff’s Office (LA),

Chaplain / JEFF KRUITHOFF Chief of Police, City of Springboro (OH),

1st Vice President, Section IV / KEN TRUVER Chief, Borough of Castle Shannon (PA),

Historian / CINDY REED Special Agent (Ret.), Washington State Gambling Commission (ret.),

2nd Vice President, Section I / TIM BRANIFF Undersheriff, Thurston County Sheriff’s Office (WA), 3rd Vice President, Section II / SCOTT RHOAD Chief/Director of Public Safety, University of Central Missouri (MO), Representative, Section III / CRAIG PETERSEN Deputy Chief, Gulfport Police Department (MS), Representative, Section IV / BILL CARBONE Director, Suffolk County Crime Assessment Center, NYS Division of Criminal Justice Services,

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

Executive Director / HOWARD COOK Chief (Ret.), FBINAA Executive Office (VA),





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January/march 2021 | Volume 23/Number 1 The National Academy Associate is a publication of the FBI National Academy Associates, Inc.

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F B I N A A 2 0 2 1 REBUILDING C O M M U N I T I E S St rategi es for Today and Tomor row

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

© Copyright 2021, the FBI National Academy Associates, Inc. Reproduction of any part of this magazine without express written permission is strictly prohibited.

The National Academy Associate is published bi-monthly by the FBI National Academy Associates, Inc., National Office, FBI Academy, Quantico, VA 22135.

The FBI National Academy Associates, Inc. is a private, non-profit organization and is not part of the Federal Bureau of Investigation or acting on the FBI’s behalf. Email editorial submissions to Suzy Kelly: Submissions may vary in length from 500-2000 words, and shall not be submitted simultaneously to other publications. Email Chapter Chat submissions should go to Jen Naragon at jnaragon@ by the 25th of every month. The FBI National Academy Associates, Inc., the Executive Board and the editors of the National Academy Associate neither endorse nor guarantee completeness or accuracy of material used that is obtained from sources considered reliable, nor accept liability resulting from the adoption or use of any methods, procedures, recommendations, or statements recommended or implied.

Photographs are obtained from stock for enhancement of editorial content, but do not necessarily represent the editorial content within.













MAY 5-6 | 2021 DAILY FROM 1:00-3:30PM/ET









The FBI National Academy Associates is proud to host another multi-day virtual event addressing the most current and critical issues facing law enforcement today. The demand for essential learning during the continued time of extraordinary focus on protecting the health and safety of our communities, brings us to another opportu- nity for a virtual event. The FBINAA 2021: REBUILDING COMMUNITIES virtual event will feature high-level keynote speakers and on-demand breakout sessions focusing on the important topics in law enforcement today. The event is designed to enhance your professional skills, allow for interaction with premier law enforcement resources, and bring our FBINAA family closer than ever.

On the Cover: Today's Law Enforcement officer is held to the highest standards with expectations of super hero attributes and resiliency.

FBINAA 2021: REBUILDING COMMUNITIES has a maximum capacity. Registration is required.




Joe Hellebrand

What a difference a year makes.

A s you read this edition of “ASSOCIATE” , I ask you to think back to this same time last year. The effects of the pandemic were ramping up. Restrictions were starting to affect everyone nationwide; everyday items at the grocery stores were becoming more and more scare; and everyone was beginning to wear a mask as regularly as putting on his or her shoes before leaving the house. A year later, we can see some hopeful light at the end of what has been a very, very long tunnel. You can feel things open- ing up. More people are going about their daily lives without some much angst and uncertainty. And that means so much for the Association and its members in 2021. One of the strengths of our network comes with the fellow- ship of sharing best practices, continuing education and col- laborating on new ideas to further the aims of the law enforce- ment community. The FBINAA forged new paths in 2020 through virtual training, webinars and social media in an effort to keep the levels of communication high and its members in the know and engaged. As we look for what is in hold for the FBINAA for the remain- der of the year, there is much to look forward to. At the end of March, we will conduct our Chapter engagement conference in Fredericksburg, Virginia. The list of live Chapter Retrainers are growing weekly. We are also looking forward to our 2021 National Training Conference in Orlando this summer. This event will provide a much-needed opportunity for members to recon- nect with old friends, meet new ones and continue our goal of training and education, not just for our members, but also the law enforcement community. I want to thank everyone that makes the FBINAA the amazing organization that it is. That entails everyone from the national office staff, to our Chapter leadership teams and to each and every member. 2020 has proven there is no challenge too great that we won’t seize, realize that in adversity there is oppor- tunity and forge ahead with our mission.

In closing, I want to remind you that the FBINAA Charitable Foundation has been working diligently to provide support and programs for our members and their families faced with hard- ship. Please visit their website to learn more about their work and to lend your support. One fun and active way to do this is to join me and sign-up for the 2021 virtual Yellow Brick Run. Regis- tration is open.


Joe Hellebrand, President FBINAA Director, Brevard County Sheriff’s Office

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“WHAT CHAPTER?” FBINAA Chapters are the body and soul of this great association. It’s the place where members come together in a professional and social setting and truly connect to their peers who share the unique National Academy experience. It’s at the Chapter level where the strength of network is born.












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Howard Cook

New Awakenings…

W ell, it looks like we are finally turning the corner. With 2020 fading frommemory, I am excited about the oppor- tunities that lie ahead for the FBINAA in 2021. We took advantage of a daunting situation last year and developed new ways of virtually engaging and communicating with you, our members. This year looks to continue our successful virtual programs. However, the live, face-to-face events always raise the level of interaction and education and I look forward to seeing you at those events soon! Let’s take a look at a few upcoming meetings for the year… As an Association it is important to continue to meet and collaborate with FBINAA Chapter officers. Although this year will look a little different to ensure we are safely meeting, the Chap- ter Engagement Zenith will happen outside of Quantico the last week of March. This event gives us an opportunity to plan for the year and future. We’re also excited to host another virtual education and training event in May, FBINAA 2021: REBUILDING COMMUNITIES where the impressive line-up of speakers will be discussing strat- egies for today and tomorrow. The number of live training events and Chapter Retrainers are growing. Physical touch points are critical to reach our goals in supporting our members and to continue to provide educa- tion and training. I have thoroughly enjoyed the events I have attended so far this year and look forward to seeing you all at future Chapter events happening throughout the year. I am happy to report that execution of our business goals by the Association remains strong. The Association staff is working diligently both virtually and in the Quantico office to support our members, especially during the busy membership renewal. Additionally, the FBINAA members-only “CONNECT” App continues to be enhanced with new features and functionality to provide our members an easy way to stay up-to-date with your session, colleagues, events, forums, training, resources, Chapters and the Association.

Thank you all for your membership and participation in the Association. Our goal remains to keep the FBINAA the strongest organization possible to support our active and retired members of our law enforcement leadership family. I am honored to lead the Association in its mission for 2021 and beyond. In closing, I would like to remind you that the 2020 Annual Report is available on the FBINAA website.


Howard M. Cook FBINAA Executive Director FBINA #224



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As I view the current unrest in American society and its uncomfortable focus of policing, I have a perspective that is fading from our collective professional memory. A half-century ago, I was a spectator, a participant, and eventually a beneficiary of the law enforcement focus during the last great social revolution in the United States. A look back at those times provides some valuable lessons for law enforcement today.

W hen Lyndon B. Johnson was President, 1965, is an easy reference point for the beginning of a decade of national unrest and some major forward progress. Just a few of the symptoms of the time: a newborn civil rights movement; well- founded mistrust of government and other major institutions; the Vietnam war; campus unrest spreading to cities or vice versa; and the assassinations of Martin Luther King, Jr. and Robert Kennedy. Radical groups targeted symbols of government and military power, including law enforcement, with demonstra- tions, bombings, and murder. The establishment pushed back. Four students were fatally shot, and many others wounded, at Kent State University by National Guard troops who were there to control protests. One defining image of policing from that time includes the beating of the late John Lewis, a voting rights marcher and later a long-serving Congressman, by helmeted state troopers. One of the Presidential commissions to arise from the rubble of this unrest was directed squarely at law enforcement, defining weaknesses and problems and proposing solutions. The final report of the President’s Commission on Law Enforce- ment and Administration of Justice, entitled The Challenge of Crime in a Free Society, is available online today. In 1966 I started college at an urban university. By 1969 I was certainly caught up in some of the revolutionary fever, but as a literal and figurative Boy Scout, I wanted to help change society from within rather than through destruction, bombings, and mur- der. Law enforcement seemed like an interesting and challenging way to contribute. Just like all recruits, I wanted to help people. In January of 1970 I joined a suburban Kansas City police department where, except for a couple of years serving in the Army, I spent nearly three decades, retiring in mid-1998. I was squarely in the middle of the 1965-1975 decade of upheaval and progress, much of it aimed at law enforcement.

I was an oddity in my department, and certainly would have been in many other departments at the time. I had three years of college under my belt, whereas my coworkers were older, mostly military veterans with high school diplomas or GED’s. College education was not seen as necessary or even desirable in polic- ing. They were largely good hearted, and they taught me some great lessons about taking responsibility for a community where they would never live. At the same time they could be Neander- thals. More than once my lieutenant, in the course of routine conversation, would give me a quick punch in the gut, laugh, and say “See, you’re not so smart, college boy!” By mid-March of 1970, I had completed my required three weeks of intensive police training in the state’s academy and was a certified officer. In 1974 I completed my BA and by 1977 had earned a master’s degree in criminal justice, both paid by LEEP, the Law Enforcement Education Program, a direct result of the Presidential commission. I ascended the ranks in my depart- ment, eventually serving for 17 years as Chief of Police. A look at the last paragraph sets the stage for lessons from my life and career that I see as lessons for law enforcement today. In the 20+ years since retiring, I haven’t been in a cave, living in the past and pining for the good old days – you know, when my supervisor sucker-punched me. I have remained joined at the hip with my beloved profession in both employment and volunteer pursuits without pause. I managed training and traf- fic safety programs for police and oversaw security in a bank company. I am a life member of IACP and state and local associa- tions and a proud graduate of the FBI National Academy’s 143rd session. I serve as secretary/treasurer of an NA chapter for the second time, and I am Vice Chair of the FBINAA Charitable Foun- dation. I am involved with Crime Stoppers at the local, state, and national level. continued on page 42




The Veritatis Institute is an educational, non-profit foundation designed to foster a greater understanding of contemporary issues our leaders face today. The Institute is designed to take a research-to-practice approach to critical public policy issues and connect leaders and organizations who want to collaborate, in a nonpartisan forum to solve critical issues facing our society. The research reported here was conducted with the support of the Alliance For Safety and Justice . Findings and conclusions of the research reported here are those of the authors and do not necessarily reflect the official position or policies of Alliance For Safety and Justice. D omestic violence (DV) is a devastating social problem where 1 in 3 women and 1 in 10 men expe- rience physical assault, stalking, or rape by an intimate partner across their lifetimes (Smith et al., 2018). Such violence often escalates in severity or homicidal risk across time (Campbell, Webster, & Glass, 2009). Approximately 18.3% of women experience sexual violence and 21.4% experience severe physical violence during their lifetimes (Smith et al., 2018). Research shows that 13.5% of ho- micides globally are perpetrated by intimate partners (Stockl et al., 2013), and up to 50% of calls to police in the U.S. are DV related (Li, Levich, Eichman, & Chang, 2015). Considering these destructive consequences and the inherent complexities of DV cases (Eigenberg, Kappeler, & McGuffee, 2012), this paper argues that a more robust and rigorous criminal justice system (CJS) DV response involv- ing enhanced victim services coordination, as well as community corrections offender supervision and conditions enforcement, are particularly important within the drastically changed COVID-19 so- cial landscape. This argument is contextualized within an enduring pandemic crisis for many DV vic- tims encompassing stay-at-home orders, social distancing requirements, work-from-home arrange- ments, and reduced access to police and DV services providers (Cajner et al., 2020; Kahn, Lange, & Wiczer, 2020). Such crisis may increase DV victim entrapment within dangerous home environments, which may exacerbate DV risk, especially severe and life-threatening DV risk (Sety, James, & Brecken- INTRODUCTION AND BACKGROUND

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57th ANNUAL TRAINING CONFERENCE The FBI National Academy Associates and the Florida Chapter invite our fellow FBINAA members and their families to join us at the 2021 FBINAA Annual Training Conference and Law Enforcement Expo.

WHAT TO EXPECT // –Showcasing the Best of Orlando, FL –Two Day Exhibition –Over 2,000 Attendees –Reconnect With Session Mates –Networking Opportunities –Excellent Training, Presentations and Social Events –Activities For The Whole Family

ORLANDO JULY 7-10 | 2021 | FBINAA2021.COM

MEET THE CANDIDATE SECTION III REPRESENTATIVE TIM CANNON F ellow FBI National academy graduates, my name is Tim Cannon , proud graduate of the 234th Session of the FBI National Academy and candidate running to be your Section III Representative to the FBINAA National Board in 2021. As a gradu- ate, I believe it is my responsibility to give back and serve our organization. My passion for the FBINAA is greater now than ever and I hope to contribute at the national level for years to come. It is for this reason that I proudly offer my service to you and to the National Board of the FBI National Academy Associates as candidate for Section III Representative. I was raised in central Florida after moving from upstate New York. The youngest of five boys, I was given a lot of brotherly advice while trying to determine my career path. I had contemplated joining the military service but after attending a friend’s police academy graduation and doing several ride-alongs, I immediately knew that was my path. I graduated from the JC Stone Memorial Police Academy in Orlando and was appointed as a Deputy with the Orange County Sheriff’s Office where I served in many diverse assignments eventually retiring with the rank of Captain in 2010. I have since served as the Assistant Executive Director for the Florida Sheriffs Association (501(c)3), as Lieutenant Colonel for the Florida Department of Financial services, as Inspector with the Florida De- partment of Law Enforcement, and now as Special Agent Supervi- sor with the Florida Lottery Law Enforcement Division. I am a graduate of the FBI National Executive Institute (NEI), the Drug Enforcement Administration’s Drug Unit Commanders Academy (DUCA), the FBI Law Enforcement Executive Develop- ment Seminar (LEEDS), the FBI Domestic Security Executive Academy (DSEA) and the Southern Police Institute Command Officers Development Course, as well as the Florida Department of Law Enforcement’s Chief Executive Seminar. I hold a Master’s Degree in Public Administration from Florida State University. In 2008 I was selected by the FBI Training Division in Quan- tico Virginia to serve as a Leadership Fellow teaching topic on leadership and ethics at the FBI National Academy, Regional Command Colleges, and the International Law Enforcement Academy in Budapest, Hungary. During my National Academy experience, my passion for our organization continued to grow. I took the assignment of “social event” coordinator for my Section and my commitment to give back has not wavered. After graduating, I immediately engaged with the Florida Chapter as an Area Representative and began serv- ing on several committees as well as the Training Committee Chair for the 2013 National Conference. I was elected to the Executive Board where I served for nearly six years serving and as the Florida Chapter President in 2017 and as the interim President in 2019. As the 2017 President of the Florida Chapter, I worked diligently advancing our organization with complete transpar- ency and strong communications. One of my greatest accom- plishments was working with my Executive Board and our Area

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Representatives to increase the active paid membership of our Chapter to 1,047 members making us the 3rd largest Chapter in the world and breaking the 1,000-member mark for the first time in our chapter’s 70-year history. I have always valued and modeled myself as a servant leader. With a proven record of hard work, enthusiasm, and lead- ership, I have worked diligently to promote our organization and its members. As a progressive law enforcement leader with over 35 years of experience, along with my direct involvement as a board member of the Florida FBINAA Chapter and serving on the Finance and Membership committees at the national level, I have a complete appreciation and understanding of the responsibili- ties of this position and its requirements. As your Section III Representative, I offer my commitment to be your voice, lending my diverse career experiences, extensive leadership background and strong Association relationships to represent the Members and Chapters of Section III with honor. In expressing my desire to run for this position, I have the full support of my wife, family, friends, agency, and the Florida FBINAA Chapter. Whether it be for professional or personal networking; our National Academy bond has always been there for me. As your Section III Representative I will be committed to working hard for our members especially in times of need. I can’t think of a better way to accomplish this than through continuing to grow our mem- bership, member benefits, and most importantly, through the efforts of our Charitable Foundation. Having the ability to provide support to our members in need will remain my top priority. I am committed to becoming your Section III Representa- tive and fulfilling the responsibilities it entails. I look forward to the opportunity to run for election at the 2021 National Training Conference to be held in Orlando, Florida, July 7th-10th. I look forward to seeing all in Orlando. If you have any questions, or if I can be of service, please call me at 850-766-0069 or email me at . For more information please visit my website at https://sites. .



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In the chill of night, At the scene of the crime Like a streak of light He arrives just in time

This past Christmas Day we all awoke to what could have amounted to a tragedy of epic proportions in Nashville, Tennes- see, if not for those local superheroes that “in the chill of the night, arrived just in time.” In the early morning hours of one of the holiest days of the year, Nashville Officers James Wells and Amanda Topping sped to Second Avenue in the city’s downtown district on call for backup related to a possible bomb. Upon ar- rival they immediately confronted an ominous situation when they parked alongside an RV that was barking out evacuation orders complete with a bomb detonation count down through a public address system. Earlier, three other officers, Brenna Hosey, Michael Sipos, and James Luellen had arrived on the scene on what was originally reported as “shots fired.” In and of itself, responding to a “gun call” where your life and those with you will immediately be in danger, is not anything the average citizen would ever experience. Yet now, all five of these officers found themselves in a middle of something only comic books could bring to life. In fifteen minutes, there would be the pos- sibility of an explosion. In essence, the officers were placed into what would be considered a Hobson’s choice scenario for no other reason than because of what they believed in and stood for. Now a citizen, upon hearing those evacuation orders, could run to safety. It’s not that the cops could not exercise that same choice, it’s just that running away from danger is just not an option. For these cops, like the thousands like them across the world, the mission they believed in – fighting for good against evil - compelled them to rush door-to-door to alert residents in the vicinity to evacuate. While Wells and Topping “armored-up” in preparation to engage and counter a secondary attack of unknown but just as deadly in nature, the others feverishly evacuated residents within minutes of detonation. By the grace of God no one outside the bomber was killed during the blast, but we will never know exactly how many people were saved because of the quick action of these cops. What we do know is that we are thankful that there are men and women who everyday suit up in the blue (or tan) to confront the unknowns that advancing public safety delivers daily. Those unknowns run the gamut. As the Capitol Police experienced in January when they were put to the test defending America’s temple of Democracy. Or when several officers with the Alliance Police Department of Ohio found out when they jumped into the icy waters of the Mahoning River in November to save a woman who was trapped in her submerged van. Or in Wil- son County, North Carolina, when Trooper Daniel Harrell, after being shot twice in the face, refused to give up and pursued his

– Theme from Spider Man , J. Robert Harris and Paul Francis Webster

A sk my kids now about it and they will surely smile. When they were younger, I was steadfast in convincing them I was a superhero. Well, not me specifically as a caped crusader, but cops in general. I knew they would hear things in school about the police, both good and bad, so I needed a reference point for them until they were old enough to make a judgement for them- selves. How else could I get them to understand that the policing profession is noble, honorable, and just. How the police were there to help those in need. That the police were the ones that would run toward danger and not away. And that the police were those souls that stood on that thin blue line that society counts on when evil makes a run at the good. IN AWE AND APPRECIATION OF A JOB WORTH DOING When I was “on the job” every Spring I made the trek to Washington, D.C. for National Law Enforcement Week when we honored and mourned the loss of those peace officers that paid the ultimate sacrifice. Growing up in the Pipes & Drums of the Blue & Gold it was our unwavering mission to honor the sacrifice of those that were killed in the line of duty. Yet, throughout the year I never stopped to appreciate the work those that serve do every day, or critically think of how what they experienced could impact their own wellness. I guess then I took being a cop for granted. I was too busy and focused to think any differently. After all, was it not our mission to be out there in harm’s way to defend the defenseless, assist the weary, and aid the helpless. Who else is there to do it? Yet, today, now watching from the cheap seats my appreciation for what police officers do day-to-day has grown exponentially. Whether it is the stories of heroism, the stories of service, or just the stories of good deeds we see the police doing every day for their communities.

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As early as the 1960’s police departments were envisioning ways to harness data and put it to work to improve policing. But no one could have imagined then the sheer volume, velocity and variety of digital data that would be available today. A study by IDC estimates that the size of the digital data universe is doubling every two years, and policing is no exception. Technological innovations are creating more data every day - body-worn cameras, license plate readers, in-car cameras, surveillance cameras, gunshot detection, drones, internet connected devices, cell phones, and social media.

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Continued from "Digital Transformation", on page 17

W hile all this data has value, it has a downside too. It has become a culprit of inefficiency, slowing down everyone in its path – from officers and records managers, to investigators and prosecutors. To drive efficiency up, police departments must cut down on the manual processes involved in managing digital data. A recent NICE benchmark study confirmed that manual process- es associated with data are a major concern for police. • About 66% of respondents acknowledged “driving around to collect CCTV video from homes and businesses” and “copying and burning CDs and DVDs” as the most time- consuming aspects of the criminal investigation process. • All survey respondents reported having to log into and work in a large number of data silos which impacted the speed of investigations. DATA OVERLOAD COLLIDING WITH BUDGET UNCERTAINTIES The data overload is coming at a time when departments are also experiencing budget cuts. A recent survey conducted by the National League of Cities revealed that more than half of all U.S. cities are planning to make drastic cuts that could potential- ly impact police and public safety. The writing is on the wall – the thin blue line is about to get thinner. Considering people comprise an estimated 80 to 95% of typical police budgets, departments have few options when the budget ax falls. It all boils down to ‘doing more with less.’ DIGITAL TRANSFORMATION: LESSONS LEARNED Studies by Bain, McKinsey, and others show that companies that fared well during belt-tightening times didn’t simply make deep cuts; they followed through in four core areas, including digital transformation . In both past and present extraordinary times, digital transformation has made organizations more lean, efficient and agile. Companies like, Oracle and Microsoft have all helped to power organizations through challenging times by providing technologies that help them take control of their data. Investing in digital transformation during the current cli- mate may seem counter-intuitive, but it can help police depart- ments leverage data to their advantage, while creating opera- tional efficiencies, cutting costs and closing budget gaps. There are good examples of this in the UK. Spurred on by the Policing Vision 2025, almost all UK forces have now adopted or are exploring digital transformation solutions to eliminate manual processes related to managing data. EVIDENCE MANAGEMENT: RIPE FOR DIGITAL TRANSFORMATION One area ripe for digital transformation involves processes around collecting, analyzing and sharing data. Effective polic- ing hinges on digital information. From body-worn cameras and CCTV, to ALPR and in-car video, policing has become entangled in a quagmire of technologies and data silos. These very same technologies are creating a tsunami of digital evidence that’s increasingly difficult to manage.

For example, collecting digital evidence is a very time- consuming process that involves logging on to a dozen or more systems, sending emails, placing phone calls, filling out paper- work, waiting for reports, even driving from place to place. Once it’s collected, it needs to be printed, stapled, or burned onto CDs and USB drives, and then copied, sorted, and added to paper case folders. If CCTV is involved, officers have to physically canvas the area, download video, and drive it back to the office. It also re- quires a proprietary player, which means it can’t be played back on an office computer. Additional handling by a video specialist is usually required. Next, one must accurately reconstruct the crime using all of the collected evidence, but the collected evidence is often dis- jointed, because it’s recorded in different formats and stored on different media. Investigators can spend hours editing, clipping, even building custom presentations to “tell the story.” The final step involves sharing case evidence. The burden of physically duplicating all of the evidence, onto more CDs and USB drives falls on the investigator too. DIGITAL TRANSFORMATION HELPS DEPARTMENTS DO MORE WITH LESS Digital transformation can help departments do more with less. For example, Digital Evidence Management Solutions (DEMS) empower everyone across the criminal justice continuum to work more efficiently and effectively. Using DEMS, an investigator doesn’t have to log onto differ- ent systems, or drive to go and collect evidence. DEMS also automatically searches across all connected sys- tems for evidence. A data correlation engine presents evidence that’s potentially relevant to a case to the investigator, who can then add the evidence to his case folder. Investigators can also add media files to a timeline, visualize them, and synchronously play them back. Videos are automatically transcoded to a play- able format, while original media files are retained intact. DEMS’ virtual case folders also simplify sharing of evidence. Investigators can share evidence with prosecutors electronically, simply by emailing a digital case file link. REAL-WORLD DIGITAL TRANSFORMATION SUCCESS STORIES Police departments around the world are putting automat- ed digital transformation solutions to work to digitally transform how department members interact with and leverage data. Experience shows that every dollar spent on digital transforma- tion can return ten dollars back in officer productivity. Here are some of the powerful examples: MERSEYSIDE POLICE: EFFICIENCY GAINS HELP CLOSE CASES FASTER With DEMS, investigators can do all of their work through a single system, powered by automated workflows. By automating the processes around collecting, analyzing and sharing digital evidence, DEMS not only saves time and money, it can also help get (and keep) criminals off the streets.

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About a year before I left my job working for the U.S. Army, a General Officer I had known died suddenly, shortly after retir- ing. I wish I could say this was the only tragic story of a great leader dying after giving their time, talent and purpose to take care of their people and mission. But it’s not. T hose in high-stress careers have a lower life expectancy than the general population. Leadership can take a toll. And while public safety is stressful, leadership in public safety can be exponentially more so. Stress is a silent killer. Yes, stress can be good to a certain degree. It heightens awareness. It focuses our attention so we can achieve specific goals. And in dangerous situations, it’s the body’s defense mechanism to keep us safe. But this message can be misleading for professions that are chronically stressful. We take stress for granted because it comes with the territory. And we need to rethink this, especially in leadership. “SHEEPDOG” PROFESSIONS LTC (Ret) Dave Grossman , author of On Killing and On Combat (among other titles) calls public safety “sheepdog” professions or protector professions. I look at this cohort of professions (mili- tary, law enforcement, fire, EMT, dispatch, etc.) as those that run towards trouble instead of away from it. That commitment is in- herently stressful. And the chiefs who lead these professions have a level of stress that has a compounding effect on their bodies. As we move into the month dedicated to Heart Health, let’s take a look at the impact of chronic stress on the human body. Stress increases cortisol and that constant stream of cortisol is tough on cardiovascular (heart) health. First responders have a higher risk for cardiovascular disease than the general popu- lation. The effects of chronic stress, shift work, sometimes seden- tary work, coupled with a poor diet lead towards a high mortality rate associated with cardiovascular disease. And while heart

health is an issue for all public safety, it’s important for chiefs to think about their own health and not just the health of their people. LEAD FROM THE FRONT You know the health of your people is vital to the respon- siveness of your organization. Officers who are healthy and resilient are more likely to respond effectively in high stress situ- ations than those who have not addressed chronic health issues. Your health is just as important. I subscribe to servant leadership. We should not ask our subordinates, peers, or associates to do anything we wouldn’t do ourselves. So, if you are encouraging your people to take care of their mental and physical health, you need to do the same. You will be more effective at your job when you take the time to take care of yourself. THEY ARE WATCHING Your subordinates are watching. They want to see if your deeds match your words. It will be hard for your junior officers to take their mental and physical health seriously if they don’t see you prioritizing your own. Your behaviors drive the culture you want to see in your organization. People are more likely to take action with healthy behaviors when it’s knit into the depart- ment’s culture, starting at the top. We also know organizations that collaborate in healthy endeavors build a sense of commu- nity and belonging. Relationships built around a common theme help develop a community of resilience. And this is critical to the success of public safety in executing their mission. REMEMBER YOUR PURPOSE Reflect on why you got into public safety. Odds are you did it out of a desire to serve and protect. That’s the reason you put on the uniform every day. And the gift of leadership lets you tap into those values to guide the people you lead. People who see value and meaning in the work they do are more satisfied, have higher resiliency, and feel a sense of gratitude for the opportunity to make a difference. You’re not in your leadership position by hap- penstance. You are there for a reason. And you can use that to drive the transformation you want to see. GET YOUR CHECKUPS You already live the stressful life that public safety seems to take for the norm. That means there will be impacts on your body as you get older. You will be more prone to injury and

continued on page 21

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Police Chief Debby Brewer of Portsmouth, Ohio, at right, interacts with some of her team. As soon as she became interim chief, Chief Brewer got her department on FirstNet.

Continued from "Executive Health, on page 20

About the Author: Dr. Anna Fitch Courie, Director of Re- sponder Wellness, FirstNet Program at AT&T, is a nurse, Army wife, former university faculty, and author. Anna holds a Bachelor’s in Nursing from Clemson University; a Master’s in Nursing Education from the University of Wyoming; and a Doctor of Nursing Practice degree from Ohio State University. She is a passionate Clemson football fan; loves to read, cook, walk, hike; and prior to COVID19, was an avid traveler.

illness – especially if you’re not taking time for self-care. As you age, things like high blood pressure, cancer, diabetes, and stroke became real threats. Getting regular checkups with a profes- sional lets you keep an eye out for these risk factors so you can continue to age with grace and verve. Don’t put these habits off until you retire or “have more time.” These habits are central to your personal health and the health of your organization. So, this is your opportunity to shift a trend where hard-charging, dedicated leaders work hard, give their all and then die of a heart attack. Let’s change that. I challenge you to work on these habits as a part of your 2021 plan. You’ll see a personal benefit – and your organization will as well. I want to help you improve your own health. So, that one day you can enjoy and thrive in a retirement you richly deserve.

References 1 McKeon, G.; Steel, Z.; Wells, R.; Newby, J; Hadzi-Pavlovic, D.; Vancampfort; D. & Rosenbaum, S. (2019). Mental health informed physical activity, for first responders and their support partners: a protocol for a stepped wedge evaluation of an online, codesigned intervention. BMJ Open. 2 Zimmerman, Franklin H. MD Cardiovascular Disease and Risk Factors in Law En- forcement Personnel: A Comprehensive Review, Cardiology in Review: July/August 2012 - Volume 20 - Issue 4 - p 159-166 doi: 10.1097/CRD.0b013e318248d631



Jeff Kruithoff

W elcome to the year 2021. Everyone reading this message probably feels they can say they have lost five years off their life expectancy because they lived through the year 2020. I do not say that to mean disrespect to all those families who lost a family member to COVID or trauma in the past year, but only offered this observation to suggest that the cumulative stress and strain of 2020 will leave a lasting effect on our physical and mental health. In the past several years, we have embarked on a walk of five “S”’s in these Chaplain articles. We discussed spending deliberate time in solitude, scripture, service of others, and sup- porting others in previous articles. In this article, I would like to talk about significant events. As the final “S” in this series, it is important to look for the significant events in our life. Then, we need to use these significant events to permanently alter the arc of our spiritual or emotional walk. The year 2020 was a year of significant events for every per- son in our country, but more so for those serving in the profes- sion of law enforcement An unseen virus disrupted our workday and work practices so much that a return to “the good old days” may never happen. Our officers were expected to become the “mask” police while at the same time wide spread calls for de- funding the police were heard because we were performing tasks that had nothing to do with crime. Added to that was wide spread protests in many of our cities, and a never-ending drum beat of legislation and political speeches on how messed up our chosen profession was and how much it needed to change. We saw young and emotionally vulnerable officers accused of painting others with a broad brush of systemic racism by people painting them with a broad brush of old and worn out stereotypes. Although many of us made an early decision to stand up against the barrage of criticism it quickly became obvious that we needed to step aside and let this train pass, until such time, as a more reasoned and logical dialog could occur in our country. As I write this, that time has still not arrived. So why are we challenged by significant events in our lives? Think for a minute if you response to a bank robbery, critical incident, or community death the same way you first responded to these incidents as a rookie. Is the path you have walked as a police practitioner a path of steady improvement or is it a level line where you have not changed from year to year. The fact that this audience are members of the finest law enforcement organization in the world; I would suspect each and every one of you have walked a path of steady improvement upwards and forward to a goal of excellence in your professional lives. You could not have done that without significant events happening in your career. We learn from significant events. Both positive events and negative events. I am always struck when a professional athlete mentions how much they learned by losing a playoff, or losing a contest due to a mistake, and how much that experience prepared them to win in a future event. Your spiritual walk is no different.

Without significant events helping to shape our relationship with God, we would merely be drifting along in both our professional and personal lives. For example, having children is a significant event. Ask yourself if that event brought you closer to your spouse as you now had to transverse the ground of raising a child that expend- ed both of your energies to the maximum on some days. Using significant events to bring you closer to your God are no different. First, you must acknowledge that you have just expe- rienced a significant event. As police officers, we many times gloss over a significant event because we know another event might just be around the next corner. We need to pause, and acknowl- edge that we have just experienced something out of the ordinary. Similar to when we debrief the major incidents in our oc- cupation, we need to debrief the significant events of our lives. What happened? How was God present in this event? How could this event have been much worse if God was not involved? What lessons can I draw from this experience? Dig into the incident to determine and memorialize exactly what happened. Pay attention to the details. Do not gloss over the incident but seriously look for Gods hand in the incident. Discover how God was working in this event. What could have happened that did not, or what did happen that we did not expect because God was showing his clear actions of protection over us. Discuss and share with others how you saw God’s love or his presence in this incident. Share what consequences may or may not have happened if God had not been part of this event. Take this experience and let it move you to another level in your spiri- tual consciousness or faith walk. Our life is full of significant events designed to teach us and bring us closer to our Lord. Be watchful for them. Capture every lesson to be learned from them. Allow these events to perma- nently alter the arc of your spiritual life to a higher and higher level. You will not be disappointed in how your emotional and spiritual walk will change.

Until next time. Feel free to contact me.

Jeff Kruithoff, National Chaplain | 937.545.0227

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Verizon Offers SupportWhere It Matters, When It Matters. For many years, Verizon has supported Public Safety and the families of law enforcement who have made the ultimate sacrifice. To date, Verizon has donated more than two million dollars to the surviving families. These funds are distributed through Verizon’s partnership with the FBI National Academy Associates, Inc. In many instances, members of the local FBINAA Chapter will present the donation to the family. Please contact the office of the FBI National Academy Associates with information on any sworn officer killed in the line of duty, feloniously or accidentally. The Association will coordinate with Verizon and The Verizon Fallen Officers Fund to distribute funds to that officer’s designated beneficiary. VERIZON’S PUBLIC SAFETY OUTREACH PROGRAM Verizon is committed to supporting the public safety community across the United States and takes pride in its partnership with federal, state and local agencies. Verizon sponsors numerous public safety events, associations and FBINAA Chapters throughout the country. Verizon is a proud partner and sponsor of the National Law Enforcement Officers Memorial Fund and Museum and a proud alliance partner of the FBI National Academy Associates. BETTER MATTERS.

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