FBINAA Magazine Q1-2022-final-v4
This is the 2022 Q1 Associate Magazine of the FBINAA
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F E A T U R E S 08 Public Order Policing in the US: The Crisis and the Cure
Anthony J. Raganella & Peter Davidov
13 International Police Missions Create Stability, Security Dominique Lapprand 14 Critical Medical Response Training Gary J. Glemboski
19 Role of the FBINAA in Wellness Holly Nicholson-Kluth
22 The Blind Spot of Off-Duty Employment Brian Manley
26 Before The Bullet
Craig Petersen, FBINA 245
30 Best Practices for Exculpatory Digital Evidence Sy Ray C O L U M N S
04 Association Perspective 07 National Office Update 17 National Academy Update 21 A Message from Our Chaplain 24 Historian’s Spotlight 41 FBINAA Charitable Foundation E A C H I S S U E 06 Strategic / Academic Alliances A D I N D E X – 12 5.11 18 T-Mobile 20 Thermo-Fisher 29 CRI-TAC 40 Off-Duty Management 43 Miller Mendel – JFCU
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Q1 2022 | Volume 24/Number 1 The National Academy Associate is a publication of the FBI National Academy Associates, Inc.
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CALL FOR ASSOCIATE MAGAZINE ARTICLE SUBMISSIONS Call for Article Submissions on 21st Century contemporary trends, challenges, and issues facing the global law enforcement community. The National Academy Associate Magazine, the official publication of the FBI National Academy Associates, is seeking subject matter experts 21st Century Policing Topics for Consideration: LEADERSHIP DEVELOPMENT AND CURRENT TRENDS COMMUNITY POLICING BODY-WORN CAMERAS LEGISLATION AND IMPLEMENTATION EXTREME RADICAL GROUPS AND INTERACTIONS ON BOTH LEFT AND RIGHT HOMEGROWN RACE = BASED VIOLENT EXTREMISM CIVIL UNREST AND PROTEST ISSUES: PROTEST PROCEDURES/ACTIONS TACTICAL RESPONSE RECRUITING MEDIA RELATIONS FINANCES/BUDGETS DURING TIMES OF CRISIS RECRUITING DIVERSITY OFFICER HEALTH AND WELLNESS RETIRED MEMBER FITNESS to write original, unpublished, continuing law enforcement-related education articles.
Howard Cook / Executive Director, Publisher John Kennedy / Deputy Executive Director, Editor In Chief Bridget Ingebrigtsen / Editor Dave Myslinski / Design
© Copyright 2022, the FBI National Academy Associates, Inc. Reproduction of any part of this magazine without express written permission is strictly prohibited.
The National Academy Associate is published quarterly by the FBI National Academy Associates, Inc., National Office, FBI Academy, Quantico, VA 22135.
The FBI National Academy Associates, Inc. is a private, non-profit organization and is not part of the Federal Bureau of Investigation or acting on the FBI’s behalf. Email editorial submissions to email@example.com. Submissions may vary in length from 500-2000 words, and shall not be submitted simultaneously to other publications. The FBI National Academy Associates, Inc., the National Board and the editors of the National Academy Associate neither endorse nor guarantee completeness or accuracy of material used that is obtained from sources considered reliable, nor accept liability resulting from the adoption or use of any methods, procedures, recommendations, or statements recommended or implied.
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CYBER CRIME AND MANAGEMENT LAW ENFORCEMENT AND COVID-19 LIFE AFTER LAW ENFORCEMENT OTHER
On the Cover: With the United States Capitol Building in the background, officers of the United States Capitol Police in full body armor during a protest in Washington, D.C.
For submission guidelines, please visit www.fbinaa.org.
A s we close out 2021 and embark on 2022, this is an appropriate time to reflect on our accomplishments, and to express gratitude to those responsible for our continued success as an organization. To the FBINAA members who support the National Board, the National Office, and their own Chapter Leadership, we are grateful for your confidence in us, and for allowing us the privilege to serve you. Thank you also to the FBINAA Chapter and National Office Leadership and Staff. Your service and loyalty to your peers, and to the law enforcement profession, are sincerely appreciated. We owe recognition to the FBINAA Charitable Foundation Board and Staff for taking care of our members in need, and for your generosity and goodwill. In 2021, we resumed in-person attendance at a National Conference in Orlando. Thank you to the Florida Chapter and the Eventive Group. At that conference, we pledged to focus on addi - tional training opportunities, as well as the efficient governance of our beloved Association. To that end, the National Office and involved members continue to collaborate on new and expanded initiatives and programs, to include promoting the Active Bystandership for Law Enforcement Project (ABLE) and standing up a new Leader- ship Certification Program . Our membership voted to approve our revised Constitution in December, and appropriate committees and staff continue to review other guiding documents and policies. Our partnership with the FBI is stronger than ever and we are so happy to be back in Quantico. Thank you to the Bureau Leadership and the National Academy Training Unit. I was thrilled to represent the association at the graduation of Session 280 on Dec. 16, 2021. We welcome Session 280 as peers, col - leagues, and fellow graduates. We implore them to stay active in this, the world’s strongest law enforcement leadership network. It is unfortunate, but we can’t discuss 2021 without mentioning COVID-19. Besides the inconvenience of reschedul- ing meetings and programs, and resigning ourselves to virtual conversations, COVID-19 continues to be the predominant killer of police officers. Our thoughts and prayers are with families, friends and agencies affected by this scourge. Like any new year, 2022 brings thoughts of renewal, fresh starts, and new beginnings. We pray for the good health and safety of our members and law enforcement officers across the globe. Dear FBINAA Associates and Friends,
We look forward to inviting new members into the Associa - tion as they attend Sessions 281, 282, 283 and 284. Your Chapter Officers will meet in Quantico for a Leadership Summit in March 2022 and plans are well underway for the 2022 Annual Confer - ence. The Ohio Chapter promises to deliver on a terrific training and networking event in Cleveland! In closing, we know that our members are passionate about this Association. We have discussed our compassion and empa - thy for each other and many forms of outreach. President Teddy Roosevelt said, “Nobody cares how much you know, until they know how much you care.” You should all be proud of your ability to show that you care. On behalf of the FBINAA National Board and National Office Staff, best wishes for a happy, healthy, and safe New Year.
Kenneth M. Truver FBINAA President Chief of Police, Borough of Castle Shannon (PA) FBINA 225
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NATIONAL OFFICE UPDATE FROM THE EXECUTIVE DIRECTOR
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A s we move forward in 2022 and put 2021 in the rearview mirror, it’s time for us to make this year’s personal and professional goals a reality. It’s also a time to reflect on how we got to this point in our careers and the leadership provided by those who preceded us. Let us not forgot the historic values of our Association and the foundation and ideals on which it is built. These ideals are expressed so eloquently in the National Academy seal. The seal represents the core values of who we are and we who we serve: The FBI National Academy seal is symbolic of the united effort on the part of all graduates of the FBI National Academy to maintain the high ideals of the law enforcement profession. Each facet of the National Academy – academic achievement, strength, valor and integrity – is embodied in the symbols and colors of the seal. The eagle represents the courage of law enforcement, flanked by academic excellence and law and order, as represented by the olive branch. The strength in body and mind necessary for law enforcement is symbolized by the arrows. The eagle stands on the United States shield. The red stripes of the shield symbolize the courage and strength neces- sary in law enforcement and the white stripes stand for light, peace and truth. The unity of law enforcement is represented by the 13 stripes comprising the shield, the 13 arrows and the 13 appendages of the olive branch, reminiscent of the 13 origi- nal states. The motivating ideals of the national academy are expressed in the motto, “Knowledge, Courage, Integrity.” The peaked, beveled edge surrounding the National Academy seal represents the continuing forces of adversity facing the law enforcement community. Symbols are important and more than just images on paper or on buildings. The National Academy seal is a commitment we made to our profession and to protecting the communities we serve around the world.
Wishing you and yours a safe, healthy, and prosperous New Year!
Howard M. Cook FBINAA Executive Director FBINA 224
PUBLIC ORDER POLICING IN THE U.S.: T HE CRISIS &THE CURE ANTHONY J. RAGANELLA & PETER DAVIDOV
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The U.S. Constitution’s First Amendment guaranteeing free speech and peaceable assembly may be one of the most powerful foundational rights ever put on paper and freely given to the world. At the same time, responding to protest, civil disobedience and civil unrest is one of the most challenging areas of responsibility for law enforcement. It is a high risk/low frequency event that presents myriad threats and liabilities to individual officers, agencies and governments.
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Continued from "Public Order Policing in the U.S.: The Crisis and the Cure", on page 9
C urrently, there is no standard regarding public order polic- ing for First Amendment assemblies and civil unrest in the U.S. As a result, a multitude of variations exist among 18,000+ U.S. law enforcement agencies. National standards are critically needed for public order officer selection, training, equipment, tactics, command, and those supporting these operations. This lack of standards has created confusion and misconception regarding public order best practices among law enforcement, the public they serve, the media, and elected officials. A lack of understanding about community tension indicators, crowd dy - namics, and crowd psychology may cause mass demonstrations to quickly devolve into disorder. When untrained or unequipped officers engage in public order policing, unintended consequenc - es often follow. This in turn has led to strained relationships and significant trust issues between the public and police. In 2020, agencies across the United States faced civil unrest at levels not seen in decades. The public witnessed nightly images of the unrest along with widely varied police response to similar events in locations from coast to coast. Pundits provided varied commentary regarding police tactics and response often conflat - ing protest with violent criminal activity that occurred during these incidents. In many instances, the police were criticized for a lack of response, while in others they were criticized for over response. Sadly, some members of the media, advocacy groups, and even elected officials politicized police response in furtherance of their respective agendas. Violent criminal conduct was described as legitimate protest as well as justified by the cause. This gave rise to the perception that police were violating citizens’ First Amendment rights of expression and peaceable assembly when they used public order tactics and force. Police agencies often did not explain their actions in a timely manner allowing those with a political agenda to create false narratives
that negatively influenced the public perception of policing and the specific agencies involved in the incident. A stark example of this was the media coverage of the United States Park Police (USPP) operation to clear Lafayette Park, which abuts the White House complex on the north side of Pennsylvania Ave., on June 1, 2020. USPP had made a tactical determination to expand the perimeter fencing surrounding Lafayette Park. This decision was based on the need to protect officers against injury from violent criminal activity in the form of active assaults on officers that were occurring in and around protest activity. 1 USPP used public order tactics to remove those persons committing violent criminal activity and completed their clearing of Lafayette Park according to their plan. In the after - math, then President Trump walked across the park and held a news conference at St. John’s Church. USPP was accused of clearing the park in order for the president to hold the news con - ference. This report was later proven false, but the damage to the legitimacy of USPP, and policing in general, was already done. 2 USPP’s decision to clear the park of those perpetrating violence was not communicated clearly in advance, and characterization of violent criminal activity by politicians, media representatives and even in law enforcement allowed the incorrect narrative to be created that USPP cleared the park of peaceful demonstra- tors for the president’s political purposes. A lack of national standards that clearly differentiate between response to protest activity, which is peaceful by definition, and violent criminal activity allowed that narrative to take root and perpetuate. National standards will allow agencies to point to clearly defined best practices and to counter opportunistic mischaracterized interpretations of their lawful actions. In short, a national stan - dard will serve to educate not only law enforcement but also the public it serves.
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Continued from "Public Order Policing in the U.S.: The Crisis and the Cure", on page 10
As modern-day policing’s father, Sir Robert Peel , pointed out, “The basic mission for which the police exist is to prevent crime and disorder.” Yet, “The ability of the police to perform their duties is dependent upon public approval of police actions.” The delicate balancing act of preserving and protecting citizens’ First Amend - ment rights vs. the mandate to prevent crime and disorder must be understood and respected. All organizations in the democrat- ic world, including police, exist because of public consent, and the foundation of that consent is public trust. Trust is a precious and precarious thing. It is hard to get, easy to lose, and difficult to rebuild. Public trust in policing may be at an all-time low. Trust in public order policing depends on effective, reliable, professional, and unbiased policing. This involves and neces- sitates specialized training, specialized equipment, customized environmental scanning that goes beyond current crime-focused geographic data analysis, and a lead role given to public order policing specialists. The result is a public understanding that public order policing supports and encourages the power of free speech and peaceful assembly; it is not there to suppress or quell free speech through perceptions of fear and intimidation. In order to prevent negative outcomes and blemishes on agencies charged with policing First Amendment gatherings, public order policing must be professionalized and specialized within U.S. law enforcement. Proper training and tactics will provide improved community relations, improved de-escalation capabilities, positive optics, and decrease the reliance on higher levels of force. Additionally, proper personal protective equip- ment (PPE) will provide officers with safety and confidence, which leads to positive use of force outcomes. Currently, the lack of standardized public order equipment has routinely resulted in unnecessary and improper tactics being used. The inseparable relationship between equipment, tactics and training must place tactics as the driving, evolutionary force to improve equipment and the police response to public order. This will provide public order commanders, increased tactical options when dealing with different types of crowds, groups and organizations The overwhelming majority of U.S. law enforcement agen - cies employ less than 25 sworn officers. As such, most U.S. law enforcement agencies depend upon mutual aid to supplement their capabilities during major critical incidents. This reliance highlights the need for standardization among agencies and mobilized regional forces to ensure compatibility and adherence with best practices. To be certain, police response to public order incidents must be proportionate, as well as lawful and legitimate to avoid harmful missteps and strain upon public trust. Today, it can be strongly argued that public order policing is still not fully accepted by police executives as an important spe- cialty unto its own. Policing priorities, or lack thereof, are easily identified through language and actions. Regarding public order policing, we hear the language of, “There is no money for training and equipment,” “It can’t happen here,” and “We’ll look into it next year.” Agencies have spent tremendous time and effort develop - ing Special Weapons and Tactics (SWAT) units, and mistakenly believe that SWAT can do the job of a trained public order team. But that is not true. When SWAT officers are tasked with a job for which they are poorly trained and ill equipped, the number of officer and citizen injuries rise, property is damaged, the com - munity begins questioning the law enforcement leadership, civil suits enter the courts, and officers are out of work for long-term
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rehabilitation from injuries. Lost in this dynamic is public trust in policing. International standards have been developed for SWAT, fo - rensics, police canines, and other police specialists. It is overdue for public order policing to be on equal footing with these other specialists. In order to grow and maintain trust in policing, the role and specialization of public order policing must be made a high priority. What is required is a dedication of time, effort, money equipment, and a national standard to make a specialty service aligned with the current expanding public order environ - ment. Moreover, top-level police executives must be intimately knowledgeable in the dynamics and best practices of public order policing prior to commanding such incidents so they can develop effective strategies to maintain the peace or command a return to normalcy. An investment in public order units is a straightforward, cost- benefit calculation. The investment involves time, money, and resources. The benefit of this investment is public and officer safety, protection, and proactive police action to protect all people’s rights and to protect property and businesses. And from that, the largest profit is realized in public confidence and trust in professional policing plus a strong underscoring in the American right to peaceful assembly and free speech. The upfront costs of public order units may be high, but with federal funding and pooling of resources through memorandums of understanding and mutual aid agreements, agencies do not have to bear the costs alone. Proper planning, equipment, training, and bench- marking will ensure that the questions from civilian oversight, courts, media, and family members can be answered. This can all take root with a commitment to professionalizing and specializing public order in U.S. policing through recognized best practices and national standards. References 1 Office of Inspector General – U.S. Department of the Interior, “Review of U.S. Park Police Actions at Lafayette Park”, June 2021, https://www.oversight.gov/sites/de - fault/files/oig-reports/DOI/SpecialReviewUSPPActionsAtLafayetteParkPublic.pdf 2 Ibid About the Authors: Anthony J. Raganella is the founder and CEO of NY Blue Line Consulting Group, a company that provides law enforcement training and consulting services nation -
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INTERNATIONAL POLICE MISSIONS CREATE STABILITY AND SECURITY DOMINIQUE LAPPRAND
E verybody is aware of the Navy SEALs and other special forces operating in such dangerous places as Somalia, Afghanistan, Niger, etc. Few people know that courageous indi - viduals who once were patrolling their beats in America are now risking their lives to restore peace and safety in these places. What can be said for U.S. law enforcement officers can also be said for police officers worldwide, especially in the Western world and in Europe. There are many reasons why police officers leave their usual workplaces to police abroad. A NEW WORLD ORDER WHERE POLICE MATTER AS MUCH AS MILITARY Large armies deploying warplanes and tanks will continue to exist worldwide. Nevertheless, the picture of the AK 47-car - rying jihadist riding a motorbike and moving from one village to the other while terrorizing villagers is now a common image of modern warfare. What is needed today is not just to protect these villagers’ communities but to help these same communi -
Most police officers work in or near their hometowns for the benefit of their communities. But many places worldwide where people are missing such benefits, and they need international police officers to (re)build their policing systems and police organizations to provide citizens with a safe environment. In return, this would help to tackle external criminal threats that impact us at home.
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CRITICAL MEDICAL RESPONSE TRAINING FOR LAW ENFORCEMENT
GARY J. GLEMBOSKI
Medical training for law enforcement personnel at police academies and in-service level training has changed very little since the late 1970s. A typical recruit generally takes only a CPR and basic first aid class. Often, recruits do not even receive a certification, as this is left up to their departments. However, on occasion, events can occur that tend to compel individuals to shift their thought processes. O n Christmas Eve in 1978, several months after I graduated from the academy, I was dispatched to a call for medical assistance. When I arrived, there was a middle-aged woman lying on the floor next to her Christmas tree. Her daughter was kneeling next to her and wiping her forehead with a wet rag. She thought the woman had fainted as it was uncomfortably hot in the house. When EMS arrived, they determined the mother had suffered a heart attack and died. A similar incident, two months later, caused me to consider getting further medical training. I subsequently enrolled in an EMT program and graduated in 1979. I eventually worked as a full-time EMT and received valuable experience, which ultimately led me to co-develop a nationally recognized Tactical Medic pro- gram, and obtain certification as a NREMT-I and EMS instructor. I maintained my certification for 27 years so I could be able to teach law enforcement officers and military personnel the skills necessary to perform life-saving interventions in critical situations. The military has been training their personnel at higher levels for some time. Many soldiers have received Combat Lifesaver and Tactical Combat Casualty Care (TCCC) training. Each tier offers more advanced skills and constantly reinforces
the basic phases of emergency care. This information is applicable to all law enforcement officers as well and may allow you to save lives. PHASES OF CARE “The hemorrhage that takes place when a main artery is divided is usually so rapid and so copious that the wounded man dies before help can reach him.” - Col. H.M. Gray, 1919
Col. Gray is correct. Research using data fromWorld War II until the present has reached the same conclusion – the overwhelming cause of preventable death on the battlefield was extremity hemorrhage. However, until recently, personnel were not adequately trained or equipped to control life-threatening hemorrhage. In 1990, Captain Frank Butler , former Navy SEAL and direc- tor of Biomedical Research for the Naval Special Warfare Com - mand, wrote a treatise for SEAL Mission Commanders addressing the need for enhanced medical training for Special Operations Forces (SOF) operators. The result was the Tactical Combat Casualty Care (TCCC) guidelines. These recommendations are now contained in the Pre-hospital Trauma Life Support Manual (Mosby), and they carry the endorsement of the American Col- lege of Surgeons Committee on Trauma and the National Associ- ation of EMTs. The TCCC guidelines are the only set of battlefield trauma guidelines ever to have received this dual endorsement. Using the TCCC guidelines, the military currently identifies three separate phases of casualty care: Due to the unique circumstances law enforcement officers often find themselves in, the need for a level of medical training above basic CPR/First Aid is necessary. Quite often, officers are the first to arrive at a critical incident scene involving serious trauma such as gunshot wounds. Traffic crashes are also a cause of serious injury and officers must be prepared to render ap - propriate aid when necessary. Using the TCCC guidelines shown, law enforcement officers should consider learning how to deliver care under fire as well.
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Cory McGookin ACADEMY UPDATE
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A s my Jan. 28 retirement date quickly approaches, I am fortunate to have the opportunity to write one last article to my colleagues that can serve as a “farewell” as well as a “thank you.” It has been the honor of my career to be the Unit Chief of the National Academy. I often tell people that I Forrest Gumped my way into the second-best job in the FBI. A position in which I never dreamed I would one day serve. You may be asking, what is the best job in the FBI? That would be an instructor in the National Academy program. I was fortunate enough to start in that position in 2013. I absolutely loved teaching leadership to NA students. I learned long ago that I love learning and then sharing what I learned with others who also want to learn. I was paid to do that for the NA for four years, which I would have done for free. I discovered what many of you fellow instructors have probably discovered over time. You learn more through the stu- dents in the classes than anything else you do. With every class I taught, I was collecting thoughts, ideas, stories and information that could be used to inform future classes. I became a better instructor, leader, and person because of my time with you in classrooms. Every time you are promoted, you may gain more influence and power, but you likely lose some enjoyment. I found that to be true when I was promoted to be the Unit Chief over all the NA instructors in 2017. I left the best job in the FBI, but I was able to move to a more strategic view of the program and support the instructors. At the end of the day, I recognize that a large part of the success of the program is the experiences students have in the classrooms. Fortunately for me and you, the instructors at the NA are awesome. People come teach in the NA program because they care and they want to be there. It was a little odd moving into the position of leadership over my own mentors. As I expected, they didn’t always make it easy, but they definitely made me better. I will forever be indebted for my success to long time instructors many of you know – Kilbride, Coleman, Lewis, Pennybacker, White, Jarvis, Rebuck, VanVorst and many others. It’s December 2018 and I’m told to immediately report to executive management. That is rarely a good thing. I walk in and they close the door. “Uh oh,” I think. Bottom line upfront, I’m told they are moving me to a new job. I love my job and my heart sinks. I can’t imagine not being part of the NA. Then I get the news I wasn’t expecting – I’m being moved to be the Unit Chief of the National Academy starting Jan. 1, 2019. I went from deflated to elated immediately. A moment later, the gravity of the situa- tion hit me. The world’s greatest law enforcement education pro - gram was my responsibility. I truly believe that the NA has a role in the effectiveness of law enforcement and national security in the U.S. It has a role in the effectiveness and security internation - ally. It is really important. It turns out that I need not worry that much about the responsibility. For sure, it is a very important position, but I am just one of the many people who contribute to this unique thing we call the NA to ensure its success. There are literally thousands of competent, smart and dedicated people who all push in the same direction to keep this good thing going at a world-class level. I get an undeserved portion of the gratitude and apprecia-
tion for the program in my position. Actually, I should be the one giving the gratitude and appreciation. There are so many great people to thank that I could never do it justice even if I filled this entire magazine with names. Before I go, it is important for me to recognize my apprecia- tion for the NAA. Howard Cook has been the ideal partner for me. You have a gem in Howard. His leadership of the incredible NAA staff and his dedication to being a true partner to the FBI is a large part of the NA’s success. Thank you Howard. Thank you, John Kennedy, for your hard work and partnership in pushing for great training and education for law enforcement. Thank you to the entire board for what you do. I’m proud to have been a col - league to you all. By the time you read this, I will be retired but I won’t be gone. I will be a proud member of the NAA going forward, and I’m going to stay in the consulting, coaching and training space for law enforcement as I will continue to reflect the on things I learned from you all in hopes of making the profession better.
Stay in touch and stay safe,
Cory McGookin Unit Chief, FBI National Academy
THE ROLE OF THE FBINAA IN THE WELLNESS OF NON-ACTIVE LAW ENFORCEMENT LEADERS
This article is about the role the FBINAA plays in keeping non-active and retired law enforcement leaders connected to a community, and how their health and wellness could benefit from aspects of membership. I also discuss the psycho- logical aspects of leaving a career that has embodied the philosophy and community of those who have served as long-time law-enforcement officers. T he value of the connections made during and after the FBI National Academy has been lauded for many years. The resources for professional advice and experience and the pool of high-level associates with whom to share policies and solutions are unmatched in any other organization. The value to a law en - forcement leader of having a personal and professional connec- tion with more than 200 other leaders around our nation and the world is extraordinary. For their agencies, the ongoing training of - fered in contemporary and cutting-edge issues in the national law enforcement community helps to shape programs and processes that keeps them in the forefront of 21st century policing. But, just as beneficial is the experience of spending almost three months in dorms and classes together with global law enforcement leaders, building lifelong friendships, connections, and memories. Unbelievably impactful was becoming aware that public safety is very similar worldwide, as are the struggles and emotional toll of the job. With the prevalence of social media, the ability to see what’s going on in associates’ personal and professional lives helps to keep those connections alive as fellow graduates move up through their agencies, move to other agen- cies, become chiefs and sheriffs, or retire.
It recently occurred to me how the maintenance of rela - tionships with fellow academy graduates might contribute to
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A MESSAGE FROM OUR CHAPLAIN
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What the World Needs Now…
A new year always brings hope — the promise of a fresh start, renewal, and a desire for things to be better than the year before. While I wish that for each of us, I can’t help but feel that we have to do more than just hope; we have to look to ourselves for change. Policing has taken a hit in the public eye for some time now and we know that there is a significant lack of trust by those we are sworn to protect. Add to this the fact that we’re having to maintain order during a time when Americans are divided and are exhibiting an extraordinary mistrust of one another. There’s a lot of anger and rage these days — on airplanes, in public gather - ings, on social media. It’s made me think a lot about kindness. It is something we seem to have lost sight of. I think about the lesson of the Good Samaritan in the Bible. When confronted with someone of a dif - ferent religion and culture who was in need, the Samaritan put aside his differences to help the man. He did not think about the man’s beliefs or what station in life the man held—he just saw a person in need of help. Similarly, as law enforcement officers, we are called upon to put others first. We are trained to think about how our actions affect others. We are required to be proactive, provide support, and do good. But more often than not, our jobs demand that we also be aggressive, physical and skeptical. The do-good part of our jobs can get lost. The ever-increasing daily demands on our time suggest that we operate in a high-speed, low-drag environment. Sometimes we get so focused on the day-to-day demands of the job that we forget why we got into law enforcement to begin with. We tend to forget one of God’s greatest requests — that we give back that which has been given to us. We are asked to reach out and help the needy and show mercy on the poor and down - trodden. Be good to our neighbor, our parents, brothers and sisters. Keep His Word holy and never forget that He is with us at all times. Surely we cannot help but be kinder if we remember these basic principles. I was looking through my notes recently from an FBINAA 2020 Virtual Webinar about leadership and noticed that speaker after speaker cited community mistrust as one of the most press - ing problems facing law enforcement today. Their solutions? Many of them involve leading with kindness: • Win the hearts and minds of citizens • The court of public opinion matters • Invite community organizations to the table for discussions • Demonstrate compassion to others • Focus on youth programs • Build relationships • Commit resources to the needs of the community • Know mental health, school, and faith-based resources • Reduce fear and empower the community
Communities across this great nation are in need of our com- mitment to do good work, serve with dignity and compassion, and to right the wrongs so that others will feel safe. For us to unite as one we must show a true and honest attempt to make good our promise to help everyone—even those who do not trust us. We will make mistakes along the way, but we need to keep trying. I am reminded of the Scripture of Luke 10: 25-37 and that the highest reward of altruism is when we do something good for someone else without any expectation of reward or promise. As we think about ways to heal our relationship with the commu - nity, will we lead with kindness? Can we give of ourselves to strangers without expectation of recognition? Can we reach out to the elderly, the infirmed and homeless as well as our neighbors, friends and families to let them know we’re there for them? According to a 2006 study, police personnel who aspire for a sense of professionalism also aspire for high ideas, which includes altruism as well as honor and integrity, respect, excel - lence, caring, compassion, communication, leadership, responsi- bility and accountability. It’s often times the little things we give that make a differ - ence to someone or have an impact on others. Holding fundrais- ers for local charities, outdoor events to help the elderly, mailing thoughtful greeting cards to people who are homebound or disabled, helping food banks, creating webinars for the com - munity on safety issues — what more can we give of ourselves for our communities? I think the answer is, plenty. And in keeping with our need to think of others, let us also take a moment to silently honor the 482 law enforcement of - ficers who gave the ultimate sacrifice in 2021. We pray for their families, and that their memories will live forever. We ask God to bring them comfort and peace knowing they gave their all to the highest calling of being a protector of the people. According to the Law Enforcement Officer Memorial Fund, 323 of those police officers died from COVID-related illness in 2021. We pray that 2022 will bring hope and safety to the thou - sands of officers who are faced with this hidden enemy and that they will be protected and supported as they are our first line of defense.
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THE BLIND SPOT OF ADMINISTERING OFF-DUTY EMPLOYMENT
Secondary employment is referred to by many names in law enforcement agencies nationwide. Sometimes referred to as off-duty details, special duty, overtime, or extra jobs, the vocabulary used to define these jobs is as varied as the state and agency policies that administer them. The risks associated with off-duty job employment are a blind spot for most agencies, and they often can get buried at the bottom of the priority list. T housands of officers across the nation start their day on duty, then end it by working a supple - mental off-duty assignment to further support their families. It only takes a single off-duty mistake to land them on the front page of newspapers. Negative press not only misrepresents the nature of off-duty jobs and tarnishes reputations but also diminishes trust in police departments and the jurisdictions that employ them. The potential risk and liability officers face while working off-duty jobs is not usually a concern for agency leaders today. It is a blind spot that many leaders don’t recognize or just don’t have the bandwidth to address. Many administrators are unaware of the physical, legal, and liability dangers officers may bring upon themselves and their agency when working extra jobs until it’s too late.
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E very session thinks of itself as special with stories and connections made during the eleven weeks at the Academy. Each recent session has stories of the events that took place at the auditorium when family arrived to celebrate the momen - tous occasion. However, there is one session that was able to pair their session number with the turning of the century in an auspicious graduation location. The ceremony for Session 200 was held on Friday, March 24th, 2000 at the Daughters of the American Revolution Constitution Hall in Washington DC. “The President’s Own” United States Marine Corps Band provided music before and during the ceremony. At that point more than 33,000 had graduated since the program started in 1935. (NOTE: as of 2021, that total is over 52,000.) Over 2,200 family members and other dignitaries attended this unique graduation celebration including many members of chapter leadership who had just concluded the annual meeting of chapter presidents and secretary-treasurers. The graduation was preceded Thursday night by a reunion dinner dance at the Wash - ington Hilton attended by 725 graduates. The oldest member in attendance at the dance was Walter Wier , Session 44 fromWestern PA. FBI Director Louis J. Freeh spoke to the chapter leaders dur- ing the week and then again at the graduation ceremony where he presented a plaque to General James L. Jones , commandant of the Marines Corps. The plaque expressed appreciation for the close relationship that has been forged between the FBI and the Marine Corps over the years since the facility moved to the grounds within the Marine Corps compound. Other notable speakers were FBINAA President Randy Ely , Col. Michael D. Robinson , President of the IACP and US Attorney General Janet Reno . The event caught the attention of the media in an article in USA Today titled “FBI Academy has come a long way from just po- lice basics.” The article detailed the origins of Hoover’s brainchild which originally emphasized basic police work such as firearms training, fingerprinting and how to subdue a subject and evolv - ing into the current focus of developing leaders and a curriculum to keep pace with current events. There was a speaker of note who will always treasure the memory - Class Spokesperson Lt. Bryan Lockerby from Great Falls, Montana. The uniqueness of the event and its location meant that the speaker would have a much larger audience than previous (and subsequent) Class Speakers. Just to kick up the anxiety a notch, the graduation was scheduled to be livestreamed on the Law Enforcement Television Network (LETN). In Bryan’s own words, “Although I had no personal goal to be speaker prior to entering the NA, I thought I’d at least give it a try by competing against some of my section classmates. The section elected me to go against the other section speakers a week later. Our section counselor warned that competition would be stiff, since each section would be loyal to their speaker. If I was going to get elected, we would need to find a way to tip the scales, even if just slightly, to our section’s favor. There were about 25 foreign students in the class, which is where I decided to focus some of my talking points. Because I spent time growing up in Germany, I spoke fluent German, and Memories from Session 200 – In Year 2000 Cindy Reed THE HISTORIAN'S SPOTLIGHT
had already helped a confused Austrian officer maneuver through his first week. There was an officer from Japan across the hall in our dorm, two officers from Spain, one from Eritrea, and other countries around the globe. The day of the speech-off, the compet - ing section candidates were very compelling and I was certain the journey was over. I was one of the last to speak, and in my closing specifically focused on the international students, thanking many of them in their own language, some forms which I had to phonetically write out. The speeches ended, the votes were collected, and we returned to class. The following day, it was announced that I had been elected class spokesperson. Our section counselor pulled me aside and said, “You were elected…barely.” In other words, it was just two or three votes that tipped the scales in our section’s favor. I must think it was the strategy on the international students that made it happen. The outcome felt surreal, especially since it was on a whim that I decided to throw my hat in the ring. I’m just a Lieuten- ant from rural Great Falls, Montana, now expected to represent the thoughts and feelings of my peers, who were clearly more distinguished and tenured than me. I don’t remember much of my speech, but one quote I remem- ber using was from the Muppets,“There's not a word yet, for old friends who've just met.” It was from The Muppet Movie (1979), when Gonzo is singing at the campfire with his newfound friends. The verse refers to those people we just met, yet with whom we quickly feel an affinity that one normally only feels in long friendships.” Everyone who has had the amazing experience of being selected and completing the Academy can identify with Bryan’s experience, even if they didn’t have the added stress (and pride) in being the class speaker. Of note: This was the last 12 week NA session before being reduced to eleven weeks. Bryan shared his journey in the 21 years since graduation, including an interesting reunion with another member of his session. “I retired from the Great Falls Police Department as Captain of Inves- tigations after 31 years. A day later, I was appointed Administrator of the Division of Criminal Investigation at the Montana Department of Justice, now in my 9th year, serving under my second Attorney General. Of the many people I met during NA200, one of them was Bryan Gort- maker, a Supervisory Agent with the South Dakota Division of Criminal Investigation. After we parted ways and continued with our careers, we later discovered that we had both been promoted to head our state investigative agencies. Now, 21 years later, Gortmaker had retired from South Dakota DCI, moved to Montana, and was hired recently by my Division to run our state fusion center. Once again, the NA connec- tion brings us together.”
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(L-R) Washington Chapter Members: Denise (Turner) Sellers #199, Mike Noska #140 (deceased), Cindy Reed #134, Bob Maxfield #174, Connie Heimbigner #135 and Faye Greenlee (FBI-Seattle)
Bryan Gortmaker and Bryan Lockerby reconnect 21 years later.
PHOTO CREDIT: gettyimages.com
BEFORE THE BULLET
Toward the end of 2020 and into 2021, the City of Gulfport, Miss., like many other cities, experienced a spike in violent crime. Driving the spike in violent crime was a series of drive-by shootings that involved juvenile offenders. The Gulfport Police Department employed traditional police methods such as proactive directed patrols and created a street crimes unit with gun crime as their primary focus. The department also partnered with the U.S. Attorney’s Office in “Project Eject,” part of the Project Safe Neighborhoods Initiative , to target offenders of violent crime. These efforts were successful but, in many instances, cases were made after the crimes occurred.
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Continued from "Before the Bullet", on page 26 T he Gulfport Police Department sought to implement a program that targeted the juvenile offender before he or she actually pulled the trigger. Thus, a pilot program called “Before the Bullet” was born. The innovators and architects of the program are Sgt. Jason Ducré and Lt. Clay Fulks . Their idea was simple – identify at-risk juveniles and mentor them before they resorted to committing violence; in other words, influence potential offenders “before the bullet leaves the gun.” Ducré and Fulks outlined their vision. First, they would identify susceptible juveniles and educate them about construc - tive life paths. Next, they would assign a mentor to each juvenile. Among other tasks, the mentors assist the juveniles in obtaining a driver’s license, completing high school or obtaining a GED, enrolling in trade school, enrolling in college, and obtaining employment.
Unfortunately, not everyone participating in the program will have a success story like Eckford’s. One of the initial partici - pants recently dropped out of the program. On Nov. 17, 2021, the program was publicly introduced at an event headlined by Civil Rights Icon Dr. James Meredith . With the public rollout, Ducré and Fulks are now vetting potential mentors from the community and establishing partnerships with community groups and organizations that can offer resources and services to assist these juveniles on the path to success. Police Chief Chris Ryle was quoted recently saying, “I don’t know how many kids this program will save, but if we save at least one, the program will be a success.” If you would like more information about this program, feel free to contact Sergeant Ducré at firstname.lastname@example.org .
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It takes a village to raise a child. For that reason, “Before the Bullet” includes the parents and family of the juveniles selected to participate in the program. Once the participants are selected, meetings are conducted with the participant, his/her family members, and community partners to clearly identify everyone’s role and to set clear, attainable goals. reports and reports from local schools and churches to identify po- tential participants for the program. Three juveniles were enrolled in the pilot program, with another recently added. Elijah Eckford , a 16-year-old male, is one of the participants in the pilot program. At the time of the public rollout of the program, Eckford had been in the program for several weeks. Eckford and his mother, Jen- Ducré and Fulks viewed police
About the Author: Deputy Chief Craig Petersen is a graduate of the 245th session of the FBI National Academy. He currently serves as the Deputy Chief of Police for the Gulfport Police Department located in Gulfport, Miss., where he has served for 24 years. Deputy Chief Petersen cur- rently serves as Third Vice President on the National Board of the FBI National Academy Associates and serves on the Board of Directors of the FBINAA Chari- table Foundation. Deputy Chief Petersen is a graduate of the University of Southern Mississippi (B.S. Business Administration) and Delta State University (M.S. Social Justice and Criminology).
esis Lewis , agreed to be interviewed by WLOX, a local television station. During his interview, Eckford stated, “ I almost went to jail for 10 years. I would have gotten out when I was 26 for a gun charge. Possession of a stolen weapon and grand larceny.” In just a short time, Lewis has seen a world of change in her son. During her interview, she stated, “I see a completely different child (from) three months ago. He was heavily into gang activity, he was very rebellious, very disrespectful. But his demeanor has changed, his attitude has changed. He’s actually on the right track to go ahead and get his high school diploma, and he’s also think- ing about going into the military.” Eckford ended the interview by saying, “Just do right by yourself and your parents, because, the road I was headed down like my mama said, I was either going to be either dead or in jail.” Eckford seems to be on the path to suc- cess thanks to the program. Also interviewed was John Whitfield , CEO of Climb CDC , one of the program’s community partners. Climb CDC offers at-risk youth ages 16-24 educational opportunities and job skills training. Whitfield stated, “Without partners like the Gulfport Police Department, we may not be able to help save lives, as we are doing in this case.”
The FBI National Academy Associates’ Community Engage - ment Committee is committed to partnering with public and private entities in order to identify, develop, and promote best practices in community and law-enforcement relations. The committee is seeking input from our members and their agen- cies. If you have an innovative and/or successful community engagement program to share, please contact the Committee Chair at email@example.com.
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