Under the guidance and support of Triton and limited resources, Kingston Police were able to deploy a fully functioning replacement solution within a few weeks. The new solution allows us to streamline processes, realize efficiencies, and reduce processing times.
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How the right gear influences job effectiveness on and off duty. Brendan Rodela and Hilary Rodela.
COVER STORY
1 0 Use of force for the mind
Proactive mental health and resilience training for police officers. By Harj Sidhu and Mark Davies.
15 Accuracy under extreme stress
Boosting officer pistol performance under pressure in real-life situations. By Dave Brown.
26 Close-quarters combat
Why law enforcement knife defence must be pressure-tested. By Chris Mandigma.
Why informal connections are vital to public safety preparedness
This year felt like a whirlwind; it was January, and then I feel like I blinked and now it’s November. 2025 was a dynamic year that showcased Canadian policing and public safety excellence at many events across the country and around the world. As the year ends, I want to reflect on a few examples of this national success and recognize that the lasting impact of these gatherings is rooted in making meaningful connections and fostering shared learning within the community.
Here at home, events focused heavily on addressing urgent issues. For example, the annual OACP & Blue Line Expo featured a leadership panel discussing bail reform and recidivism, which was timely given the government’s Bail and Sentencing Reform Act announced this fall. Meanwhile, the Policing in a Digital Age virtual technology symposium tackled procurement challenges and key infrastructure, including the urgent need for a public safety broadband network. Canadian conferences provided vital opportunities for police personnel to connect and build relationships that will support future efforts in the public safety sector.
wellbeing through AI and peer support, international issues in police psychological services, to U.S.-Canada law enforcement collaboration. These efforts spark new relationships that will foster the sharing of best practices and strategies in the years to come.
The future strength of the public safety sector is built in these informal moments.
While industry events are important because the information shared during formal sessions is a direct way to spread knowledge, what is just as important, if not more so, are the after-hours networking opportunities. The future strength of the public safety sector is built in these informal moments—the conversations during travel or discussions in the hotel restaurant—where you genuinely connect with people. You can pick their brain about the challenges you face, see if they’ve encountered similar issues in their service, and learn exactly how they overcame the hurdles you’re currently navigating.
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The need for these connections reaches well beyond our geographical borders. The World Police Summit in Dubai served as a platform for international recognition and the development of global partnerships. Toronto Police Service’s Chief Transformation Officer, Colin Stairs, spoke on traffic and parking enforcement and safer roads, while RCMP’s Commissioner Mike Duheme discussed the future of border management and cooperation beyond geographical boundaries. The global showcase continued at IACP in Denver, where nine public safety leaders delivered presentations on a variety of complex, modern policing topics. These sessions covered everything from the Canadian model of social work-police co-location and co-response, strategies to mitigate harmful disinformation, improving officer
This spirit of shared problem-solving is the goal I aim to achieve through Blue Line and our annual events as well. If we nurture these connections, we can bring ideas and knowledge from police officers in one part of the country and share them with the rest of Canada’s public safety personnel. This will ensure that individual connections translate into national success and preparedness for future challenges.
So, as always, I encourage you to reach out to me. Your input is invaluable in helping us cover the issues that matter most to this community. If there’s a topic you believe deserves attention, an officer you think should be featured, or a new initiative your police service has launched, please connect with me. I can be reached at bschroeder@ annexbusinessmedia.com.
Until next time, happy reading and be well.
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Western Wage conference unites police association leaders
Police association leaders from across Western Canada convened in Edmonton in late October for the annual Western Wage conference, hosted by the Edmonton Police Association. Through a series of conference sessions and roundtable discussions, association leaders from Manitoba to British Columbia explored innovative approaches to advocacy, member support and organizational issues, gaining insight into how similar challenges manifest across jurisdictions. The event also offered various networking opportunities, including evening receptions and a lively poker tournament, alongside the excitement of the World Series games happening each night of the event.
Stay tuned! A comprehensive feature on the event will appear in the January/February 2026 print issue of Blue Line.
NEW BRUNSWICK
DART trial demonstrates success in proactive enforcement and officer development
The Fredericton Police Force is sharing positive results from the trial of its Direct-Action Response Training (DART) team, an initiative aimed at strengthening training for junior officers while addressing commun-
BY THE NUMBERS
ity concerns about public drug use, petty crime and street-level disorder in the downtown core.
The DART pilot ran from May 30 to Aug. 1, 2025, encompassing 13 separate operations. Enforcement results included 42 arrests, 13 warrants executed, 40 tickets issued, and the seizure of 180+ grams of suspected CDSA drugs. Additionally, officers conducted 150 public interactions, including traffic stops and suspicious-person investigations.
Beyond enforcement outcomes, DART served to build officer skills through real-time mentorship. Junior officers gained experience in interdiction tactics, surveillance operations, and the legal articulation of police authority under the guidance of senior members.
Central to the trial’s success was robust collaboration with community partners, including the John Howard Society, Ironwood Resource Center, shelter staff and outreach workers. These partnerships supported enforcement and ensured vulnerable individuals were connected with appropriate services.
“Community safety in Fredericton is strongest when enforcement is supported by meaningful engagement and genuine partnership with the community,” said Cst. Alan Irvine. As the DART initiative’s lead, Irvine noted that the pilot delivered results, built trusted relationships and showed that
modern policing relies on collaboration as much as enforcement. The Fredericton Community Safety Task Force brought together government, police, health, and community partners to develop 47 recommendations focused on prevention, support, and collaboration to address root causes of crime and enhance community safety, with many actions already underway to make Fredericton safer and more supportive for all residents. The DART program continues to run and supports these recommendations.
SASKATCHEWAN
Investigative genetic genealogy solves century-old cold case
The Saskatoon Police Service recently announced the identification of remains discovered in 2006 during excavation, successfully solving a mystery nearly 20 years old. The remains of Alice Spence were identified through determined investigative work combining genealogical and DNA testing. Investigators believe foul play resulted in her death between 1916 and 1918.
Over the last 19 years, investigators utilized a variety of tools, including historical archives and DNA testing. The critical breakthrough came when the Toronto Police Services’ Investigative Genetic Genealogy (IGG) team assisted in exploring genetic relatives and developing family trees.
This success highlights the importance of innovation and persistence, relying on strong collaboration with partners like the Department of Archaeology at the University of Saskatchewan and the Saskatchewan Coroner’s Service. Chief Cameron McBride called the outcome a testament to the determination and innovation of investigators. It is believed this is the oldest investigation in Canada to be solved with the assistance of IGG.
In July 2025, Statistics Canada released recent data on Police-reported crime in Canada, 2024. For more information, please visit www150.statcan.gc.ca.
4 %
the volume and severity of crime, measured by the CSI, decreased by 4 per cent in 2024.
788
victims of homicide, which was eight fewer than in 2023.
79 % of gang-related homicides were committed with a firearm, most often a handgun.
4,882
hate crime incidents, which is 1 per cent higher than in 2023.
PHOTO CREDIT: BRITTANI SCHROEDER
NEWS
DISPATCHES CALENDAR
In May, Steve Rai was officially appointed the 32nd chief constable of the Vancouver Police Department. Prior to joining VPD, Rai served with the Canadian Forces Reserves. He began his career with the VPD in 1990, and in July 2014, Chief Rai was promoted to superintendent in personnel services before being promoted to deputy chief constable in June 2015. Throughout his career, he has been involved in numerous committees supporting the law enforcement profession, and his impact extends beyond Vancouver.
Jeremy White is the new chief for the West Grey Police Service. White officially assumed the role on June 28. His policing career began in 2000 as an auxiliary officer with the Town of Durham. In 2001, he joined the West Grey Police Service as a full-time constable. With 25 years of policing experience, Chief White brings a wealth of knowledge, leadership and a strong connection to the community he serves.
The Brantford Police Services Board announced the successful appointment of two members to the roles of deputy chief. Deputy Chief Richard Paolini began his policing career with the Brantford Police Service in Sep. 1997. Since 2018, he has served as inspector in charge of quality assurance and assumed the role of interim deputy chief in May 2024. Paolini is also a former president of the Brantford Police Association. Deputy Chief Grant Davies began his career in law enforcement as a park patroller while attending university and was hired by the Hamilton Police Service in 2003. In 2007, he joined the Brantford Police Service, where he has served in a wide range of operational and investigative capacities. He was promoted to staff sergeant in 2017 and to inspector of investigative support in 2024.
The Victoria Police Department has appointed Michael Brown as deputy chief constable. Brown is a third-generation police officer who has served 30 years with the Victoria Police Department. The majority of his career has been served with the Greater Victoria Emergency Response Team as a tactical officer, team leader, critical incident commander, and officer in charge. Brown is widely
respected for his operational expertise, integrity and commitment to community engagement.
Ryan Hogan has been appointed to the rank of deputy chief at York Regional Police (YRP), effective July 2025. Hogan brings over 27 years of policing experience, with a proven track record of leadership and dedicated service. Hogan has held multiple leadership roles in various areas of the organization, including organized crime and intelligence services, community services, the organized crime enforcement bureau, and the professional standards bureau. Known for his humility, clear vision and strategic mindset, Hogan leads with purpose and a steadfast commitment to advancing both organizational growth and community well-being with a strong foundation in community engagement and operational excellence.
Superintendent Chris Goebel has been chosen as the new officer in charge (OIC) of the Kelowna RCMP Detachment. Goebel brings more than 24 years of operational policing and senior leadership experience to the role. He began his RCMP career at the Kamloops Rural and Kamloops City Detachments before taking on specialized roles with the Southeast District Emergency Response Team, the Lower Mainland District Emergency Response Team and the B.C. RCMP Major Crime Section.
Chief Scott Fraser has announced that he will retire effective Dec. 31, 2025. Fraser leaves the Kingston Police Service after a distinguished career marked by steady leadership, significant accomplishments and a commitment to advancing the board’s strategic plan and the community’s values. Fraser began his policing career in Vancouver in 1991 and later joined the Brockville Police in 1998. Over the course of more than three decades in policing, he has built a reputation as a thoughtful leader committed to police service, accountability and innovation. Fraser has served the Kingston community with
Toronto Police Service Chief’s Gala
Date: Nov. 13, 2025
Location: Toronto, Ont. chiefsgala.com
CACP Counter-Terrorism and National Security Forum
Date: Nov. 13 – 14, 2025
Location: Ottawa, Ont. cacp.ca
CACP National Symposium for Missing Persons and Unidentified Remains
Investigators
Date: Nov. 30 – Dec. 2, 2025
Location: Kanata, Ont. cacp.ca
BCACP/CACP National Police Leadership Conference
Date: Jan. 18 – 20, 2026
Location: Vancouver, B.C. cacp.ca
Thunder Bay Police Service Gala 2026
Date: Feb. 28, 2026
Location: Thunder Bay, Ont. thunderbaypolice.ca
Alberta First Responders Association 2026 Symposium
Date: Mar. 6 – 7, 2026
Location: Edmonton, Alta. ourafra.ca
Security • Police • Fire Career Expo –Toronto
Date: Mar. 31, 2026
Location: Toronto, Ont. emergencyservicesexpo.ca
OACP & Blue Line Expo
Date: Apr. 29, 2026
Location: Mississauga, Ont. bluelineexpo.com
Find more calendar events online at blueline.ca/events
dedication and professionalism since joining the service in Oct. 2021, as deputy chief. He was appointed acting chief on Jan. 1, 2023, and formally appointed chief of police on Jan. 1, 2024.
Integrating Community Feedback
With Professional Standards
360° view for public safety supervisors to analyze team performance using community feedback gathered through automated surveys
DISPATCHES NEWS
West Grey Police Service’s Chief Robert Martin, who served with dedication and distinction, retired in June. This marked the conclusion of a notable career in policing and leadership within the service. The police service board extended its sincere gratitude to Chief Martin for his years of unwavering service to the West Grey community.
Chief Jason Bellaire is set to retire in November 2025. Bellaire has been a member of the Windsor Police Service since 1995 and the chief of police since Nov. 2022. He previously served as deputy chief of operations. He said, “It has been a pleasure and a privilege to serve our great community and to work alongside such an incredible and dedicated team of professionals.”
The York Regional Police Service Board congratulates Deputy Chief Alvaro Almeida, who, after 37 years of policing, retired in June. Board Chair Steve Pellegrini said, “Over the course of his exceptional career, Deputy Chief Almeida has served the residents of York Region with commitment, passion, and professionalism. On behalf of the Police Service Board, I extend our gratitude for his numerous contributions to York Regional Police and the community.”
OPP Canine Otis, a 10-year-old German Shepherd, has spent his career tracking down bad guys, detecting drugs and assisting frontline officers in Sault Ste. Marie. He’s always ready to work, but it’s time for a well-earned retirement. Thank you, Otis, for your years of dedication
and service. Wishing you a relaxing retirement ahead.
The St. Thomas Police Service was saddened to share the news of the passing of retired PSD Axle in August. PSD Axle served the St. Thomas community from 2017 to 2024. Though his time in service ended earlier than expected, and his retirement years were far shorter than everyone would have hoped, his contribution to public safety in St. Thomas will be remembered with respect and gratitude. Rest easy, PSD Axle.
PROMOTIONS, RETIREMENTS, RECOGNITION •
If you have an officer in your agency recently promoted or retiring or an individual you wish to have recognized (major award or recently deceased) you can let Blue Line magazine know by emailing: bschroeder@annexbusinessmedia.com
Maximizing performance
How the right gear influences job effectiveness on and off duty
By Brendan Rodela and Hilary Rodela
For first responders, finding the right gear that works for both on- and off-duty use can be challenging; however, this year, some items were released that we found to be durable, will stand the test of time and are suitable for every situation, whether it’s training, range day or on the front lines.
One item that we found stood out among the others was the LA Police Gear Terrain Stealth Pistol Case. At a glance, we noticed the case was small, sleek, and felt durable. It was designed to hold two large-calibre pistols and could potentially hold up to four
small-calibre firearms. We managed to fit a .45, a 9mm, a .22 magnum, and a .380 in the case. Each firearm can be secured with Velcro, and the holsters are removable, which we considered customizable, making it adaptable for our particular firearms. One side of the case appears to be designated for holding pistols, while the other side has multiple slots for magazines. Additionally, there are two outer pockets, one interior pocket, and double handles for carrying. The bottom of the case was also reinforced to support the increased weight once it is full. We found it to be an efficient way to carry our pistols, and it made a difference on range
day because it was much easier to transport all the pistols in one place.
When spending time outdoors, we tried the Terrain Storm Waterproof Backpack from LA Police Gear. In our opinion, this is an excellent bag for all outdoor activities because it is lightweight and comfortable to carry, and it is also ready for any harsh weather that may come. The bag is rated IPX7, meaning it should easily survive a drop in a lake or heavy rain. We were confident that our various gear would stay dry inside this backpack.
While we tested the 5.11 Tactical Murdoc jacket, we found it provided warmth and a timeless style. The Murdoc is said to be inspired by a WWII tanker jacket, but the patterned lining added a subtle pizzazz we both liked. The fit was comfortable with a slightly slimming appearance, but it didn’t feel tight. This was ideal for concealing Brendan’s sub-compact pistol. Unsurprisingly, the Murdoc jacket will be at the front of his wardrobe this winter.
We discovered that the R3D 2.0 Tritium Night Sights from XS Sights were an easy upgrade that didn’t require a trip to the gunsmith. A feature called the EasyPress crush zone enabled us to slide the sights directly into a handgun with ease. The front post sight’s green dot, surrounded by an orange ring, made sight acquisition quick, which is exactly what we want in a highstress situation. We found that this minor upgrade enhanced our speed and accuracy during both day and night situations.
Finally, we had the opportunity to test a new, universal handcuff key from Taction USA that was released earlier this year. The key was made of aluminum and is available in two versions: one with a clip to attach to your vest, and another with a key ring. We also appreciated the textured grip, which allowed for easy use even while wearing gloves. Its size was convenient for quick retrieval when needed. Additionally, the key was designed and tested by active-duty law enforcement.
Over the years, we’ve learned that your gear can greatly influence your job performance. We hope sharing our experiences with these gear pieces assists you both on and off duty.
Brendan and Hilary Rodela are a married couple who met while both were employed at the same police department. Both Brendan and Hilary write for public safety publications. Hilary is also a freelance investigative instructor; Brendan is an active-duty deputy sergeant.
Use of force for the mind
Proactive mental health and resilience training for police officers
By Harj Sidhu and Mark Davies
Over the past 20 years, awareness has increased about the mental health risks police officers face. Officers are two to three times more likely to experience depression, anxiety and PTSD than the general population due to ongoing exposure to stress and trauma. The result can be a lifelong struggle with mental health issues that impact not only the officers but also their families, friends and colleagues.
Organizationally, the costs are substantial, including higher sick leave rates, poor and problematic workplace behaviour, and mental health rehabilitation programs. While officers receive comprehensive training on managing physical threats, they have not been equally trained to handle the psychological risks of the job until recently.
Every year, more police officers in Canada die by suicide than in the line of duty. Progress has been made in raising awareness, reducing stigma and improving treatment options for officers. However, effective prevention-based mental health programs that prepare officers to deal with the mental health challenges they encounter in their line of work are still in their infancy.
Although many resilience programs offer excellent content, their effectiveness is often limited because they are generic, optional, lack integration, are quickly forgotten as one-time events, and are unlikely to succeed without a healthy organiza-
tional culture.
To address these challenges, the Delta Police Department (DPD) employed Dr. Mark Davies to develop a resilience training program, equipping DPD officers with the tools to manage the stressors and trauma inherent in their line of work. What makes this program unique is that it was designed specifically for DPD officers with their input, increasing credibility and acceptance of the program by the membership at large.
Together, the DPD and Davies developed a program called Use of Force for the Mind (UFM), which applies the concept of traditional use of force training to mental health. UFM is mandatory, requires recertification and focuses on understanding mental health and implementing individual behaviour change.
Many mental health initiatives in policing struggle to take hold when the underlying organizational culture is unhealthy. From Davies’ perspective, a key factor in UFM’s early success was the foundation already established by the DPD’s leadership team and the Health and Wellness Unit in fostering a healthy and caring culture, which aligns with their commitment to their people from “hire to retire.”
Foundational principles of UFM UFM is built on five guiding principles:
• It’s a training program: Officers are not expected to simply “know” how to manage stress and trauma;
20%
a 2017 Harvard study of the military found that unit cohesion (trust, safety and care) reduced PTSD risk by up to 20 per cent.
they must be taught. The training is mandatory and ongoing.
• It focuses on both prevention and optimization: The goal is not just to reduce psychological harm, but also to strengthen and maximize mental health. The focus is on assisting officers to thrive, both professionally and personally.
• Mental health is an individual responsibility: While DPD is responsible for providing a healthy work environment and access to mental health supports, maintaining mental well-being ultimately rests with the individual officer. The success of this program depends on officers applying the strategies throughout their careers.
• Mental health is a team sport: Research shows that working in a safe, caring and cohesive environment may be the most important factor in contributing positively to mental health. It is both an individual and a collective responsibility.
• M ental health is built, not bought: Training and technology can support mental well-being, but there are no quick fixes. It requires consistent effort and is an ongoing journey we take both individually and collectively.
Program structure
UFM includes seven units co-taught by Davies and members of the Health and Wellness Unit, with content grounded in evidence-based approaches. Officers receive a workbook with content summaries, self-assessments and resilience
Mental health is built, not bought… It requires consistent effort and is an ongoing journey we take both individually and collectively.
strategies. The first five units are delivered in a one-day training session; the remaining two are delivered separately in two-hour segments. A modified version for non-sworn staff has also been developed.
An overview of the UFM units is as follows:
1. Stress and trauma (half-day): This foundational unit explains the basics of stress and trauma, as well as their impact on the brain. Officers learn about risk factors and strategies for assessing and managing their mental health.
2. Mental health as a team sport: This emphasizes that mental health should be considered at both the individual and team levels. While most resilience programs focus on strategies at the individual level, a 2017 Harvard study1 of the military found that unit cohesion (trust, safety and care) reduced PTSD risk by up to 20 per cent.
3. Habits and time: With the overall goal of the program being behavioural change, this unit provides training on goal setting, time management and building healthy
Continued on page 14
WHERE INNOVATION MEETS IMPACT
Based at the Venture13 Innovation & Entrepreneurship Centre in Cobourg, Ontario, the V13 Policetech Accelerator brings together entrepreneurs, police services, and youth to develop solutions that strengthen public safety. Since inception, it has supported 74 Ontario businesses, commercialized 26 new products and services, and created 22 jobs, positioning Cobourg as a national model for community policing innovation.
Funded in part by the Government of Ontario through the Rural Ontario Development Program, the Accelerator is a joint initiative of Nventure and the Cobourg Police Service. Through the Pilot Stream and Pitch to the Chief™, it connects innovators with law enforcement to deliver real-world solutions for evolving policing needs.
To learn more or get involved, contact Joe Miller at jmiller@nventure.ca.
Canada’s only Policetech pitch events, Pitch to the Chief™ features two editions connecting policing to innovation. The Youth Edition empowers high school students to collaborate with local police, developing creative ideas through teamwork and mentorship that build leadership skills and positive connections. Connect with us for your police services implementation kit.
reneurs advancing technologies that enhance policing, world and provides access to market and investment
Chief – Entrepreneurs Edition, taking place
CANADIAN INNOVATION
The following Canadian innovators reflect both current and past participants of the V13 Policetech Accelerator’s Pilot Stream, where entrepreneurs collaborate with police services to test and refine technologies that enhance safety, efficiency and readiness.
SOFTWARE & AI PLATFORMS
Driving digital transformation in public safety through secure identity, mobility and collaboration tools.
Bluink – bluink.ca
Loop Parking Inc. – loopparking.ca
Rubicon – tryrubicon.com
Novasher Ventures - novasherventures.com
Credibled – credibled.com
H2 Analytics – h2analytics.ca
Policy Pal – policypalweb.vercel.app
Standard Field Systems – standardfield.co
Hibou Systems – hibousystems.com
We Watch – we-watch.ca
MetaWorldx - metaworldx.com
NTangible – ntangible.co
Sorora (PTTC-Youth Winner) - sororasafety.com
DRONE & AERIAL TECH
Pioneering hybrid power, AI detection and support systems that enhance emergency response and operational awareness.
Pegasus Aeronautics - pegasusaero.ca
Hover - hoverd.com
Xubin Aerospace - xubinaerospace.com
HARDWARE & INTEGRATED TECH
Delivering innovation in automation, detection and immersive training for first responders.
Advancing frontline performance with tactical gear, decontamination products and aerial technologies.
Custom Shrouds - customshrouds.com
Rugged Textiles - ruggedtextiles.com
SootSoap - sootsoap.ca
Continued from page 11
There are no quick fixes in mental well-being.
habits.
4. Physical strategies: Covering the importance of nutrition, sleep and exercise in building resilience to stress and trauma.
5. Mental health strategies: This unit introduces the use of basic Cognitive Behavioural Therapy strategies to combat stress and reframe trauma.
6. Emotional strategies: Teaches techniques for emotional awareness and processing, particularly in response to traumatic events.
7. Lifestyle strategies: Draws on the work of Martin Seligman’s positive psychology to deliver strategies that can be applied to increase the number of positive experiences officers can build into their lives.
DPD belie ves that face-to-face training is essential for member engagement. UFM is not intended to be a standalone solution. It serves as the foundation, with various additional supports—such as a central online hub of mental well-being resources like podcasts
and videos—being developed regularly to build on and reinforce the training. It will also be complemented by external mental health programs (e.g., sleep training) to provide ongoing support for officer well-being. The key is to use UFM as a base to build upon over time.
Initial results
More than 150 DPD officers have completed the full-day UFM training, which included the first five units, in groups of 30 over five days. Officer participation exceeded initial expectations, and the feedback has been overwhelmingly positive. Post-training evaluations showed an overall course rating of 4.4 out of 5.2 Notably, the statement “Overall, I support the aims and goals of UFM” received an aggregate score of 4.78 out of 5.
Future direction and challenges
While the UFM launch has been successful, the program continues to evolve, and we continue to learn and grow. Based on feedback from each
150
DPD officers have completed the full-day UFM training, which included the first five units, in groups of 30 over five days.
group that received the training, adjustments have been made during delivery and are still ongoing. With the central premise of UFM being that mental health is both an individual and team effort, a main focus moving forward will be integrating its principles and strategies into the everyday team dynamics. Ongoing challenges include time, resources and logistics. Another consideration is how we ensure new members joining DPD receive the foundational UFM training after it has been delivered to all current officers. Despite these challenges, DPD remains committed to providing this training to all members and to the continued development of UFM. There are no quick fixes in mental well-being. It requires ongoing commitment from both police departments and their officers to ensure that they develop healthy habits and strategies throughout their careers. UFM is a meaningful step for DPD in strengthening mental well-being among its members. We hope other departments can draw from UFM as they develop their strategies to support their teams.
References and notes
1. Campbell-Sills, L., Kessler, R. C., Ursano, R. J., et al. (2017). “Predictive validity and correlates of self-assessed resilience among U.S. Army soldiers.” JAMA Psychiatry, 74(9), 870–879. https://doi.org/10.1001/ jamapsychiatry.2017.1552.
2. Post-training feedback was collected using a 15-question assessment based on a five-point Likert scale.
Harj Sidhu is the chief constable of the Delta Police Department with over 30 years of experience in policing and leadership. Dr. Mark Davies is a psychologist with 20 years of experience working with police and other first responders, including teaching and developing resilience programs.
Accuracy under extreme stress
Boosting officer pistol performance under pressure in real-life situations
By Dave Brown
Stress is high, adrenaline is pumping and a grey fog blurs your peripheral vision. Your hands tremble as you grip your pistol, and you know the moment is about to come when you must pull that trigger. This is suddenly nothing like a Hollywood movie. This is real life, and in real life, the good guys don’t always hit and the bad guys don’t always miss.
You trained hard for this—your qualification scores reflect that—and this is the moment when accuracy is most critical. Your de-escalation strategies did not work; you have exhausted your options, and lives are at risk. But unlike even the most dynamic training scenarios, your arousal level is now skyrocketing in this very real situation. You are well past the peak of a performance versus arousal curve, and you are
about to essentially tumble off the front of a very steep slope.
So why does accuracy decline so rapidly in real-life situations, even for the most well-trained professionals? Well, you likely will never meet psychologists Robert Yerkes and John Dodson in court, and you won’t see their names in any official law texts, but you are about to learn what is called the Yerkes-Dodson Law.
Whether you call it anxiety, arousal, fear or stress, the Yerkes-Dodson Law essentially means that performance can improve with an increased state of arousal, but then it tends to decline if arousal exceeds the peak. This is what I call the “back side” of the curve, and there’s not much you can do at this moment to lower your stress level. That’s why long-term statistics show that even well-trained officers often miss more
than half of their shots in the chaos of real encounters.
Shooting from the head
Thankfully, it’s likely that the bad guys aren’t reading the statistics.
One challenge in dealing with the performance-arousal curve is that there are hundreds of books and articles on how to reduce stress to maintain peak performance, but little is written about how to achieve the highest possible accuracy when you are at the extreme end of the arousal curve. Pulling that trigger will change many lives forever, and all the articles and books in the world can’t help you lessen that stress.
Sport psychology teaches how to handle stress, but this isn’t about just managing stress. It’s about performing with accuracy even when you’re suddenly in what might be the highest state of arousal in your life. What you’ve practiced during training will now influence how well you can perform when performance could be at its lowest, as is often the case.
I call this “shooting from the head.”
The human brain has an incredible ability to function even under stress, but during a sudden life-threatening event, that capacity to consciously focus on everything at once becomes limited. That’s why it is so important to embed basic skills into the unconscious part of the brain. When attention is a limited resource, information processing becomes incomplete, and the result is an immediate drop in performance.
CREDIT: DAVE BROWN
When justification, background, location of backups, or searching for cover all demand attention, there is less capacity to
focus on basic skills. Like a computer with limited memory, dedicating too much to one task slows down the others. That’s why pistol training uses constant repetition to master the six fundamental skills: grip, stance, sight picture, trigger control, draw from the holster, and reloading. This means that when limited conscious attention is needed to handle external or complex information, the technical aspects of shooting are managed by the subconscious part of the brain.
The key is to ensure those six basic skills are practiced until they become automatic responses and do not require a significant part of our brain’s conscious attention.
When was the last time you did dry-fire drills? Most officers spend very little time on dry-fire, but if you have a safe place to practice and follow strict safety rules, there is nothing better than dry-fire practice to show you exactly how good your trigger control is. Your aim is nothing without trigger control.
If you are using iron sights, observe the relationship between the front sight and the notch when the striker falls. If using a red dot, watch the movement of the dot at the moment the trigger is pulled. If that sight or dot is moving side-to-side, even slightly, it indicates you need to improve your grip. Loosen your strong hand and apply more pressure with your support hand. If that dot or sight dips as you pull the trigger, it means you are anticipating the recoil. The solution for that is simply doing much more dry-fire practice.
You are not only practicing trigger control. Unless your pistol has second-strike capability, repeatedly moving the pistol down to what is sometimes called the ‘workbench’ position, then racking the slide on an empty chamber to re-cock it, and raising it back up to firing position,
also reinforces your basic draw movements. This process helps imprint the action of reloading into your unconscious mind.
Chasing trends
In training, we often see something “new” and “improved” come along every few years. It’s not always a bad thing, unlike the so-called center-axis relock (CAR) method of shooting, which, thankfully, never caught on. Sometimes, it can be as simple as a new way to hold your pistol in a ready position.
What you learned during last year’s in-service training is now outdated, and instructors are promoting a new, trendy way of holding your pistol. The fact that your wrist is now broken at exactly the moment you need it locked, and that the sight must transition onto the target sideways—which will always cost you a few extra fractions of a second—doesn’t seem to matter because this method must be the “best” way.
Sometimes, what is trendy isn’t necessarily the most effective; often, it’s just created to create something. It’s better to spend more time on the six basics than to chase after some trendy way to do something.
Advancements in technology
There is one new “trend” that will do more to improve your accuracy under stress than any other technique or invention: the widespread use of pistol-mounted red dot sights in military and law enforcement. Red dot sights help improve your focus, both figuratively and literally, beyond just the front and rear sights, directing you towards the threat. You shoot with both eyes open and focus on the target, not just the front sight. It requires some extra initial practice, but most officers adapt to red dot sights very quickly.
Some officers may see a cluster of
“Knowledge is not skill. Knowledge plus ten thousand times is skill.” – Shinichi Suzuki, Japanese violinist and composer
small dots instead of a single clear dot. This is due to astigmatism in the eyes, a consequence of aging eyes that gradually lose their perfectly round shape over time. Corrective lenses can assist with astigmatism, but in practical terms, they typically will not impact accuracy. Red dot sights are arguably the most significant technological advancement in shooting since the invention of cartridges in the mid-19th century.
Physiology of stress
There is a reason why we refer to the body’s natural physiological reactions in sudden, life-threatening situations as the fight-or-flight-or-freeze syndrome. During sudden incidents, the conscious mind tends to shut down or limit its ability to process multiple inputs of information. This is why modern training should emphasize dynamics, movement and unusual situations, while still focusing on basic skills that are practiced until they become automatic. Extreme stress often causes cognitive difficulties and hampers our decision-making ability. That’s why training doesn’t stop on the shooting range or during in-service sessions. Every day, administrative tasks, such as the simple act of loading a pistol, should also closely mimic our emergency manipulation skills.
Can we improve upon statistics that show how quickly accuracy deteriorates in sudden encounters? Well, graphs don’t stop gunfights, and the best battle will always be the one that is never fought in the first place. But when there are no other options, we no longer have the choice to fight, flee or freeze. With modern training—focusing on the basics through constant repetition to engrain those skills into our subconscious—and with advancements in technology, that sidearm becomes like a parachute; when you need it, nothing else will do. We just want to make sure it is packed right.
Brown is a contributor on firearms and police vehicles. He is a tactical firearms trainer and consultant based in Winnipeg. Reach him at dave@bulletproofset.ca.
Dave
When was the last time you did dry-fire drills? Your aim is nothing without trigger control.
BY CHRISTA DICKS
Beyond the hype: Ensuring officer trust and ease of use in policing tech adoption
Policing technology succeeds when the systems that guide are equally intelligent and trusted by those who use them.
It’s supposed to save time and money, yet the prevalence and promises of new technologies are costing agencies in unforeseen ways. Technology promises faster, fairer and more efficient law enforcement in an era of innovative tools and predictive measures. But who oversees the tools once they are deployed? What happens when these tools don’t serve their users? In many cases, frontline officers face uncertainty amidst the gap between technology and policy, all while expected to deliver results with systems they didn’t choose and don’t trust.
To understand why many technology initiatives fail to deliver on their promises, the Technology Acceptance Model (TAM) can be applied. TAM suggests that two main factors influence successful user adoption of new technologies:
1. perceived usefulness, or “Will this help me do my job better?”
2. perceived ease of use, or “How easy is this for me to use?”
All technologies, from records management systems to body-worn cameras, should score highly in both categories. Resistance to adopting new technology is common, especially among frontline personnel. The reason for this is straightforward: governance and procurement efforts rarely involve these members during the acquisition and implementation stages.
Many tools are introduced through vendor-driven efforts, pilot programs without clear objectives or end dates, or politically motivated innovation agendas. Officers often receive training after the fact, or sometimes not at all, while policies can be poorly informed, leading to vague or incomplete guidelines. The harsh reality is that feedback from the field is a crucial element for successful implementation and adoption.
Three key areas should be considered when looking at frontline adoption:
• Procurement practices to ensure operational suitability over market-ready
tools.
• Governance frameworks that promote officer adoption via input and feedback mechanisms.
• Evaluation methods that account for the daily realities of police work.
Deficits in any area will create a disconnect between what the tech promised and the reality of its adoption.
Let’s look at body-worn cameras. From a perceived usefulness perspective, the promise of these cameras is the holy grail of accountability and officer safety, offering the best, highest-quality evidence for court, while also fostering public trust. However, the reality is that officers may feel that cameras are more about managing liability than supporting operational work, which can reduce their effectiveness. Even more concerning, in some departments, footage might not be properly managed or could be inaccessible to officers without specific permissions, ultimately limiting its usefulness.
These devices can also be seen as an added burden to an already overburdened
uniform, even when they weigh only ounces. Devices must be manually docked, tagged and logged, and activation protocols may vary by call type, causing confusion or inadvertent non-compliance. The biggest question, though, is when to delete, flag or review a video.
Ease of use in this case is probably the biggest obstacle to successfully adopting body-worn cameras. However, it’s fixable and avoidable.
Most equipment is bought “off-theshelf” with features chosen by IT or command staff, without the involvement of operational teams. This can be avoided by engaging operational teams and collaborating during the device procurement process.
When considering the procurement process, procurement often leads the way, with policies being finalized only after the product has been acquired and installed. This causes the product to influence policy, particularly in areas such as activation, privacy, or footage access. The delay in policy development can then impact training, which is already cumbersome, often
delivered inconsistently, with only onetime onboarding and lacking ongoing, scenario-based refreshers. Issues with training and usage tend not to be identified unless there is a system in place for frontline users to provide feedback.
We cannot simply connect new tools and expect improvements in performance. Technology must be introduced deliberately, consistently and with support that lasts well beyond the initial rollout. Too often, technology is viewed as a ‘project’ with a set endpoint, but meaningful adoption requires an ongoing, iterative process that focuses on officers, not just the software.
New systems bring new risks, and front-line officers should be well-equipped to use new tools effectively. Regular, scenario-based refreshers and a thorough understanding of legal thresholds, operational limits, and device or app features increase the likelihood of compliance and correct application. Training must be ongoing and evolve as policies are refined,
tools are upgraded, or case law shifts.
Structured feedback loops from users to decision makers will further support adoption. Officers using the technology in real-life situations are more likely to spot inefficiencies, bugs or gaps in policy. Providing a space to offer input reduces minor frustrations that can easily become cultural resistance. Feedback forums, post-shift debriefs and digital reporting tools can help gather insights to drive continuous improvement.
No matter what, governance always comes first. The most overlooked and risky part of adopting new technology is getting the sequence wrong. In situations where procurement outpaces policy, tools set the rules, and protocols are assembled in response instead of planning ahead. Reactionary policies can jeopardize officer safety, legal integrity and public trust.
Christa Dicks is the director of corporate information services for Cape Breton Regional Municipality and a PhD candidate researching the intersection of policing and technology. She has extensive experience in 911 operations, police dispatch and policy development. The solution? Front-load the policy process.
The solution? Front-load the policy process. Agencies should conduct a review before signing contracts, not after the fact.
Legal, operational and ethical concerns should be addressed so that the tool, app or other product can be aligned with standards and values, not the other way around. Technology provides solutions, but it’s only part of one. Thoughtful governance, meaningful engagement and people-centred approaches support success across all areas of the TAM model. If the front line is to be wired for success, technology must be a shared responsibility, rooted in and guided by policies and procedures, and entirely shaped by those who use it.
Reference
Davis, F. (1989). “Perceived usefulness, perceived ease of use, and user acceptance of information technology.” MIS Quarterly, 13(3), 319-339. Accessed at https:// www.researchgate.net/publication/200085965_Perceived_Usefulness_Perceived_Ease_of_Use_and_ User_Acceptance_of_Information_Technology.
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Missing since 1992: The enduring mystery of Dean Mortensen
Unlike homicides, missing persons cases without a body or evidence often raise more questions than answers. These disappearances can be more difficult to solve, leaving families in limbo and authorities struggling for leads that may never emerge. This exemplifies the mystery surrounding the disappearance of Dean Curtis Mortensen.
Mortensen was 19 when he vanished without a trace from the University of Alberta campus in the early morning hours of Jan. 24, 1992. More than three decades later, the disappearance of the quiet, lanky science student from Grande Cache, Alta., remains one of Edmonton’s most haunting
cold cases.
Born and raised in a coal mining town about 435 kilometres west of Edmonton, Mortensen was the eldest of four children. In the fall of 1991, he left home to begin his first year at the University of Alberta. Enrolled in general science, Mortensen moved into residence at St. Joseph’s College, a close-knit dormitory housing 63 students. He quickly became known for his discipline, neatness and quiet demeanour.
“He was the only guy in the whole dorm who made his bed every day,” said Stephen Beland, Mortensen’s friend, in a 2013 Maclean’s article. Beland lived down the hall.
Friends described Mortensen as “super bright” and “really responsible.” He didn’t
swear and avoided partying excessively but was well-liked by his peers.
Over Christmas, Mortensen spent a quiet holiday in Grande Cache with family and celebrated his strong exam results from his first semester. He returned to Edmonton on Jan. 6, 1992, ready to begin second term.
On Jan. 23, Mortensen and several friends went out for drinks at The Ship, a student bar. Beland, who had been with him that evening, recalled seeing Mortensen drink a couple of vodka slimes – a popular cocktail at the time – before leaving.
At approximately 12:30 a.m. on Jan. 24, Mortensen left the bar. It was minus 10 Celsius. According to Beland, Mortensen was walking back toward St. Joseph’s College with two friends, though other reports suggest he may have left with just one. What happened next has never been fully
understood. When Mortensen and his companion(s) reached the corner of 87th Avenue and 114th Street, near the Butterdome, one of them realized they had forgotten something back at the pub. They told Mortensen to wait and they would return shortly.
When they came back minutes later, Mortensen was gone. His dorm was just 500 feet away. He was never seen again.
The next morning, Mortensen failed to show up for class. When he didn’t appear for dinner that night, a concerned Beland convinced the dorm staff to unlock his room. The bed was still perfectly made. Nothing appeared missing or disturbed.
Over the following three days, dozens of Mortensen’s friends scoured the campus, retracing his possible path. Edmonton Police joined the search, canvassing St. Joseph’s and questioning residents.
“Did Mortensen have enemies? Was he depressed? Suicidal?” Beland later recalled in the Maclean’s story.
On Feb. 7, two weeks after Mortensen vanished, a librarian found a blue ball cap in a snowbank, which is the only tangible clue ever to be recovered. It was Mortensen’s
St. Joe’s Rangers hat, designed with a Winnipeg Jets-inspired logo.
“He was one of my closest friends, and it still haunts me to this day,” Beland told Maclean’s in 2013.
The Edmonton Police Service continues to list Mortensen as a missing person. His high school graduation photo appears on the department’s website, alongside a description of what he was wearing on the night he disappeared: Nike running shoes, faded blue jeans and a St. Joe’s Rangers hockey jersey.
Mortensen’s jacket, a leather coat with the words “Grande Cache Bantam Elks Hockey” stitched across the back, featured his name on one sleeve and the word “Defence” on the other.
Several theories have circulated over the years, including the possibility that Mortensen took his own life or accidentally succumbed to the freezing temperatures. But questions remain.
“It is possible, Beland says, that his friend did kill himself, despite no obvious warning signs. Or maybe he just wandered into the night and passed out in the cold,” Maclean’s
reported. “But if either of those scenarios is true, why did his body never turn up? If he was not the victim of foul play, how did he literally vanish?”
At St. Joseph’s College, Mortensen’s photo still hangs in the study hall as a reminder to new students of the young man who disappeared so close to home.
Every Jan. 24, on the anniversary of his disappearance, students continue a solemn tradition: they hang hockey jerseys out of their residence windows in honour of Mortensen, hoping that the mysterious circumstances surrounding his disappearance will be solved.
Reference
Friscolanti, Michael. “Dean Mortensen disappeared, leaving only a blue ball cap behind.” Maclean’s, Inc. 2013. Accessed at macleans.ca.
If you have information about these homicides, tips can be left anonymously by calling Crime Stoppers at 1-800-222-TIPS (8477)
Stephen Metelsky, M.A., is an author, professor and (ret.) sergeant. Follow him on LinkedIn at Stephen G. Metelsky.
CASE LAW
BY MIKE NOVAKOWSKI
When
is a pat-down justified?
B.C. court upholds safety search in R. v. Bateman
After responding to a potential domestic dispute, police were justified in patting down a man and reaching into his pocket to remove an item that felt hard and firm to the touch, even though it turned out to be a bag of cocaine.
In R. v. Bateman, 2025 BCSC 1780, two police officers responded to a dropped call from a cellphone around 4 a.m. The call was upgraded to a possible domestic dispute because a man and a woman could be heard arguing in the background. Police attended the basement suite associated with the cellphone. It was quite dark, but there were lights on in the suite. As officers approached the door, a male and a female could be heard arguing, but their words could not be discerned. After knocking on the door, a man who was later identified as Robert Bateman answered, opening it only partway while blocking the officers’ view into the suite. The officers identified themselves and told Bateman they were investigating a possible domestic dispute. Bateman complied with a police direction to step out of the suite. Although he had nothing in his hands, an officer told Bateman a “safety search” for weapons would be conducted. The officer patted the calm and compliant Bateman down, including his waistline and pockets.
While conducting the pat-down, an officer felt what he believed were two cell phones in Bateman’s pants pockets. Since he did not consider these items to pose a risk, the officer decided to not investigate them further. However, the officer then saw a bulge in the front pocket of Bateman’s hoodie, so he patted a portion of the bulge. The bulge was “hard and firm”, and the officer believed that it was possibly the nub of a collapsible baton, which he had previously encountered on the job. Concerned what he felt was a weapon, the officer reached inside the hoodie pocket and removed the item, as the officer did not want Bateman to have the opportunity to access it. The object turned out to be a large quantity of cocaine wrapped in a plastic Ziplock bag, measuring 3 inches by 3 inches, and 2 inches thick. Bateman was arrested for possessing a controlled substance and searched incident to the arrest. As the offi-
cer was finishing up with Bateman, his partner continued the original investigation into the possible domestic dispute within the residence. It was determined that there was no domestic dispute nor any evidence of a physical altercation or other criminal offence. Bateman was then charged with possessing cocaine for the purpose of trafficking.
“The level of uncertainty about the situation... would reasonably serve to heighten, rather than decrease, the officer’s subjective concerns for safety.”
When this matter proceeded to the Supreme Court of British Columbia, Bateman conceded his detention was lawful but argued that the safety search, including the initial pat-down and the extension of it by reaching into his hoodie pocket, was unreasonable. The judge, however, rejected Bateman’s claims. First, the initial pat-down was lawful. The officer had a reasonable suspicion that Bateman could pose a risk both to officer and public safety, sufficient to justify the lawfulness of the initial pat-down search. The officer said he was responding to a possible domestic dispute that originated from a dropped 911 call. Domestics pose a high likelihood that harm has already been done to a person or could be done to police officers, and the officer was aware, from his previous experience and training, that domestic disputes are volatile situations which can escalate quickly and without warning, and weapons—including concealed weapons—are often found in such situations. The officer said his purpose in conducting the safety search was to look for weapons that might pose a risk to his safety, his partner’s safety or the safety of anyone else in the suite.
The judge found the officer’s subjective concern about the possibility of a weapon
was objectively reasonable, despite the officer not knowing the identity or gender of the possible aggressor or victim, having no positive information that there was a weapon, or not knowing how many people were in the suite. “[T]he level of uncertainty about the situation, and the lack of information about the specifics of who was involved and in what role, would reasonably serve to heighten, rather than decrease, the officer’s subjective concerns for safety,” said the judge. Nor did Bateman’s calm and compliant demeanour detract from or diminish the officer’s reasonable concern for safety. An overt indication of violence or aggression is not required before a protective safety search may be undertaken, nor does the law require an imminent threat for the safety search to be lawful.
As for reaching into the hoodie pocket, it did not exceed the scope of a safety search. The officer said that he felt something hard or firm, which he believed was the hard nub of a collapsible baton, before investigating further and removing the object. The officer even testified that, if what he had felt was soft, he would not have reached into the pocket because he would not have considered it to pose a safety risk to those present. Furthermore, the standard of reasonable suspicion did not require the officer to be satisfied that what he was feeling through the hoodie pockets was definitively a weapon.
The initial pat-down search revealed a legitimate safety concern, which justified extending the search into Bateman’s hoodie pocket. As a result, the officer did not exceed the scope of a lawful pat-down search by reaching into the pocket after having felt something hard or firm in it. Since the entirety of the safety search was reasonable, the resulting arrest and search incidental to arrest were also lawful, and there was no need to consider the admissibility of the evidence under s. 24(2) of the Charter.
Mike Novakowski is Blue Line’s case law columnist.
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An infinite mindset in policing, Part 2: Redefining success by measuring trust, not arrests
In part one of this column, we explored how trust and vulnerability build the strongest teams. In part two, we delve deeper—into fear, connection, collaboration, safe spaces, courageous leadership and the transition from performance-driven cultures to trust-based organizations. What emerges is a model with the potential to evolve policing cultures and leadership strategies from reactive systems into sustainable, human-centred organizations.
Fear, trust and emotional intelligence
Simon Sinek, author of The Infinite Game, identifies fear as a driving force behind finite decisions. These are choices focused on short-term survival at the expense of long-term well-being. In policing, fear shows up as silence, cover-ups, toxic compliance and unhealthy competition. This forces people to hide mistakes, avoid difficult conversations and protect themselves rather than the mission or the community.
To address this, we must first understand fear as a message instead of seeing it as an enemy. Fear stems from our past experiences, particularly in environments where psychological safety was compromised. A culture of humility, curiosity and emotional intelligence enables leaders, sworn and civilian alike, to ask, “What is this fear trying to tell me?” Rather than reacting with defensiveness, aggression or manipulation, leaders grounded in trust can pause, reflect and lead with courage. This begins with self-awareness and emotional intelligence. Leaders must understand their own emotional triggers and create space to depersonalize challenges.
Trust over numbers
One of the most transformative shifts in modern policing culture is redefining what we measure and why. For too long, organizations have prioritized performance metrics over emotional well-being. Arrests, call volumes, response times—these data points tell part of the story, but not the whole truth.
Trust doesn’t appear in a spreadsheet, but it is the foundation of high-performing, sustainable teams. It can be measured through:
• The number of officers who feel safe admitting mistakes
• T he frequency of peer support and collaboration
• Community feedback and spontaneous gestures of appreciation
• Officers’ mental wellness, job satisfaction and retention
At one policing organization, the leadership team began shifting away from performance-based rewards. Officers were encouraged to focus on solving problems, rather than simply ticking boxes. Officers are empowered to be community partners, not just enforcers. While many organizations claim to use this approach, there is much room for improvement and consistent reflection.
We can’t expect the public to trust the police if officers do not trust each other or their leaders.
The infinite strategy in action
An example of the infinite strategy was this policing organization’s handling of a suspected drug house. Traditionally, such cases involve actions that disrupt neighbourhoods and yield short-term results. Instead, uniformed members knocked on the door, explained the concerns to the residents, and assured them that the police would be monitoring the area. Police cruisers began parking nearby and patrolling regularly. Eventually, the residents left. No raids, no broken doors, and ultimately no arrests.
Was the problem eradicated? No, it likely just moved. Yet the game had changed. The goal is not to win against crime, but to frustrate it, making it more difficult, less sustainable and less accepted by the community.
An inside-out transformation
We can’t expect the public to trust the police if officers do not trust each other or their leaders. Internal culture shapes external perception.
Policing organizations that recognize their officers and civilian members may be feeling burned out, unsupported or afraid to speak up, are more likely to make poor decisions under pressure, will be better equipped to support their personnel. By fostering psychological safety within the organization, officers feel more confident, grounded and connected to their work.
This transformation is not just anecdotal in nature. Such organizations will no longer be seen as an external authority, but as neighbours and partners. This lesson transfers directly to policing. Officers must be able to report issues without fear of retribution. That starts with depersonalizing feedback: “This is a challenge we’re facing” rather than “You’re the problem.” Safe leaders use language that separates individuals from the problems and creates shared accountability through a solution-focused lens.
Sustainable strategies
We need to develop systems that nurture and reward trust and resilience for the long haul:
• Redefine success
• Reward initiative and courage
• Support officer and civilian wellness
• Create circles of safety
• Adopt one-by-one policing
Build the bench
The Infinite Game reminds us that leadership is not about winning, but about sustaining. This requires us to train, equip and trust a new generation of leaders, officers and civilians, who know how to build relationships through connection and trust, not just follow rules.
In policing, we are not fighting crime; we are building community. That begins with one officer, one civilian, one relationship and one act of trust at a time. And that’s how we win an infinite game!
Michelle Vincent PhD/MACP is a retired officer and the founder of The Haven, a non-profit, inpatient treatment centre in Ontario exclusive to first responders and uniform personnel. Contact her at michelle.vincent@ thehaven.cloud.
Trunk
MOLLE Mount
Close-quarters combat
Why law enforcement knife defence must be pressure-tested
By Chris Mandigma
There is countless bodycam and CCTV footage showing law enforcement officers suddenly being attacked by an individual with a bladed weapon.
It is easy for anyone to say, “The officer should have done <insert force response here>.”
So why does defending against the initial onslaught of a knife attack on officers look nothing like what is being taught in the academy?
Your current training
Police officers complete their academy program and typically receive between 45 to 90 minutes of knife defence training. Based on my participation or observations, this training covers various techniques from Japanese Jujutsu, Aikido, the Filipino Martial Arts and Krav Maga. In some cases, one agency offers knife defence training at the recruit level, but their officers do not receive any additional knife defence training during their careers.
Let’s take a quick look at the frequency of in-service training. It varies from four to 24 hours of defensive tactics annually, depending on the agency, while some agencies schedule their training every two or three years.
Essentially, modules like knife defence, which are low-frequency and high-risk, are deprioritized to make room annually for modules like extendable baton, which are low-frequency and low-risk, and have largely been replaced by CEW as the preferred intermediate
weapon anyway.
Now, let’s delve a little into the knife defence lesson itself.
In one program, a primary technique targeted a high-line thrust— essentially a straight jab or cross with a bladed weapon. The defence was to parry the hand holding the knife, catch the fist with both hands and perform a turning wrist lock. In another program, the main technique involved deflecting a thrust toward the abdominal area while simultaneously punching or delivering a palm-heel strike to the attacker’s face. And just for compara-
tive interest’s sake, many still teach the “X-block,” which is a technique where an officer crosses one forearm over the other to create an ‘X’ as a means to block a knife strike from various angles.
In theory, all these knife defence techniques are viable because you are defending. However, this relies on the assumption that participants in the knife defence class know they will be attacked from a specific angle and are expected to perform the prescribed technique.
But given the limited time allocated for a knife defence lesson, there
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Most knife attacks start within the ‘conversation range’ (70.6 per cent) or within 3 feet.
is barely enough time for instructors to teach a knife defence technique using a linear training approach. The technique usually involves the defence and counter, with various options to transition into creating distance, controlling the weapon-bearing arm, executing a barrier-assisted pin, a takedown or responding with lethal force. What the lesson barely offers is sufficient time to effectively integrate non-linear training with contextual relevance and pressure-tested dynamic drills.
Totality of considerations
I like to ask officers, “What is the best defence against a knife assault?” The most common answer is “Don’t be there”, “disengage” and/or “run away”. However, remember that you don’t always have that option. There are considerations for limitations of space, such as entering a room
inside a residence, exiting your patrol vehicle and speaking with a person of interest or suspect at interview distance. Then we have other factors to consider, like ‘not-so-friendlies’ or fellow officers in the immediate area, low-light conditions and task-switching with radio communications. Alternatively, there are a few officers who respond with “I’d draw my firearm.” Also not wrong; in fact, it is correct, but depending on the total circumstances, it may not be the most relevant option in that specific moment.
Having good situational awareness helps, but threat cues will not always be present. In fact, even if threat cues are demonstrated, the officer’s perception of them remains subjective anyway.
Did you know that most knife attacks start within the ‘conversation range’ (70.6 per cent) or within 3 feet, where an assailant waits for the right moment to close the
distance and draw the knife (Bonnafoux, P., Urban Fit & Fearless)? That is about 3feet or roughly one arm’s length. In the same study, Bonnafoux noted that 80 per cent of the cases he analyzed involved assailants keeping the knife concealed until the very last moment.
If we use this information as an example and based this study solely on it, applied to the three different samples of law enforcement academy knife defence training mentioned earlier, how feasible is it to parry a hand armed with a knife aimed directly at your face or throat at full speed, aggression and violence of action, then perform a wrist lock to subdue the attacker? Or how effective would an officer be at trying to deflect a knife thrust aimed at the abdominal region while simultaneously trying to strike the assailant’s face? Remember, we can switch tasks, some more quickly than others, but we do not multitask very well, let alone look at two different objects independently like chameleons.
An ideal modernization
Based on this information and just this one
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study alone, how well do you think the law enforcement knife defence training at the academies aligns with real-world knife attacks?
Like other subjects and modules in police training, it needs modernization to improve officer and public safety. It is important to examine the current practices, emerging trends, highest risks and most likely issues. Notice I said “examine the current practices”, because following “best practices” does not always mean that what is current is the best. Some organizations still stick to the “we’ve always done it this way” approach as their best practice.
Without undermining other modules like verbal conflict prevention and de-escalation, these are soft skills where time and officer safety are not always immediately at risk. The gap in training is the hard skills operating under pressure.
Adequate time must be dedicated to hard skills training, involving multiple levels of responsible parties: the organization’s leadership, its instructors and its officers. We can discuss program design and implementation in a future article, but for now,
let’s focus on the key elements of enhancing training in knife defence.
To modernize and revamp the knife defence lesson, here are three general phases I follow when creating combatives training programs for agencies:
1. Introduce the fundamental concepts of knife defence, including intersecting lines and controlling the weapon-bearing arm, along with optimal solutions for responding to a blade attack.
2. Apply the concepts through pragmatic high-percentage solutions within a realistic context. This phase is more dynamic, focusing on “Did it hit? Did it work?” If not, fix it and repeat the process within flash or micro scenarios.
3. Test it using reality-based training scenarios. Role players should demonstrate realistic behaviours. Create pressure through timing, speed, space and multiplicity of factors. Remember, not every attacker yells or makes verbal threats.
Now, let’s talk about “combatives”. Instructors and officers like to think and talk
about it, but tend to avoid the hard work during training, and organizations don’t like using that word because it sounds “aggressive”. Imagine this: A person has decided to attack you with a weapon, and you must engage in combat to protect yourself and others. Combatives can involve close-quarters fighting and weapon retention. They can also include a weaponsbased grappling on the ground. There is a time and place for a softer approach, but there are situations where varying levels of assertiveness are necessary to preserve life.
Here’s one thing to consider: we often fall short in training because we focus too much on partner safety, rush through sessions and sometimes lack instructor experience and knowledge. Remember, we’re working with a different generation of society—more entitled, more violent and less respectful of consequences. Many decisions made in the moment can become quite dangerous for our officers.
Chris Mandigma is a subject matter specialist in close-quarter combatives for law enforcement and protective services. Reach out to info@tirsiatactical.com.
BY PATRICK BROUILLARD
Policing in the middle: Bridging the past and the future
You can respect the past and still move forward. The difficult part is doing both at once.
When I started my career, it was still called a police force. The word “force” carried a certain weight. There was a look and feel to it that belonged to another era—detectives in tailored suits, a kind of stoic confidence that filled the room. That era certainly had its flaws, no doubt, but it also had a sense of identity, maybe even a bit of romance. You knew what it meant to be a police officer, and everyone else did too.
Then came the shift to being a police service. The wording had changed, but so did the mindset. We started talking about community, prevention and building relationships. Officers became school liaisons and neighbourhood partners. We moved away from the “us versus them” attitude and leaned into something more connected. The work evolved, the tone changed, and so did the people doing it.
Now we talk about partnerships, transparency, accountability and policing by consent. The job has shifted into digital spaces, where investigations unfold on screens more than on streets. Detectives wear Lululemon khakis instead of suits, carry laptops instead of notepads, and record evidence that exists in the cloud instead of a filing cabinet. The culture is a continuous evolution.
I feel nostalgic for a culture I didn’t create. It was already here when I arrived; I just stepped into it. But I think about it often. I think about the pride officers took in how they looked, how they carried themselves, and how they spoke about the profession. I wonder if we’re giving the next generation something they’ll one day feel nostalgic about as well.
Today’s cars are smaller and faster, loaded with tools that improve safety and efficiency. They can read plates automatically, track locations, and some even have printers. Yet, despite these enhancements, they lack the character of the old cars. Is this what change feels like when you’ve experienced both sides of it?
The middle generation bears the burden of translation.
My generation sits in the middle, remembering what once was and shaping what will be. We understand the old culture because we were raised in it, but we also see the value of what’s coming next. It’s not always an easy place to be. You’re caught between those who think you’ve gone soft and those who think you’re stuck in your ways. Some call us stale, but perhaps that’s not fair. Maybe it just means we’ve seen enough to know that every new way still has something to learn from the old one.
manage a major incident with modern tools and expectations. The middle generation bears the burden of translation. We interpret the past for those who never lived it and explain the future to those who don’t yet trust it.
Leadership during times like these can feel like carrying a heavy load. You’re expected to inspire confidence, embrace change, and still uphold the values that built the profession. You juggle competing expectations: those who want things to stay the same and those who want everything to change overnight. Somewhere within that balance lies the true challenge of leadership. It’s not about choosing one side or the other. It’s about maintaining perspective and helping others see that both have value.
When I think about what policing means today, I don’t see it as weaker or stronger than before; it’s just different. We operate in an age of scrutiny and immediate judgment. The world sees what we do in real time and forms opinions before we’ve even filed a report. The pressures are immense, but the core purpose remains: to protect, to serve and to make communities safer. That will never change.
If we forget where we came from, we risk losing what made this job noble in the first place: the pride in appearance, a sense of duty, the quiet professionalism that didn’t need an audience. But if we cling too tightly to the past, we risk becoming irrelevant to those we serve. The challenge isn’t to choose one over the other, but to ensure the best of both endures.
It’s a bit like the Crown Vic. Older officers still talk about those vehicles as if they’re old friends—big, dependable, built like tanks. They were our offices on wheels. You could learn a lot about an officer by what they kept on the dash or whether they carried just a well-worn, perpetually full ticket book or a heavy briefcase made of black plywood and metal, popular before the soft duty bags we have today.
Some believe we had it easier without today’s scrutiny and oversight, while we sometimes wonder how much easier it might have been if we had the tools and technology that are available now. Every generation carries its own weight, just shaped by different pressures.
There’s value in having officers who remember both sides of change. The ones who still believe in the handshake, steady eye contact and the quiet confidence that used to define good policing. The ones who can also navigate a cybercrime case or
Perhaps that’s what it means to be in the middle, to be the bridge between eras, to remember the lessons of the past while making space for what’s next. The real test isn’t whether the next generation does it our way. It’s whether they still feel proud to do it at all.
Patrick Brouillard is an inspector at Barrie Police Service with 29 years of policing experience. After a decade at Toronto Police Service, he transitioned to Barrie Police Service, where he served as an investigator in several units and eventually supervised most of those units while returning to the front lines between promotions. He is past vice-president of the Barrie Police Association and current president of the Barrie Police Senior Officers Association.
