HomeMy WebLinkAboutMemo - Mail Packet - 8/19/2014 - Memorandum From Darin Atteberry Re: Loveland-Fort Collins Regional Training Campus Strategic Business Plan PoliceInteract Business Group and Belford Watkins Group Architects, LLC Page 1 of 89
Loveland – Fort Collins
Regional Training Campus
Strategic Business Plan
August 2014
A Collaborative Public Safety Training Campus Project
between the Cities of
Loveland and Fort Collins, Colorado
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TABLE OF CONTENTS
TRAINING CAMPUS MISSION STATEMENT ................................................................................ 6
EXECUTIVE SUMMARY ............................................................................................................ 7
INTRODUCTION ...................................................................................................................... 9
BACKGROUND & OVERVIEW ..................................................................................................11
Loveland Police Department............................................................................................................ 11
Fort Collins Police Services ............................................................................................................. 15
REPORT METHODOLOGY .......................................................................................................18
Project Team ................................................................................................................................... 19
Needs Assessment Methodology .................................................................................................... 20
OVERVIEW OF EXISTING TRAINING CONDITIONS ......................................................................21
Loveland Police Department............................................................................................................ 21
Fort Collins Police Services ............................................................................................................. 25
TRAINING NEEDS ASSESSMENT .............................................................................................30
Training Class Detail ....................................................................................................................... 31
Class-Space Need Calculation ........................................................................................................ 32
Training Prop Efficiency ................................................................................................................... 33
Detail of Range Classes By Partner ................................................................................................ 34
REGIONAL TRAINING NEEDS ..................................................................................................37
Outside Users Survey ...................................................................................................................... 37
Focus Group Meeting ...................................................................................................................... 45
FACILITY ASSESSMENT .........................................................................................................52
TRAINING CAMPUS MANAGEMENT & STAFFING ......................................................................54
Governance ..................................................................................................................................... 54
Training Campus Steering Committee ............................................................................................. 54
Dedicated Training Campus Staffing ............................................................................................... 54
Other Training Campus Staffing Considerations ............................................................................. 58
DAILY OPERATIONS PLAN .....................................................................................................60
Site Use Rules ................................................................................................................................. 60
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Scheduling Rules ............................................................................................................................. 61
Rental of the Campus Based on Space Availability ......................................................................... 61
Visitor Policy .................................................................................................................................... 62
Vehicles ........................................................................................................................................... 62
LPD and FCPS Responsibilities for Campus Use ........................................................................... 62
Non-Partner Agency Use of Campus and Equipment ..................................................................... 62
Consumable Rules .......................................................................................................................... 63
Storage Rules .................................................................................................................................. 63
Facility/Specialized Equipment Maintenance Rules ........................................................................ 63
Shooting Range Operations ............................................................................................................ 64
Defensive Tactics Classes and Facilities ......................................................................................... 64
General Rules and Conduct ............................................................................................................ 65
FINANCIAL ESTIMATES ..........................................................................................................67
Annual Operations and Maintenance Costs .................................................................................... 67
Revenue Opportunities .................................................................................................................... 69
Outside Users Revenue Forecast .................................................................................................... 73
Regional POST-Certified Recruit Academy Concept ....................................................................... 74
BENEFITS OF A DEDICATED TRAINING CAMPUS ......................................................................76
Leadership and Commitment........................................................................................................... 76
Joint Training Campus Concept ...................................................................................................... 76
Availability of First Responders ....................................................................................................... 77
Value of EVOC Training .................................................................................................................. 78
Increased Ability to Meet New Training Regulations ....................................................................... 79
Monetary Benefits ............................................................................................................................ 79
Other Benefits .................................................................................................................................. 80
CONCLUSION ........................................................................................................................82
ACRONYM AND ABBREVIATION INDEX ....................................................................................83
APPENDIXES .........................................................................................................................84
Appendix A – Class List by Name ................................................................................................... 85
Appendix B –Detail of Cost and Logistics of Training Elsewhere .................................................... 87
Appendix C – Survey Supportive Documents .................................................................................. 88
Appendix D –Training Class Detail Sheet Sample........................................................................... 89
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LIST OF TABLES
Table 1—LPD Priority Call Response 12
Table 2--FCPS Priority Call Response 16
Table 3—Class Analysis Criteria 20
Table 4—Annual Training Hours by Division 30
Table 5—Summary of Training Categories 32
Table 6—Space Need Calculation 33
Table 7—Annual Training Hours by Classroom Type 33
Table 8—Annual Prop Use by Hours 34
Table 9—Breakdown by Partner, 50 Yard Pistol Range 35
Table 10—Breakdown by Partner, 100 Yard Rifle Range 36
Table 11—List of Survey Respondents 37
Table 12—Total Staff Size 39
Table 13—Most Desired Law Enforcement-Related Classes by Outside Users 39
Table 14—Additional Law Enforcement Classes or Comment 40
Table 15—Facilities Needed Outside Users’ Preference of Facilities 41
Table 16—Preferred Training Times 41
Table 17—Suggested Seminar Topics 42
Table 18—Comments 43
Table 19—Number of Driving Students 43
Table 20—Number of Shooting Students 44
Table 21—Current Charges and Fees 45
Table 22—Training Campus Manager Duties 56
Table 23—Job Description 56
Table 24—Annual Operations and Maintenance Estimate 67
Table 25—Notes to O&M Budget 68
Table 26—Training Campus Class List 70
Table 27—Student Forecast, Outside User Group 71
Table 28—Space and Asset Availability for Rent 72
Table 29—Chart of Available Space and Props 72
Table 30—Revenue Forecast of Outside User Classes 73
Table 31—Revenue Forecast Based on Campus Asset Availability 74
Table 32 – Expense/Revenue/Cost Savings Summary 74
Table 33—Cost and Logistics Impact of Training Outside 80
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LIST OF FIGURES
Figure 1—Project Team Planning Session 19
Figure 2—Ft. Collins Police Indoor Range 27
Figure 3—Focus Group Agenda 46
Figure 4—Training Classroom at Washoe County (Reno) Training Center 48
Figure 5—Site Layouts 52
Figure 6—Site Visits: Fresno CA; Reno, NV; Sacramento, CA 53
Figure 7—124 Acre Training Site, Washoe County, NV 59
Figure 8—Scenario Training Village, Orange County, CA 66
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Training Campus Mission Statement
The purpose of the Regional Training Campus is to provide a safe, secure, and consistent
location for public safety providers to train to peak standards.
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Executive Summary
The Cities of Loveland and Fort Collins are collaborating on a project to build a Regional
Public Safety Training Campus. The location being considered is a 40 acre site within the
boundaries of the Fort Collins-Loveland Airport. Currently, neither city has a training campus
at which its police officers can accomplish the training they need at a level they desire.
Loveland and Fort Collins first responders train at different locations both within and outside
of their cities and many of these training venues are controlled by other entities. The
disparate locations do not support a safe, secure, and consistent approach to training nor do
they further the concept of realistic, scenario-based multi-discipline training efforts.
Due in large part to the lack of comprehensive, dedicated training facilities in their cities,
both agencies struggle to meet their standards in training proficiency. The training staffs at
both agencies continually strive to meet their respective training goals, but on occasion fall
short without having access to a local, dedicated, comprehensive training campus. After a
detailed review of the Partners’ training needs, IBG has confirmed that while much of
needed training is being completed, some training is not being accomplished at the level
desired by the Partners (as shown in the following table):
Training Hours by Category
Fort
Collins
Police
% of
Total
Loveland
Police
% of
Total
Total
Hours
% of
Grand
Total
Category 1 – required training being
carried out but often at a minimum
level due to the lack of facilities 36,839 43% 17,403 48% 54,242 44%
Category 2 – required training being
carried out to a satisfactory level of
competence 42,962 50% 16,398 44% 59,360 48%
Category 3 – training the department
would like to perform but, due to lack
of facilities, is not being carried out 6,165 7% 2,816 8% 8,981 7%
Category 4 – Career development
skills training 320 0% 0 0% 320 0%
Total Hours 86,286 100% 36,617 100% 122,903 100%
In addition to examining the training needs of Loveland and Fort Collins, other law
enforcement agencies in the region were contacted and asked to provide input on their
training needs and interest in sending officers to the training campus. IBG conducted a web-
based survey of 34 law enforcement agencies in the region. The survey results showed a
strong interest in the project, with respondents indicating they would send over 3,000
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officers per year to the campus for a variety of training. To further understand the needs of
the region, IBG facilitated a Focus Group meeting of key regional law enforcement
agencies. Some of the key takeaways from this meeting were:
The location seems to be conducive for use by many potential outside users.
There appears to be strong support for conducting a POST recruit academy at the
training campus.
Departments are willing to pay fees to attend training.
In terms of estimating the cost to operate and maintain the training campus, IBG examined
the proposed campus design and integrated it with the training needs of the Partners. Based
on this information the annual O & M cost is anticipated to be approximately $620,000.
With regard to estimated potential revenue derived from non-Partner agencies using the
training campus, IBG relied on the outside user survey, focus group meeting, and historical
understanding of required training curriculums in the region. Based on this information the
annual revenue forecast is estimated to be approximately $453,000. This includes outside
users paying to attend specific training courses and “renting” training campus assets.
IBG also carefully examined the costs currently incurred by the Partners for training at
facilities located outside their cities. These costs include fees charged by other entities for
the use of their facilities and vehicle expenses related to driving to and from these facilities
(estimated to be 110,000 miles per year). Based on this information the annual cost of
training at these locations is estimated to be $166,000 (see Table 32 for detail). The
following table summarizes the estimated O & M expenses, revenues, and cost savings:
Expense/Revenue/Cost Savings Summary
Revenue or Cost Savings:
Cost to Train Elsewhere and Auto Expense $166,408
Revenue From Outside User Classes $107,206
Revenue From Rental of Available Capacity @25% $346,515
$620,129
Annual O&M Expense $620,129
Net Annual Expense Increase $0
In addition, IBG has determined that Partner officers spend approximately 12,000 hours per
year “off-post,” away from their cities while traveling to, training at, and returning from
training facilities located outside of Loveland and Fort Collins.
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Introduction
The Cities of Loveland and Fort Collins (Colorado) are collaborating on a project to build a
Regional Public Safety Training Campus. The location being considered is a 40 acre site
within the boundaries of the Fort Collins-Loveland Airport; the proposed site adjoins County
Road 9. The City of Loveland has commissioned Belford Watkins Group Architects, LLC
(BWG) to lead the conceptual design and engineering work for the training campus. Interact
Business Group (IBG) of Valley Center, California, has teamed with BWG to develop the
strategic business planning component of the project.
The Strategic Business Plan is an important tool that can help key leaders make informed
and knowledgeable decisions for the safety and well-being of city personnel, the citizens
and property in their communities. This Strategic Business Plan evaluates options and
recommends the best and most practical course of action for providing required training
activities for the Loveland Police Department and Fort Collins Police Services (the Partners).
To accomplish the business plan objectives, the report has been organized to include the
following chapters and sections:
Background & Overview of Police Agency Organizations – This chapter provides
pertinent information about each of the Partner Agencies and this information is
considered throughout the overall business plan.
Overview of Existing Training Conditions – This chapter includes a complete review
of the Partners’ current training assets, locations, and methods.
Training Needs Assessment – IBG has developed a complete needs assessment of
training population size (number of students) and the training hours required by the
Partners at current training levels, as well as anticipated future levels. The
assessment included interviews with key staff members from the police agencies, as
well as a review of the existing training. IBG reviewed and validated existing needs
assessment data gathered by the staff. Guidelines from national, state, and local
training standards were identified. A complete analysis of the total training hours,
class curricula, and training priority categories is documented.
Regional Training Needs – This chapter identifies potential outside agencies that
may have an interest in using the training campus to meet their own specialized
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training needs. This information was developed based on a web-based survey of
potential outside users and a focus group meeting.
Training Campus Management & Staffing – This chapter provides a plan for the
overall governance/management of the training campus as well as a proposed
staffing plan.
Daily Operations Plan – This chapter identifies formal operational procedures for
day-to-day operations of the training campus, including draft outside-user agency
working agreements.
Financial Estimates – Based on the training campus construction scope developed
by BWG (as well as other factors), this chapter provides an estimated annual
operations and maintenance (O&M) budget. It also identifies training campus
revenue opportunities, including outside user revenue forecasts.
Benefits of a Dedicated Training Campus– After examination of all the above
components, this chapter describes several monetary and non-monetary benefits of
building a Training Campus to serve the Partner agencies.
Acronym and Abbreviation Index – This section lists and defines the acronyms and
abbreviations used throughout the report.
Appendices – This section contains supplementary material that complements the
body of the report.
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Background & Overview
LOVELAND POLICE DEPARTMENT
The Loveland Police Department (LPD) has established the following mission statement:
“The Loveland Police Department exists for the purpose of providing an enhanced level of
safety in our community, protecting the rights guaranteed to all people by the constitution,
and improving the quality of life of each citizen.”
To accomplish this mission they will:
Identify community problems and intervene as problem solvers using available
resources.
Protect those in harm’s way.
Assist the safe and free movement of people and traffic within the community.
Educate the community in their responsibilities as citizens and our role as Police
Officers.
Work as a team within our department, within the City organization, and with other
agencies.
Working hard to successfully carry out this mission, the LPD is made up of professional, well
trained and equipped employees. The Department is a leader in law enforcement as
evidenced by the following accomplishments:
The Department has been Nationally Accredited since 1992.
The Communication Center earned the coveted status as an Accredited Center of
Excellence in 2007.
In 2004, Law and Order Magazine awarded the agency for having the top graphic
design on its patrol cars.
The agency possesses a robust Senior Volunteer program.
Since 1979, the agency has been blessed with a wonderful Police Chaplaincy
program.1
The LPD is a full-service law enforcement agency operating out of one main police station. It
currently has a staff of 136 employees. Of those, 95 are sworn personnel and 41 are civilian
1 City of Loveland web site: www.ci.loveland.co.us
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positions. The Department is led by a team of professionals that include a Police Chief,
three Captains, four Lieutenants, and supporting management/supervisorial staff. The Police
Department has four divisions:
Operations
Support Services
Information Services
Professional Standards
The Loveland City Council adopted the “Loveland Police Department Staffing & Resources
Study” by resolution in August 2013. This study examined the potential expansion of police
operations in the ten-year period 2014 to 2022. Three different options were developed;
each option was driven by different general fund revenue expectations. The “Tier 1” option is
the most conservative and anticipates an additional fifteen (15) FTE positions within 5 years
and ten (10) more FTE positions by the ten year mark for a total increase of twenty-five (25)
FTE positions. The most robust general fund revenue growth scenario combines all three of
the tier options. Under that scenario the Department would add twenty-eight (28) FTE
positions within 5 years and twelve (12) more FTE positions by the ten year mark for a total
increase of forty (40) FTE positions. The increase in staffing coincides with Loveland’s
expected population growth. With a predicted growth rate of 1.5 to 2% per year over the
next ten years, Loveland is considered to be one of the more rapidly growing areas in
Northern Colorado and the Midwest.
Statistics
The LPD responds to emergency calls within the City of Loveland and serves a population
of approximately 70,000 residents. The Department responded to 76,977 calls for service in
2013. The following table provides the priority call response for 2013:
Table 1—LPD Priority Call Response
2013 Priority Call Response
Priority Description Number
% of total calls
for service
P1 Life-threatening 527 .68%
P2 Urgent 5,997 7.79%
P3 Routine 37,156 48.26%
P6 Lobby/walk-in 2,163 2.81%
P8 Handle by phone 10,204 13.25%
P10 Traffic contacts 13,301 17.28%
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For calendar year 2012, the Department handled 2,263 total Part One crimes2 as reported
through the Federal Bureau of Investigation’s Uniform Crime Reporting3 program. Part One
crimes in 2012 rose 9.27% over Part One crimes reported in 2011. 70.6% of the Part One
crimes reported in 2012 were for larceny; 10% were for burglary; 14.6% were for assault.
Vehicle-related statistics:
Number of vehicles in LPD fleet – 100
Number of miles driven annually – 1,121,859
Number of accidents in the last three years – 24 involving sworn personnel; majority
of those were backing incidents.
Number of accidents identified as preventable – 22 (backing)
Number of injuries to personnel from accidents – 1 lost-time day over the last three
years.
Annual award amounts paid to citizens as a result of agency accidents – $3,200 per
year average over the last three years.
Notable accidents that may have been mitigated with improved driver
training/facilities – None. The largest accidents were caused by civilians hitting patrol
cars.
Firearms-related statistics:
Number of officer-involved shootings over the past five years – One (occurred in
2014).
Specialty Units
The LPD has several specialty units, including:
SWAT – 19 Operational and 12 Negotiators
K-9 – 4 dogs and handlers
Crime Scene Technicians
Accident Reconstruction Specialists
Internet Crimes Investigators
Street Crime Unit
Liquor Enforcement Unit
2 http://en.wikipedia.org/wiki/Uniform_Crime_Reports
3 http://www.fbi.gov/about-us/cjis/ucr/ucr
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Traffic Unit
Community Resource Unit – Includes School Resource Officers and Crime
Prevention Officer
Member of the Northern Colorado Drug Task Force
Regional Member of the Northern Colorado Bomb Squad – 2 members
In addition to being the Public Safety Answering Point (PSAP) for LPD, the Department also
provides this service for Loveland Fire Rescue Authority, Berthoud Fire Protection District,
and Thompson Valley EMS. The Communication Center is an Accredited Center of
Excellence for Emergency Medical Dispatching (EMD).
Hiring and Promotional Requirements
Prior to being hired, prospective LPD officers must be POST-certified and must have an A.S.
degree or equivalent credit hours. The Department does not currently offer its own recruit
academy. Typically, LPD hires certified peace officers who have worked for other law
enforcement agencies (lateral hires). Many come from within Colorado and some are from
out of state. Civilian new-hires must have a minimum of a high school diploma; managerial
positions may require a college degree.
Requirements for advancement within the LPD include a Bachelor’s Degree for the
Sergeant position and Bachelor’s Degree (with Master’s Degree preferred) for the
Lieutenant and Captain positions.
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FORT COLLINS POLICE SERVICES
Fort Collins Police Services (FCPS) has established the following Mission and Values:
Vision: To make Fort Collins the safest community in the nation.
Mission: To provide professional and compassionate police services.
Values: Respect: For self, each other and our community.
Integrity: The foundation of police work.
Service: Our most important product.
Engaged: Within our organization and the community.
Fort Collins Police serve the community by protecting life and property, preserving peace
and order, preventing and detecting crime, enforcing laws and ordinances, and promoting
the safe, efficient use of the City's streets and highways. Fort Collins Police Services has
increased its emphasis on Community Oriented Policing (COPS) as the preferred means of
addressing community needs.4
FCPS is a full-service law enforcement agency operating out of three facilities, including the
main police station, a district station in the downtown area, and an off-site building rented for
the Northern Colorado Drug Task Force. It currently has a staff of 303 employees. Of those,
198 are sworn personnel and 105 are civilian positions. The agency is led by a team of
professionals that include a Police Chief, four Deputy Chiefs, and supporting
management/supervisorial staff. FCPS has four divisions:
Administration
Patrol Services
Investigation Services
Information Services
FCPS anticipates adding additional police officers over the next ten-year period as Fort
Collins continues to develop infill areas and annex new properties into the city. The increase
in staffing coincides with Fort Collin’s expected population growth. It has experienced a 6%
growth rate over the last four years and will have an estimated population of 152,625 in five
years and 161,782 in ten years.
4 City of Fort Collins web site: www.fcgov.com
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Statistics
The FCPS responds to emergency calls within the City of Fort Collins and serves a
population of approximately 151,000 residents. The agency responded to approximately
98,885 calls for service in 2012. The following table provides the priority call response for
2012:
Table 2--FCPS Priority Call Response
2012 Priority Call Response
Priority Description Number
% of total calls
for service
P1 Life-threatening 401 .42%
P2 Urgent 6,506 6.8%
P3 Routine 89,200 92.8%
Vehicle-related statistics:
Number of vehicles in FCPS fleet – approximately 200
Number of miles driven annually – 1,500,000
Number of accidents in the last three year – 68 involving sworn personnel; 32 at fault
by the employee
Number of injuries to personnel from accidents – 8 in the last five years
Vehicle damage repair costs – approximately $50,000 per year
Notable accidents that may have been mitigated with improved driver
training/facilities – None.
Firearms-related statistics:
Number of officer-involved shootings per year over the past five years – approximately 1.4.
Total of seven shootings; five of those were during an 18 month period.
Specialty Units
The FCPS has several specialty units, including:
Terrorism Liaison Officers
SWAT – 21 person collateral-duty team, plus 11 negotiators
K-9 – 4 dogs and handlers
Traffic Unit
CRASH Team (accident reconstruction)
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Criminal Impact Unit
School Resource Officer Program
Neighborhood Enforcement Team
District One – Downtown substation and unit
Member of the Northern Colorado Drug Task Force
Member of the Larimer County Bomb Squad
Hiring and Promotional Requirements
Prior to being hired, prospective FCPS officers must be at least 21 years old and be a U.S.
citizen, possess a valid driver’s license, must have completed at least 60 semester hours of
college, have no marijuana use in the last 3 years and no hard drug use after age 25.
Requirements for advancement within the FCPS include five years of service and successful
completion of a promotional process for the Sergeant position, a Bachelor’s Degree and
successful completion of a promotional process for the Lieutenant position, and a city
residence, and successful interview process with the Executive Staff for the Deputy Chief
position.
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Report Methodology
The Cities of Loveland and Fort Collins wish to investigate the feasibility of constructing and
operating a regional training campus for the delivery of law enforcement training to its
uniformed staff. This report evaluates the existing training conditions, resources, and
equipment of Loveland and Fort Collins and reviews existing training requirements, including
student population size, detailed course titles, and course lengths.
IBG has conducted its research adhering to the following guidelines as prescribed by the
Partners:
Existing training methods will be reviewed.
The need and cost to develop a stand-alone Training Campus for LPD and FCPS
personnel as its first priority will be evaluated.
Any new training facilities that may be considered should be designed to help
personnel meet all federal, state, and local compliance guidelines.
All training equipment under consideration for a new training campus will be of the
latest technology and design. Also, all facilities considered will meet current codes
and the Americans with Disabilities Act (ADA) where required.
All training equipment and facilities considered in this report will adhere to the
following priorities:
o Reliability
o Functionality
o Longevity
o Safety
Partnerships or external relationships (with users other than LPD and FCPS) will be
considered. These options will be considered only after all the needs of the Partner
agencies have been met.
This report considers the training needs of mainly uniformed sworn personnel.
Legally required hands-on training and job skills training are specifically identified.
Basic administrative staff training such as computer skills was not considered within
the scope of this report.
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PROJECT TEAM
LPD, FCPS and other city senior staff were made available to BWG/IBG and provided
guidance for this report. These personnel are referred to as the “Project Team.” The Project
Team provided data on existing training facilities, curricula, and student population.
Personnel assigned to the project were:
City of Loveland
Luke Hecker – Police Chief
Phil Metzler – Police Sergeant
Ken Cooper – Facilities Operations Manager
City of Fort Collins
John Hutto – Police Chief
Jim Szakmeister – Deputy Chief (retired)
Cory Christensen – Deputy Chief
David Pearson – Police Lieutenant
Mike Trombley – Police Lieutenant
Independent Project Management
William Welch – Wm. T. Welch Company, LLC
IBG conducted interviews with the staff listed above. The purpose of this interaction was to
gain an understanding of the project needs and desired outcomes. These interviews
focused on subjects such as changes in staffing, organizational structure, existing
conditions, training philosophy, future organization growth factors, and potential efficiencies.
Project Team Members visited three training centers.
Figure 1—Project Team Planning Session
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NEEDS ASSESSMENT METHODOLOGY
IBG used its “Needs Assessment Generator Tool”5 to capture the training needs of the
Partners. The tool compiles training class data gathered by IBG through interviews with
Project Team members. The tool is written in Microsoft Excel file format. Each training class
entered into the Needs Assessment Generator Tool is analyzed using the criteria shown
below (Note – left column shows criteria gathered for each class; the other columns are
examples):
Table 3—Class Analysis Criteria
Class Name
Mobile Field
Force
Trends In
Technology
Partner LPD FCPS
Division: Within each Partner SWAT In-Service
Justification: What is the legal or procedural
requirement for this class
Police/Procedure Training SOP
Training Category: Class priority 1 2
Class Length: In hours 5 10
Typical Class Size: Students per class 30 25
Frequency: How many times a student will take
a specific class in a one-year period.
1 1
Recertification: How often a class is required? annually annually
Annual Students: Total number of students
taking a class.
30 200
Total Class Hours Per Year: Total class contact
hours in a one year period.
150 2000
Total Class Sessions Per Year: Math
calculation, total students per year divided by
class size.
1 8
Number of Instructor Hours: Math calculation,
total of class hours multiplied by number of class
sessions.
18 12
Classroom Type: The type of classroom or area
required to deliver the class.
Clean Classroom Clean Classroom
The complete list of training classes by name for each agency may be found in Appendix A.
5 Needs Assessment Generator Tool - http://www.theinteractgroup.com/report.html
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Overview of Existing Training Conditions
The LPD and FCPS each place a high level of importance on ensuring that their personnel
are well-trained and prepared to protect those they serve. Currently, neither city has a
training campus at which its police officers can accomplish the training they need at a level
they desire. Loveland and Fort Collins first responders train at different locations both within
and outside of the city and many of these training venues are controlled by other entities.
The disparate locations do not support a safe, secure, and consistent approach to training
nor do they further the concept of realistic, scenario-based multi-discipline training efforts.
Due in large part to the lack of dedicated training campuses in their cities, both agencies
struggle to meet their standards in training proficiency. LPD and FCPS Training Staff
continually strive to meet their respective training goals, but on occasion fall short without
having access to a local, dedicated, comprehensive training campus. After a detailed review
of the Partners’ training needs (see the Training Needs Assessment section of this report)
IBG has confirmed that while much of needed training is being completed, some training is
not being accomplished at the level desired by the Partners.
The following sections describe the existing training conditions for both agencies.
LOVELAND POLICE DEPARTMENT
The Professional Standards Unit (PSU) concentrates on in-service training for the entire
department. Newly-hired personnel must possess Colorado POST certification when hired
by the department. The recruit must attend and successfully pass the LPD eight-week, 320-
hour “mini-academy” and four-month field training program.
In terms of in-service training, the department currently provides all police officers with a
wide variety of didactic (classroom) and hands-on skills (field) classes, training exercises
and drills. Colorado POST doesn’t specify in-service training hours; all officers must meet
the LPD’s internal training calendar requirements. Scheduled training consists of
coordinating available time slots internally and with outside agency facilities. Much of the in-
service field training occurs at off-site locations due to a lack of suitable facilities in the city
Classroom Training
Classroom training is primarily conducted at the LPD station on East 10th Street. Classroom
facilities include a 40-person training room on the second floor and a 115-person conference
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room on the first floor; the larger room is in an unsecured part of the police station. The
department hosts regional specialized training classes at these classrooms from time to
time, bringing in outside instructors and charging a fee to outside agencies. These
classrooms are currently meeting LPD’s needs.
Field Training
Hands-on field training is conducted at numerous locations both inside and outside the city.
In some cases, officers must travel an appreciable distance outside the city to attend the
training.
SWAT Team Training
The LPD SWAT Team uses training facilities at Ft. Carson in Colorado Springs, Colorado for
one week each summer. It is a simulated urban environment (Sim City) consisting of
multiple buildings and roadways. Structures are provided for building clearing and one is
used as a live shoot house. This environment allows officers to negotiate multiple structures
to simulate active killer (schools, businesses, and residences), barricaded subjects, high-risk
traffic stops and other high-risk, low-frequency police duties. Travel and preparation time to
and from this site takes approximately 2 1/2 hours.
In addition to Fort Carson, the Team also trains at various publically and privately-owned
locations in the city, such as public schools.
SWAT Team Training Issues and Concerns:
The LPD has identified some issues and concerns regarding the facilities currently being
used by the SWAT Team. Those include:
Logistics and cost associated with training at Fort Carson. Although the Fort Carson
facility provides valuable training opportunities for the SWAT Team, the financial and
logistical impacts to LPD are significant. A detail of costs, staff hours and drive times
are detailed in Appendix B. Providing similar scenario-based buildings and features
at the proposed training campus would result in substantial cost savings with regard
to their SWAT Team training.
Firearms Training
The LPD requires quarterly firearms qualifications for all sworn officers. SWAT Team
members participate in 16 hours of firearms training per month. Most of the firearms training
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and qualification takes place at a privately-owned 25-yard indoor range located within the
city. The cost for the use of the private range is $45,000 per year as specified in the written
agreement. The department has also been using a publically-owned outdoor range located
at the City of Loveland Chasteens Grove Water Treatment Plant (in an unincorporated area
of Larimer County) for approximately 40 years. That facility is used primarily by the SWAT
Team, although some qualification shoots are also done there. The range includes a 25-
yard pistol area, 50-yard rifle area with platform, and a 300-yard sniper rifle area with
platform. Use of the facility is controlled by the City through an Inter-Governmental
Agreement (IGA).
Firearms Training Issues and Concerns:
The LPD has identified some issues and concerns regarding its current firearms training
facilities. Those include:
Scheduling and competing for range time at the privately-owned facility. The LPD is
one of many customers and does not have exclusive access to the range. For this
reason, not all qualification shoots can be accommodated at the indoor range and
must be done at the outdoor range, which is less desirable.
The private range is strictly used for qualification shoots involving 25-yard straight-
lane targets. It cannot be used for any realistic, scenario based training.
The outdoor range at the water treatment plant has been the subject of ongoing
complaints regarding noise generated by firearms training. Residents in the area
have taken their concerns to the Loveland City Council in the past.
Travel time to the outdoor range is approximately 20 minutes each way. This travel
takes away from the actual firearms training time available to each officer who must
drive there.
Emergency Vehicle Operations Course Training
The LPD schedules its officers for Emergency Vehicle Operations Course (EVOC) training
on a regular and recurring basis. Although Colorado POST does not specify in-service
EVOC training requirements, the department uses POST-approved EVOC maneuvers for its
officer training, with an emphasis on backing maneuvers. This training is conducted at the
Loveland Fire Rescue Authority fire training area within the city. EVOC driving is completed
on an open, paved area that’s approximately 70,000 square feet in size.
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EVOC Training Issues and Concerns:
The LPD has identified some issues and concerns regarding its current EVOC training
facility. Those include:
Inability to perform driving maneuvers at proper speeds. Proper EVOC training
requires officers to perform maneuvers at various speeds that are encountered in the
field during day-to-day operations. The open, paved area at the Loveland Fire
Rescue Authority fire training area will only allow speeds not to exceed 35 mph for a
maximum of 250 feet. That speed and distance is not consistent with adequate
EVOC driver training.
Scheduling training time at a facility owned and operated by a different public
agency. Various scheduling issues have developed from time to time which has
hampered the department’s ability to complete all of its desired EVOC training in a
timely manner.
Set-up and tear-down time. Given that the EVOC training is done on an open, paved,
multi-use area and not on a fixed driving course, training personnel must set-up the
various driving course configurations each time the training area is used and then
take it down at the conclusion of the day’s training. This procedure results in
substantial staff hours allocated to this process.
Arrest Control and Defensive Tactics Training
The LPD currently conducts its Arrest Control and Defensive Tactics training in a remodeled
basement storage area within the police station building. This room is meeting the minimum
needs of the department; however, if the proposed training campus included a dedicated
area for this type of training, it could be designed to accommodate a desired level of 15
people at any given time. Also, the room currently being used at the police station building
could revert back to a much-needed storage area.
K-9 Training
The LPD currently conducts its K-9 training at its K-9 facility located on an undeveloped
portion of the police station property. While not ideal, it is meeting the minimum needs of the
department.
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FORT COLLINS POLICE SERVICES
The Professional Standards Unit concentrates on in-service training for the entire agency.
FCPS hires both Colorado POST-certified individuals and individuals who are not POST-
certified. Non-certified new-hires must attend an 820-hour POST academy. All new recruits
must also successfully pass an eight-week, 320-hour in-house “mini-academy” and four-
month field training program. Due to the high demand for suitable training locations in the
city, FCPS struggles to reserve on-site facilities to run its mini-academy.
In terms of in-service training, the agency currently provides all police officers with a wide
variety of didactic (classroom) and hands-on skills (field) classes, training exercises and
drills. Colorado POST doesn’t specify in-service training hours; all officers must meet the
FCPS internal training requirements. Scheduled training consists of coordinating available
time slots internally and with outside agency facilities.
Classroom Training
Classroom training is primarily conducted at the FCPS building on Timberline Road.
Classroom facilities include a 75-person tiered community room (which is in an unsecured
part of the building), a 40-person EOC/classroom, and a 20-person conference room located
on the 3rd floor. The agency hosts regional specialized training classes at these classrooms
from time to time, bringing in outside instructors and charging a fee to outside agencies.
Field Training
Hands-on field training is conducted at numerous locations both inside and outside the city.
In some cases, officers must travel a fairly long distance outside the city to attend the
training.
SWAT Team Training
The FCPS SWAT Team has an aggressive annual training schedule and relies on several
training facilities located outside of the city to accomplish its specialized training. Those
include the Larimer County Sheriff’s Office outdoor shooting range (30 minutes driving time
each way), the Pawnee Sportsman’s Center (one hour driving time each way), the
Cheyenne (Wyoming) Police Department shooting range and live-shoot house (one hour
driving time each way), and the Poudre Fire Authority training center.
The Team also trains at various publically and privately-owned locations in the city, such as
public schools.
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SWAT Team Training Issues and Concerns:
FCPS has identified some issues and concerns regarding the facilities currently being used
by the SWAT Team. Those include:
Logistics and cost associated with training at various locations outside of the city.
Although those facilities provide reasonable training opportunities for the SWAT
Team, the financial and logistical impacts to FCPS are significant. A detail of costs,
staff hours and drive times are detailed in Appendix B. Providing similar scenario-
based buildings and features at the proposed training campus would result in
substantial cost savings with regard to their SWAT Team training.
Firearms Training
FCPS requires all sworn officers to qualify quarterly with each registered handgun and twice
a year with their rifles. The maximum qualification distance with a handgun is 25 yards; the
rifle distance is 75 yards. Officers train out to 50 yards with the handgun and 200 yards with
the rifle. During training, officers regularly shoot at 100 yards with the rifle. The qualification
criteria for both handgun and rifle vary and are based on training skills. Additional training
requirements include:
Ability to engage multiple targets
Ability to shoot in different directions (270 degrees +)
Dynamic drills that involve movement of officers
Use of simulated cover and concealment
Deployment of weapons from vehicles
Use of moving targets
Decision-maker simulator
Training of concealed carry
Improvised shooting positions
Transitioning to other force options
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Most of the firearms training and qualification takes place at the Fort Collins Police Indoor
Range, which is located in Fort
Collins approximately five
minutes from the Police
Services Building. This facility
was originally built as a
privately-owned shooting range
and was purchased by the City
in 1990. It has 12 shooting lanes
of a maximum distance of 73
feet. The building also has one
classroom adjacent to the range, an office/armory, and a target/ammunition storage area.
The range and classroom cannot be used simultaneously due to the noise from the range.
FCPS does have written agreements with other law enforcement agencies in the area which
allow them to use the shooting range. There has been a significant increase in the demand
for use of the range over the twenty-four years that it has been owned by the City. During
that period, FCPS staff has nearly doubled in size, from 105 sworn officers in 1990 to 198
today.
FCPS also contracts for the use of a privately-owned outdoor range known as the Pawnee
Sportsman’s Center. It is located in Weld County approximately 40 miles from the Police
Services Building in Weld County. The Center has several ranges; typically FCPS uses
either the 100 yard rifle range (which has about 35 shooting positions) or one of the 50 yard
“tactical” ranges (which has 12 to 14 shooting positions). All of these are three-sided dirt
berm ranges.
Firearms Training Issues and Concerns:
FCPS has identified some issues and concerns regarding its current firearms training
facilities. Those include:
Age and condition of the indoor shooting range. The building and range is now
approximately 24 years old and it’s in need of maintenance. The backstop is in need
of replacement and the air filtration system is also original to the facility and is in
need of repairs.
The shooting portion of the range has a limited number of lanes, which can create
significant downtime during qualifications and training.
Figure 2—Ft. Collins Police Indoor Range
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Frangible, lead-free ammunition is required to be used at the indoor range, which
increases the cost of training at the facility.
Travel time to the outdoor range is approximately one hour each way. This travel
takes away from the actual firearms training time available to each officer who must
drive there and adds to the cost of firearms training
FCPS has a written annual agreement with the owners of the private outdoor range
and must budget funds to pay for the use of the facility. These funds could be
redirected to the proposed training campus
Emergency Vehicle Operations Course Training
FCPS schedules its officers for Emergency Vehicle Operations Course (EVOC) training on a
regular and recurring basis. Although Colorado POST does not specify in-service EVOC
training requirements, the agency uses POST-approved EVOC maneuvers for its officer
training. This training has been conducted at numerous publically and privately-owned
locations within and outside the city; none of the locations are specifically designed for driver
training. Locations used in the past include parking lots, Loveland Dog Track, H.P., Foothills
Fashion Mall, and airport runways at the municipal airport and CSU Christman Field. Typical
travel times from the Police Services Building to these locations are 20 to 30 minutes.
EVOC Training Issues and Concerns:
FCPS has identified some issues and concerns regarding its EVOC training. Those include:
The lack of a consistent location to conduct EVOC training.
Inability to perform driving maneuvers at proper speeds. Proper EVOC training
requires officers to perform maneuvers at various speeds that are encountered in the
field during day-to-day operations. The publically and privately-owned locations used
in the past by the agency do not permit at-speed maneuvers. Often, space limitations
prevent the set-up of a complete driving course.
Scheduling training time at a facility owned and operated by different private and
public entities. Various scheduling issues have developed frequently, which has
hampered the agency’s ability to complete all of its desired EVOC training in a timely
manner. Essentially, FCPS has been at the mercy of the various owners of the
property they use for their EVOC training. In fact, none of the locations that have
been used in the past are currently available, requiring the agency to put its EVOC
training on hold.
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Set-up and tear-down time. EVOC training that is done at open, paved, multi-use
areas and not at dedicated driving courses requires repetitive course set-up and
tear-down. This procedure results in substantial staff hours allocated to this process.
In general, there are restrictions on the driver training at these locations which
creates unrealistic environments for officers to train in. EVOC training for 2013 and in
the future has been negatively-affected due to the lack of adequate EVOC facilities in
the region.
Arrest Control and Defensive Tactics Training
FCPS currently conducts its Arrest Control and Defensive Tactics training in a defensive
tactics room located in the Police Services Building. It provides a workout area along with a
classroom that can be converted to additional mat area as needed. The defensive tactics
room is approximately 2,800 square feet. This room is meeting the minimum needs of the
agency, however, it is steadily outgrowing it.
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Training Needs Assessment
The following tables outline the detailed training requirements of the Project Partners. The
needs assessment incorporates LPD’s current staff of 95 sworn police officers and FCPS’s
current staff of 198 sworn police officers. Most training classes are conducted on an annual
basis. This study has analyzed each Partners’ training class needs and determined that
collectively they conduct almost 123,000 training contact hours per year.
Table 4—Annual Training Hours by Division
Summary of all Class Hours By
Department, by Division
Total Class Hours
Per Year
Fort Collins 86,286
In-service 14,975
Firearms 14,088
Driving 3,120
FTO 2,205
SWAT 15,410
Negotiators 180
DT 22,148
New Hire 14,160
Loveland 36,617
In-service 4,864
Firearms 7,999
Driving 3,950
FTO 60
SWAT 6,460
DT 3,008
New Hire 7,576
K-9 2,700
Grand Total 122,903
A complete listing of all classes by agency, by name and department is located in Appendix
A.
Additional training hours have been identified and they are included in the “Outside Users”
and “Revenue Opportunities” sections of this report. They are represented in the three
categories as followings:
1. Training Campus Classes – Classes hosted by the Partners at the Training
Campus and generally delivered by outside instructors. Attendees would pay a
course fee.
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2. Outside User Classes – Classes generally delivered by the Partner training staffs at
the Training Campus. Attendees would pay a course fee.
3. Classroom and Training Prop Rental – Outside User departments would use
training space and props at the Training Campus and pay a “rental” fee. Generally,
the Outside User would provide their own instructors.
TRAINING CLASS DETAIL
Each class was categorized based on the Partners’ current level of training as previously
defined in the Report Methodology section; following is the definition of each training
category:
Category 1— Training required by law (federal, state) or department
policy. Also, training required to safely operate equipment that is needed
to carry out a person’s job assignment. This required training is being
carried out but often at a minimum level due to the lack of facilities.
Training in this category is not being performed to the satisfaction of the
department’s expectations.
Category 2—Training required by law and a person’s job assignment
(same as above). This required training is being carried out to a
satisfactory level of competence.
Category 3—Desired training. Training the department would like to
perform, but due to lack of facilities, is not being carried out. This training
includes employee basic work skills.
Category 4—Career development skills training. Training to advance the
career growth of an employee.
Table 5 illustrates the total training hours and percentage of all training hours by categories.
It is interesting to note that 48% of LPD and 43% of FCPS training hours are in Category 1,
which is training that is not currently being performed in adequate facilities. Also, 8% of LPD
and 7% of FCPS training hours are in Category 3, which is desired training that is not being
conducted due to a lack of facilities.
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Table 5—Summary of Training Categories
Training Hours by Category
Fort
Collins
Police
% of
Total
Loveland
Police
% of
Total
Total
Hours
% of
Grand
Total
Category 1 – required training being
carried out but often at a minimum
level due to the lack of facilities 36,839 43% 17,403 48% 54,242 44%
Category 2 – required training being
carried out to a satisfactory level of
competence 42,962 50% 16,398 45% 59,360 48%
Category 3 – training the department
would like to perform but, due to lack
of facilities, is not being carried out 6,165 7% 2,816 8% 8,981 7%
Category 4 – Career development
skills training 320 0% 0 0% 320 0%
Total Hours 86,286 100% 36,617 100% 122,903 100%
CLASS-SPACE NEED CALCULATION
Using the information presented in the training needs assessment (Tables 4 and 5) as a
baseline, a class-space need calculation was developed to establish the number of
classrooms required to meet the demands identified in the needs assessment. The
classroom calculation is based on the following weekly training schedule:
Typical training schedule: Monday – Friday, 14-hour training day, 8:00
A.M. to 10:00 P.M. (includes facility preparation, breaks, 1-hour lunch
break, and cleanup)
Each training day is divided into segments. A segment is typically 5 hours in length and is
based on 4 hours of instructor-student contact time and 1 hour for setup/teardown. The total
segment opportunity per classroom calculation is therefore based on the following:
3 segments per day, Monday – Friday; 15 segments per week
48 weeks of training per year
720 total annual segments available per classroom; using an 80%
efficiency factor (consideration for makeup’s and rescheduling) brings
the total number of segments per year, per classroom to 576.
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Table 6—Space Need Calculation
Space Need Calculation
DEFAULT SOURCE DATA
Monday- Friday
Training Day (hrs.) 14
Start Time 8:00 AM
End Time 10:00 PM
Segment Length (hrs.) 5
Segments Per Day 3 (rounded)
Max Segments Per Week 15
Training Weeks Per Year 48
Max Segments Per year 720
Real Training Efficiency
Percent 80%
Usable Segments Per Year
(@ 80% efficiency) 576
The following table summarizes the annual total training segments and establishes the type
and minimum number of classrooms needed to meet the requirements determined in the
training needs assessment.
Table 7—Annual Training Hours by Classroom Type
Classroom Data From the Needs Assessment Database
Classroom Type
Total
Hours
Used Per
Year
Hours Per
Segment = 5;
Segments Per
Year = 576
Number of
Classroom
Needed Per
Year(roundup)
Clean Classroom Number 1 - Capacity 25 7,928 1,586 3
Clean Classroom Number 2 - Capacity 25 - - 0
Hours Practical Classroom Capacity 40 148 30 0
Mat Training Room 1,994 399 1
Exterior Pavilion Classroom 4,941 988 2
TRAINING PROP EFFICIENCY
The following table illustrates the demand for facility training props. The percentage of use is
based on previously established hours and the corresponding training segments.
Reminder: The Annual Utilization Percentage below is based on training segments. A
segment is a 5 hour block of time with 576 segments available each year (see the Space
Need Calculation methodology in Table 6 above).
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Table 8—Annual Prop Use by Hours
Annual Hours and Percentage of Prop Use
Prop Name
Fort
Collins
Hours
Loveland
Hours
Total
Hours
Used
Per
Year
Total
Segments
Used by
Partners
Percentage
Used Per
Year
Driving Pursuit Speed Track 107 230 337 67 12%
Driving Street Grid 276 417 693 139 24%
Driving Skid Pad 38 208 246 49 9%
K9 Training Area - 299 299 60 10%
Scenario Village 936 289 1,225 245 43%
Pistol Range 967 606 1,573 315 55%
Rifle Range 803 725 1,528 306 53%
Sims / Shoot House 86 444 530 106 18%
Obstacle Course 326 - 326 65 11%
Mat Training Room 1,420 254 1,674 335 58%
Clean Classroom Number 1 4,377 2,191 6,568 1314 100+%
Practical Classroom Capacity 148 - 148 30 5%
Exterior Pavilion Classroom 2,237 1,152 3,389 30 5%
The reason for illustrating the number of training hours is to show that, although all props
are essential for the successful completion of the required training at one time or another,
some are in very high demand and are used extensively and others are used less
frequently. Those in high demand, such as Clean Classroom 1, have very little excess
capacity and therefore may be available to outside users only on a limited basis. Likewise, it
identifies those props that have excess capacity (such as driving skid pad), meaning that the
Partners do not use the prop all of the time. In those cases that particular prop may be
reserved for future expansion or made available to outside users more frequently.
DETAIL OF RANGE CLASSES BY PARTNER
As illustrated in the table above the shooting ranges (both 50 yard pistol and 100 yard rifle)
are the two most-used training props at the facility; they are also among the most expensive
to build and maintain. Due to the high cost and critical need for the ranges, the following
tables show a breakdown of the ranges by Partner, by class size and number of sessions
per year.
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Table 9—Breakdown by Partner, 50 Yard Pistol Range
Pistol Range Classes by Name
Typical
Class Size
Class
Sessions
Per Year
Hours
Pistol
Range
Fort Collins
326 195 967
Citizen's Academy 30 1 2
FTO Phase Training 10 6 6
Handgun Instructor Class 10 1 30
Handgun Orientation 6 2 6
IALEFI Instructor Development Course 25 1 6
Individual Coaching 1 30 90
In-house Advanced Handgun 20 2 12
In-service Handgun Qual/Training 22 19 95
In-service Rifle Training/Handgun Qualification 22 19 57
Less Lethal 15 15 135
Less Lethal Class 25 1 8
Make-up Qualification 3 24 72
Pepper Ball 27 4 16
Remedial Training 1 24 72
SAGE 27 4 16
Skills Academy 10 4 160
Skills Academy Combat Handgun 10 2 74
Skills Refresher During Academy 10 4 12
Sustainment Handgun 12 18 72
Team Meetings/Instructor Preparation 20 12 24
Youth Police Academy 20 2 2
Loveland 50 136 606
Firearm Repair and Test Fire 2 3 6
Firearms Handgun Training and Qual 15 13 39
Firearms Pre-Service Training and Qual 4 12 288
FTO Scenario Training 4 3 15
Skills Sustainment 5 93 186
Tac Shooting 20 12 72
Grand Total
376 331
1,573
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Table 10—Breakdown by Partner, 100 Yard Rifle Range
Rifle Range Classes by Name
Typical
Class
Size
Class
Sessions
Per Year
Hours
Rifle
Range
Fort Collins 240 128 803
Advanced School 27 1 8
Chemical Agents 27 4 12
Firearms Qualification/Training 27 12 84
IALEFI Instructor Development Course 25 1 6
In-service Rifle Qualification & Training 22 19 114
In-service Rifle Training/Handgun Qualification 22 19 57
Make-up Qualification 3 24 72
Rifle Instructor Class 10 1 34
Rifle Operator Class 10 2 68
Skills Academy 10 4 160
Sniper Training 25 12 72
Sustainment Rifle 12 17 68
Team Meetings/Instructor Preparation 20 12 48
Loveland 53 164 725
Firearms Pre-Service Training and Qual 4 12 192
Firearms Remedial Handgun and Carbine 4 10 80
Firearms Rifle Training and Qual 15 25 75
Skills Sustainment 5 93 186
Sniper Shooting 5 12 120
Tac Shooting 20 12 72
Grand Total 293 292 1528
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Regional Training Needs
OUTSIDE USERS SURVEY
IBG developed an Outside Users Survey (with cover letter) that was emailed to 34 local law
enforcement organizations. Names and email addresses of the entities were furnished by
the Project Team. The actual email broadcast was conducted by IBG. Included in the survey
email was the 7-page survey and a cover letter signed by Loveland Police Chief Luke
Hecker and Fort Collins Police Chief John Hutto. Two email broadcasts were completed; the
first around January 24, 2014 and a follow-up to non-respondents around two weeks later.
Response to the survey was excellent, with a 74% return rate. The survey-supportive
documents may be found in Appendix C. They include:
Survey cover letter
Blank survey
Survey contact list
The following is the survey mailing summary:
Total surveys emailed = 34
Total surveys returned = 25
Response percentage = 74%
Table 11—List of Survey Respondents
List of Survey Respondents
Agency Contact Name Title
Frederick Police Department Gary Barbour Chief
Platteville Police Department
Michael F.
Root Chief of Police
Estes Park Police Wes Kufeld Chief of Police
Johnstown Police Brian Phillips Chief
Colorado Parks and Wildlife Larry Rogstad Area Wildlife Manager
Greeley PD Jerry Garner Chief of Police
Weld County Sheriff's Office Jack McGrath Undersheriff
Ault Police Department Rich Strang Chief
Berthoud Police Department John J. Feyen Interim Chief
Evans Police Department Rick Brandt Chief of Police
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List of Survey Respondents
Agency Contact Name Title
District Attorney, Eighth
Judicial District Clifford Riedel District Attorney
Timnath Police Department Sherri Wagner Chief
Colorado State Patrol Rob Marone Captain
Colorado State University
Police Department Jason Meisner LT
Dacono Police Department Brian Skaggs Chief of Police
8th JD Probation Chris Gastelle CPO
Windsor Police Department
John E.
Michaels Chief of Police
Lafayette Police Department Brian Rosipajla Commander
Firestone Police Department Alan Yoder Training Sergeant
Division of Adult Parole Jeff Geist Manager
Aims Community College
Police Academy Sue Beecher Academy Director
Milliken PD Jim Burack
Police Chief & Town
Administrator
Larimer County Sheriff Justin Smith Sheriff
Eaton Police Department Arthur Mueller Chief of Police
Federal Bureau of
Investigation
Todd E
Sandstedt Supervisory Special Agent
The survey results provided several data trends that will be helpful for planning the future of
the training campus resources. A summary of the survey results follows.
1. “Would you consider sending staff to the Regional Public Safety Training
Campus (Campus)?”
20 respondents replied, YES
1 respondent replied, NO
2. Respondents were asked their total staff size. The table below is the cumulative
staff totals of all survey respondents.
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Table 12—Total Staff Size
Total Staff Size
Full-Time
Paid Law
Enforcement
Part-Time
Paid Law
Enforcement
Reserve Law
Enforcement
Volunteer
Law
Enforcement
Staff Size 1,320 21 84 85
3. Based on the organization type; “If you are willing to pay a reasonable fee for the
use of the facility, and if the following classes were held, please indicate
approximately how many students you would send to the facility for each class (if
any). If you would not send students to a particular class, please leave the box
blank.”
Table 13—Most Desired Law Enforcement-Related Classes by Outside Users
Law Enforcement Classes
Law Enforcement
Number
of
Students
Per Year
Number
of
Students
Every
Other
Year
Number
of
Students
Every
Once in
a While
Accident Investigation 21 15 11
Active Shooter Course 143 15 179
Building Searches 120 84 103
Crime Scene Investigation 46 27 46
Criminal Investigations 80 25 68
Defensive Tactics 78 96 92
Drill Tower Rappelling 11 11 12
Explosive Devices 16 12 19
Explosive Ordinance Disposal 10 10 11
Firearm Instructor School 21 20 26
First Aid/CPR 53 33 117
Force Options Shooting 47 18 77
Incident Command System 31 17 53
Instructor School 5 26 5
Internal Affairs Investigations 10 8 9
Interview/Interrogation 59 23 54
K9 Training 2 0 2
Leadership School 28 10 16
Less Lethal/Taser 63 7 12
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Law Enforcement Classes
Law Enforcement
Number
of
Students
Per Year
Number
of
Students
Every
Other
Year
Number
of
Students
Every
Once in
a While
Live Fire Shoot House
Simunition 147 3 86
Mobile Field Force/Riot Control 63 2 20
Officer Survival 79 5 135
Simulated City For Street
Training Exercises 118 15 0
SWAT Course 9 4 6
TOTAL 1,260 486 1159
NOTE: Additional students were identified in the driving and shooting questions below
4. Please add any additional classes not listed above that would be beneficial to your
organization.
Table 14—Additional Law Enforcement Classes or Comment
Additional Classes or Comment
CIT
Advanced 1st aid
Numbers of students are not being identified as establishing
training for profit would not be acceptable. You need to define
reasonable fees.
Clery 2. Title IX
Regarding all of the categories above, the numbers I indicated
would attend are very approximate. For us, the fact is we may
send officers to a significant variety of training topics covered
above but we really wouldn't know until each years was upon us
and we were able to evaluate training needs at that time.
5. If the following facilities were available for use for a reasonable fee please complete as
appropriate.
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Table 15—Facilities Needed Outside Users’ Preference of Facilities
Interest In Renting Facilities
Facility Type
Needed
Per Month
Days Per
Year (Less
Than 15 Days
Per Year)
25-Person Capacity Classroom 0 22
30-Person Capacity Classroom 0 9
40-Person Capacity Classroom 0 8
75-Person Capacity Classroom 2 7
Driver's Simulator 4 16
EVOC Area - Skid Pad 4 15
EVOC Area - Street Grid 0 18
EVOC Area - Pursuit/Speed Track 0 33
K9 Outdoor Agility Course 0 0
Simulated City Streets 0 12
6. When asked to rate their preferred times for access hours to the training facility – 1
being the highest rating and 3 the lowest – respondents answered with the following
ratings:
Table 16—Preferred Training Times
Preferred Training Times Selection
Weighted
Score
Distributed
Percentage
Monday through Friday -
Days
63 44.68%
1st Choice 17
2nd Choice 4
3rd Choice 4
Monday through Friday -
Nights
41 29.08%
1st Choice 3
2nd Choice 14
3rd Choice 4
Saturday/Sunday - Days 37 26.24%
1st Choice 5
2nd Choice 6
3rd Choice 10
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7. “The facility plans topic-specific seminars with expert guest speakers, lasting one to five
days. Would you find these events beneficial? If yes, please provide any recommended
topics.”
19 Respondent replied YES
1 respondent replied NO
Table 17—Suggested Seminar Topics
Suggested Seminar Class Topics
Active shooter response Gang information
Active shooter training Human trafficking interdiction
ARIDE Training Emergency
Management
ICS series training
Boating and recreational topics Incident Command Structure
Bold Patrol Instructor certification Taser
Budgetary issues for small agencies Interrogation SFST
CIT training Interview/interrogation
Community Oriented Policing Investigations Procedures
Compstat for smaller agencies Legal updates
Computer forensics Line supervision
Constitutional Law Interview LPO
Crime Scene Management Major Crime Investigations
Crime scene processing/photography Neighborhood Policing Techniques
Crisis intervention Officer Safety/Survival
Crimes Against Children Cyber Crime
DA updates Patrol tactics
Defensive Driving Policy Liability
Drug Interdiction Professional development
Drug trends Pursuit driving
DUI training and cert Re-certification for Taser
Equipment Acquisition and Sources Regional intel
EVOC Instructor Safety issues
Executive Development Search and seizure law and updates
Field Evidence Technician Searches
Firearm training
Supervisory and Leadership
Programs
First aid Traffic accident investigation
First-line supervision Train the trainer
Forensics updates UC safety
FTO Wildlife law
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8. Would your organization consider participating in the design or donation of specialized
training props?
11 respondents replied YES
9 respondents replied NO
Table 18—Comments
Comments, Help and Equipment
Simunitions and Airsoft equipment
Red Man suit
Striking bags
Blue plastic inert weapons
It depends on the training and what we may have
available at the time. Other entities may have
access to better equipment and resources than the
smaller agencies.
Estes Park would be happy to assist in any way to
construct, build or donate anything to contribute to
this outstanding opportunity.
Wildlife parts and mounts and items related to
hunting, fishing and outdoor recreation
Shot house Driving track Firearms range
The FBI would be in a position to discuss and
support the donation of specialized props on a case
by case basis. Caveat. That is something I would
have address with executive management in our
division.
9. For a reasonable fee, would you consider sending students to the campus for driver
training?
20 respondents replied YES
4 responded NO
Table 19—Number of Driving Students
Total Students By Type
Number of
Students
Per Year
Number of
Students
Every
Other Year
Number of
Students
Every
Once in a
While
Full Motion Driving Simulator 271 36 33
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Total Students By Type
Number of
Students
Per Year
Number of
Students
Every
Other Year
Number of
Students
Every
Once in a
While
Low Speed Road Course (20
mph max.)
316 46 53
Skid Pad (Skid Recovery Pad) 388 51 53
Skills Pad - Backing, Serpentine
Maneuvering
431 46 53
High Speed Road Course 405 30 118
10. For a reasonable fee, would you consider sending students to the campus shooting
range?
50 Yard Pistol Range
o 19 respondents replied YES
o 5 respondents replied NO
100 Yard Rifle Range
o 15 respondents replied YES
o 7 respondents replied NO
11. Please enter your department’s/organization’s shooting qualifications:
Table 20—Number of Shooting Students
Total Students By Type
Number of
Officers
Annually
Times
Per
Year
Total
Students
Per Year
Officers - Pistol 498 41
20,418
Tactical Team - Pistol 37 7
259
Officers - Rifle 193 31 5,983
Tactical Team - Rifle 37 8
296
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12. If you use a range other than your own, what and how are you charged?
Table 21—Current Charges and Fees
Comments
$500 / Five hours
$100 / Department
$500 / Yearly
$100/Session which can last all day
13. May we contact you directly for any additional questions or follow-up clarifications?
25 respondents replied, YES
0 respondents replied, NO
The survey-supportive documents and detail results may be found in Appendix C.
FOCUS GROUP MEETING
IBG conducted one focus group meeting. The purpose of the meeting was to exchange
ideas and information concerning training needs, current training conditions, existing training
facilities, additional training facility needs, the training budget environment and vision for the
Regional Training Campus. Attending the focus group meeting were key area law
enforcement professionals concerned with workforce training and education within their
respective organizations. The meeting was hosted by the LPD and FCPS and held on
March 6, 2014 at the Loveland Police Courts Building. The following section summarizes the
findings from the Focus Group meeting.
Attendees included representatives from the following organizations:
Weld County Sheriff’s Office
Frederick Police Department
Johnstown Police Department
Colorado State University Police Department
Colorado Department of Corrections
Colorado Department of Corrections Division of Adult Parole
Federal Bureau of Investigations
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Colorado Parks and Wildlife
Greely Police Department
Larimer County Sheriff’s Office
The focus group encouraged open and lively discussion while following the agenda below
Figure 3—Focus Group Agenda
Regional Training Campus
FOCUS GROUP MEETING AGENDA
HOSTED BY LOVELAND POLICE DEPARTMENT &
FORT COLLINS POLICE SERVICES
March 6, 2014 – 1:00 p.m. to 3:00 p.m.
Introductions of all attendees
Opening comments and the Training Campus Vision:
o Police Chief Luke Hecker, LPD
o Deputy Police Chief Jim Szakmeister, FCPS
o Background and Vision – Ken Cooper, Loveland
o Site Layout Overview – Mark Belford, Belford Watkins Group
Architects, LLC
Strategic and Business Plan Process
o Overview of the Outside User Survey results – Bill Booth, Interact
Business Group
Focus Group Goals and Objectives. Why are we here? – Bill Booth
What is the greatest need? How can the training campus support you?
Needs, Cost, and Priority. If we build it will you come?
What next? Is the Vision Realistic?
What is needed to make it happen?
Focus Group Takeaways
The focus group followed the agenda format with Bill Booth of IBG “directing traffic” but not
impeding the creative flow or content. The participants brought a variety of law enforcement
backgrounds to the discussion. Their comments revealed many similar experiences and
perceptions, although at times an issue applied to one person or department. After
introductions and an overview of the Training Campus vision from Police Chief Hecker, Bill
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Booth began the discussion by referring to the agenda items. Following are the specific
comments and takeaways:
General Comments/Questions
o Is this a “for sure” endeavor? [Chief Hecker indicated the Loveland
City Council has allocated $18.1M in the 10-year capital plan and
Deputy Chief Szakmeister indicated the Fort Collins City Council is
committed to the project. Of course nothing is guaranteed until final
approval by both City Councils].
o Hours of operation was discussed. It was the consensus of those in
attendance that 10:00 p.m. was the latest any agency would want to
train.
o Any areas planned for explosives detonation? [Perhaps small charges
for indoor breaching scenarios].
o There are two potential “deal breakers” – 1) Cost of using the campus;
2) Inability to be able to schedule time at the campus.
o Any plans to host a POST academy at the campus? [Yes].
o Are you open to allowing POST instructors from outside agencies to
teach at the training campus POST academy? [Yes].
o How many people are LPD and FCPS looking to allocate to the
training campus? [That number isn’t known yet. It will be defined in
future versions of the IGA. It will likely include a full-time training
campus manager].
o As revenue starts coming in from outside users, would it be utilized to
add training campus staff? [Possibly].
o The FBI is excited about this project. It’s just down the street from our
local office. We have 7 – 10 agents in the area that need shooting
range time. The conference space is enticing. The location and
amenities in the area of the campus (hotel, restaurant), along with its
proximity to I25, make it all very conducive to hosting multi-day
seminars. The FBI provides this type of training and sees this as an
attractive option. The scheduling piece will be interesting.
o Those present indicated support for a follow-up meeting later this
summer as the project evolves.
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Funding/Fees
o What are you looking for from Outside Users? Capital funds? O & M
offset? [Not seeking capital funds but would welcome input from those
who have design expertise. Looking for outside users to pay to use
the campus; there’s different options for this].
o We need to know about when and how we should be approaching our
City Councils since our use of your campus has budget implications.
o How will the user fee be structured? [There are different pricing
models and options, including individual case-by-case and annual
contracts that provides allowances].
o How soon would we have user fee models available? We have annual
contracts with other agencies so if we make the switch to your
campus we need to know in advance. [The entire project will be more
solid in late 2014/early 2015].
Scheduling
o How would you bid-in for time at the campus? [After LPD and FCPS
have scheduled their annual training, the campus would be opened to
others. There are different ways of prioritizing those user selections.
The process will likely be web-based.
Figure 4—Training Classroom at Washoe County (Reno) Training Center
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Classrooms/Specialty Rooms
o What are the number of occupants for the classrooms?
o A POST academy can have up to 70 students at a time;
classrooms should be able to accommodate that many.
o There is a need for a “practical” classroom. Classes such as
armorer’s courses, evidence technician classes, and the POST
academy all have portions that would best be conducted in a
practical classroom setting.
o Any benefit to having a FATS or firearm simulator room? The
agencies present today use those training tools and go outside
their agencies to access them.
o There is a need for a dedicated defensive tactics/arrest control
mat room.
Shooting Range
o What are the different shooting options at the range?
o Hope that the range is capable of handling larger caliber rounds like
.308’s. [Plan is for the range to handle up to .50 caliber].
o Will there be moving shotgun targets, like throwing clays? [No].
o Hope the range has the capability of having vehicles drive into it. [This
is planned].
o Will ammo other than green ammo be permitted? [Yes].
o Having an indoor range really expands the usable time of the campus.
[Also, the range will be divided so more than one agency can use it at
the same time].
o A big cost consideration for Weld County S.O. is driving to Larimer
County to shoot vs. shooting at our current locations in Weld Co. The
cost/benefit of using your campus would have to include the cost of
using the shooting range plus the cost of travel to and from the
campus.
Driving Track
o Will pickup trucks be allowed on the track? [Yes].
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o Having outdoor lighting really expands the usable time of the campus.
[Also, the driving course will be arranged so multiple sections could be
used at the same time].
o Might there be a car rinse bay on-site?
o EVOC training isn’t dependent on classroom time. We are paying to
use the track and we want to focus on track time. We could do the
classroom portion elsewhere at a different time.
o A big cost consideration concerns driving Weld County vehicles to the
campus vs. using vehicles that are already there for EVOC training.
Storage
o Hope to have storage areas for outside users. [Planned].
o Will there be storage for our own PIT cars while we are actively
training for a few days in a row? [Planned, it will be limited and
outdoors].
Summary of Key Focus Group Takeaways
Location
o The location seems to be conducive for use by many potential outside
users.
o The location and amenities in the area of the campus (hotel,
restaurant), along with its proximity to Interstate 25, makes it very
conducive to hosting multi-day seminars.
o Given the distance from Weld County and the presence of shooting
ranges in that area, it’s not likely that Weld Co. S.O. and Greely P.D.
would come to the campus for routine firearms training and
qualification.
POST Academy
o There appears to be strong support for conducting a POST Recruit
academy at the training campus.
Scheduling
o There was a great deal of discussion about scheduling, including
timing and priority.
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o Proper outside user scheduling is critical and if it’s not done correctly,
or if users are unable to schedule their campus time, it could be a
“deal killer.”
Cost
o There was a great deal of discussion about user fees and other costs
associated with outsider users coming to the campus to train. The
sooner that fee schedules and other cost scenarios are developed by
the Partners the better.
o Outside user cost considerations are critical and excessive costs/fees
could be a “deal killer.”
Other
o There was strong support for including a practical classroom and
dedicated defensive tactics mat room.
o Outside users expressed the need to have storage available at the
campus, including the ability to store their own vehicles that they use
for driver training.
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Facility Assessment
A site plan, materials, and structural cost estimate to develop the 40 acre training campus
within the boundaries of the Fort Collins-Loveland Airport has been developed by Belford
Watkins Group Architects, LLC. To better understand their needs and educate themselves
on the current technologies and training delivery systems, the Project Team members
visited nationally-recognized training centers in Fresno, CA; Sacramento, CA; and Reno,
NV.
Figure 5—Site Layouts
The training campus objectives are:
Provide a convenient and modern facility that is cost efficient.
Provide a facility that gives LPD and FCPS an opportunity to comply with
applicable regulations and standards.
Provide a facility that challenges all levels of public safety personnel.
Provide for the safety of personnel.
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Provide a facility that complements, with minimal duplication, other
regional training centers.
Save overtime and travel costs by keeping units within the Fort Collins/
Loveland boundaries.
Avoid being a nuisance to surrounding occupancies.
Figure 6—Site Visits: Fresno CA; Reno, NV; Sacramento, CA
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Training Campus Management & Staffing
The following sections outline a plan for managing the Regional Training Campus. This plan
includes how the campus will be governed and operated in order to meet its stated goals. It
covers issues including formation of an Intergovernmental Agreement, recommended
organizational committees, and suggested staffing.
GOVERNANCE
The Regional Training Campus will be jointly owned and operated by the Cities of Loveland
and Fort Collins under the terms of an Intergovernmental Agreement (IGA). This agreement
will be modeled after similar ones that are currently in existence between the two cities, such
as the Fort Collins – Loveland Airport IGA.
TRAINING CAMPUS STEERING COMMITTEE
Under the proposed governance structure, a Training Campus Steering Committee will be
charged with facilitating communication between the cities and advising both City Councils
concerning Campus issues such as general policies, land use, budget, marketing, capital
improvements and strategic planning. The Committee will be comprised of the Airport
Director, LPD and FCPS Police Chiefs (or their designees), LPD and FCPS full-time training
staff (one each; supervisor-level assigned to the campus), the Training Campus Manager,
and an LPD Division Commander.
DEDICATED TRAINING CAMPUS STAFFING
Opening and operating the Regional Training Campus will result in additional workload for
the LPD and FCPS. The increased workload associated with operating a large,
sophisticated training facility will bring added responsibilities to the agencies. Some of the
additional duties and responsibilities identified by IBG include:
Scheduling the use of the training campus buildings, features, and props for
LPD and FCPS personnel and other outside users
Coordinating classes offered at the training campus for LPD and FCPS
personnel and other outside users
Notification and announcements of specialized courses located in the
classrooms and outdoor training areas
Classroom setup and teardown (moving chairs, tables, etc.)
General building maintenance issues (access, keys, etc.)
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Maintenance of training props
Coordination of modifications/additions to the training campus
Currently, the LPD and FCPS training staffs are doing an excellent job managing their
respective agency’s training activities. Placing the responsibility for operating the training
campus on existing training staff may result in negative impacts. If the current police training
staff were to absorb the increased workload brought about by the opening of the training
campus, the LPD and FCPS may not be able to support their training programs at a level
they desire. Conversely, if the staff places its focus on agency training programs and away
from the needs of operating the training campus, it will not run as effectively and efficiently.
As a result of the additional duties and responsibilities brought about by building and
operating a training campus, the Partners are contemplating adding staff members who
would be specifically assigned to the facility. Given these dynamics, IBG concurs that the
Partners need to consider hiring dedicated staff to operate and maintain the facility. These
new positions would complement the existing LPD and FCPS training staff, whose primary
focus is to identify, develop, and deliver training.
Recommended training campus staff positions include:
Training Campus Manager
Training Campus Support Staff
IBG believes that these positions could be effectively filled by non-sworn, civilian personnel.
Training campus staff should be located at the facility. The following descriptions are
intended to provide the Partners with an overview of each proposed staff member’s duties
and responsibilities.
Training Campus Manager
The Training Campus Manager (TCM) is responsible for ensuring the effective and efficient
day-to-day operation of the facility. This position is likely to be needed the day the training
campus opens. Due to the intricacies of organizing and opening a new training campus, the
Partners may find it beneficial to fill the position prior to its opening. Following are some
general items to be considered part of the Manager’s duties:
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Table 22—Training Campus Manager Duties
Training Campus Manager
Principal
Assignment
Description of Assignment Performance Standard
Campus
Operation
Oversee all aspects of campus
operation.
Ensure that the campus is kept in good repair, all
buildings are secure and clean, surrounding grounds
well kept, and props are in good repair.
Supervision
Supervise all of the non-sworn staff
assigned to the campus.
Ensure that the staff is professional and efficient.
Staff must demonstrate a good attitude and work well
with the public, user agencies, and fellow employees.
Budget
Oversee the development of the
campus budget and expenditures.
Take responsibility for budget accuracy. Develop
budget proposals. Ensure that all expenditures meet
applicable regulations and are within budget. Keep
the Steering Committee fully advised of the financial
aspects of the campus operation.
Scheduling
Oversee and manage the scheduled
use of the campus.
As required, schedule use of the facilities accurately
and confirm in a timely manner.
Marketing
Promote the campus to local, state,
and regional law enforcement
agencies.
Develop marketing strategies and plan. Oversee
promotional material. Attend conferences. Provide
tours. Develop and promote seminars and classes.
Agency
Coordination
Work closely with user agencies and
ensure they have access to the
campus.
Treat all user agencies fairly. User agencies must
also be provided priority use of the campus
scheduled in accordance local agreements and the
Operations Plan.
Community
Relations
The Manager and staff must work
closely with the local and general
community.
Attend neighborhood meetings. Work with the
Chamber of Commerce. Promote tours.
The Training Campus Manager’s salary and benefits would be paid out of the training
campus operating budget.
Training Campus Support Staff
The Support Staff serves as the primary point of contact for officers, students, agencies and
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Training Campus Support Staff
PRINCIPAL ASSIGNMENT DESCRIPTION OF ASSIGNMENT PERFORMANCE STANDARDS
Receive and record complaints. Refer to the
appropriate party for follow-up.
Assist with arranging training sessions and
seminars, including catering.
Maintain a database of contacts for marketing
training sessions and seminars. Design and
prepare marketing brochures. Prepare bulk
mailings.
Maintain registration records for training
sessions/seminars.
Maintain an emergency contact list of
personnel assigned to the training campus.
Assist training campus and user agency staff
with functions as needed.
Create forms for campus staff use.
Assist maintenance staff with opening and
securing buildings.
Coordinate special campus classes. Keep
rosters on user and non-user agency
personnel. Do billing as required.
Receive complaints in a pleasant and
empathetic manner. Forward to Manager in
a timely manner.
Accurately coordinate arrangements with
training contracts.
Accurately add and remove database
information for currency. Design copy for
marketing materials for timely dissemination
by bulk mail.
Accurately take registration information and
confirm course dates and times.
Keep a list of contact information current
and confidential.
Immediately address any
problems/concerns with various functions.
Provide assistance as soon as possible.
Grant Writing
Assist with gathering of information and
writing and submitting proposals for grant
funding with the approval of the Manager.
Write quality proposals to funding agencies
for applicable projects in a timely manner
and within grant guidelines.
Scheduling
Assist the Manager in scheduling usage of the
campus, confirm reservations with users, and
maintain files of use requests.
As required, schedule use of the facilities
accurately and confirm in a timely manner.
Reception
Greet staff, students, visitors and general
public, giving directions as appropriate.
Answer telephones and take messages.
Ensure that telephones are answered
promptly and pleasantly. Provide
information when possible. Messages to be
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Training Campus Support Staff
PRINCIPAL ASSIGNMENT DESCRIPTION OF ASSIGNMENT PERFORMANCE STANDARDS
Campus Support
Assist students and staff. Assist public safety program staff and
students as necessary with information
such as course requirements and
application processes. Assist program
coordinators with various projects and
record keeping.
Other
Computer Programs
Maintain complete confidentiality with regard
to student records and activities and business
conducted through the training campus.
Conduct training campus tours.
Other duties as assigned.
Run computer programs.
Maintain complete confidentiality with 100%
accuracy.
Accompany visitors on tours of the campus,
providing information where appropriate.
Schedule tours as required.
Complete other duties as assigned.
Maintain knowledge of software programs,
for example, Word, Excel and Access.
The Support Staff’s salary and benefits would be paid out of the training campus operating
budget. Depending on how the daily operations plan is structured, it may be possible to
initially hire this position at a part-time level and increase it to full-time as use of the campus
intensifies.
OTHER TRAINING CAMPUS STAFFING CONSIDERATIONS
Partner Agency Training Staff
The LPD and FCPS each anticipate assigning one full-time dedicated staff member to the
training campus. These would be new supervisor-level positions paid out of each agency’s
operating budget (not the training campus budget). These positions are necessary because
current employees are working at full capacity and do not have any uncommitted time to
take on the additional training campus workload. The Partners believe that these should be
consistent, non-rotational positions as opposed to rotating different supervisors through the
training campus every couple of years.
Maintenance Staff
The Partners anticipate that the City of Loveland will provide maintenance services at the
training campus like it does at other Loveland facilities. Loveland maintenance staff may
need to be trained in the maintenance of specialized equipment (such as shooting range
equipment). This staff may also be responsible for training instructors in the use and simple
repair of equipment and props. Any new maintenance staff positions needed for the training
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campus (such as Custodian, Building Campus Support, Building Maintenance Technician)
would be paid out of the training campus operating budget.
Figure 7—124 Acre Training Site, Washoe County, NV
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Daily Operations Plan
The following Daily Operations Plan is a baseline blueprint that may be used to develop formal
daily operational structure and procedures. A strong organization and strong operating
procedures will significantly reduce the operational problems that may occur. The plan
includes so-called “house rules” for the campus including: site use and scheduling rules;
guidelines for rental, visitors, and vehicles; Partner Agency and outside-user responsibilities;
consumable, storage, and maintenance rules; shooting range operations; guidelines for
defensive tactics facility use; and general rules and conduct.
SITE USE RULES
All training requires the presence of a designated safety officer. The Training
Campus Manager (TCM) will ensure that one is in place for non-Partner Agency
initiated training activities. This may be a LPD/FCPS staff member or other TCM-
approved personnel.
The TCM is responsible for ensuring that training campus facilities and props are
ready for training activities.
All agencies that use the campus, including the Partner agencies, are responsible for
clean up after their training activity. They are expected to leave the site in the
condition they found it.
Safety issues/concerns must be reported to the TCM immediately.
Any injury incurred at the campus must be reported to the TCM immediately.
City of Loveland Facilities Management Team will manage the access control/card
access system for the campus. Levels of access must be established, i.e. who is
able to access the campus and when?
The TCM will issue security codes to necessary personnel.
Parking inside the campus fence is dependent on training activities, which have first
priority.
Training consumables must be approved by the TCM before acceptance and
placement at the training campus.
Because of warranty and safety issues, no maintenance may be performed without
the approval of the TCM.
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SCHEDULING RULES
The TCM is responsible for master scheduling. The Partner Agencies will submit
their requests and the TCM will evaluate those requests and schedule appropriately.
The LPD and FCPS will have first and highest priority for use of the campus. Their
approved requests will be placed on the master schedule first.
Outside law enforcement agencies considered as “principle users” have second
priority for campus use.
Outside law enforcement agencies considered as “other users” have third priority
for campus use.
Other Departments (such as Public Works) have fourth priority for campus use.
LPD and FCPS will have 24/7 access to the campus for approved training uses.
These operational hours will not generally apply to outside agencies.
The operational hours for outside agency use of the campus is dependent on the
availability of training campus staff or other public safety personnel who are working
on behalf of the TCM. To ensure adequate security and oversight, at least one TCM-
designated individual will be present whenever outside agencies are training at the
campus.
The master calendar will document all campus training activities for twelve months.
The calendar will use an “80-20 rule” which recommends that the calendar will never
be more than 80% scheduled allowing 20% for discretionary use.
The TCM will utilize Microsoft Outlook or a similar software-based tool for scheduling
to insure that conflicting events are not scheduled simultaneously. The TCM will work
with LPD and FCPS to ensure training in adjacent locations (two training activities
being held near each other) does not create an unsafe environment.
LPD and FCPS will have ongoing access to the scheduling calendar and will advise
the TCM of all cancelled events.
LPD and FCPS will complete their training campus scheduling by December 1 for the
following calendar year.
RENTAL OF THE CAMPUS BASED ON SPACE AVAILABILITY
The TCM is responsible for renting the campus to outside users on a space available
basis.
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Outside user agencies that wish to utilize the campus for training purposes are
required to complete an “Outside User Agreement” form.
VISITOR POLICY
The Partner Agencies welcome all scheduled visitors. Due to the level of activity at
the campus and the potential safety hazards there, pre-scheduled visitor
appointments are mandatory. All visitors and guest instructors will be required to
provide identification, sign in, and sign out at the front desk upon arrival and
departure at the facility. All guest instructors and visitors will be provided guest
passes for access and identification.
Visitors are defined as individuals or groups who are not employees of the Cities of
Loveland or Fort Collins. All training campus facilities are considered restricted
unless prior arrangements have been made. Unauthorized visitors to the training
campus property will not be tolerated.
VEHICLES
Vehicles regularly assigned to the training campus will be identified by sign or decal
and will maintained by the City that owns each particular vehicle.
LPD AND FCPS RESPONSIBILITIES FOR CAMPUS USE
LPD and FCPS will be responsible for costs of repair and damage, beyond ordinary
wear and tear of the facility. Any damage caused to the facility or equipment shall be
reported to the TCM. A “Damaged Equipment Report Form” will be completed and
signed by the TCM and representative of LPD or FCPS as appropriate.
NON-PARTNER AGENCY USE OF CAMPUS AND EQUIPMENT
When a visiting agency is granted use of the training campus and campus-
associated training equipment, the equipment shall be evaluated and deemed as “fit
for use” by the TCM or other designated personnel. When the visiting agency has
completed their training the TCM or other designated personnel shall inspect the
used facilities and equipment to ensure its continued safe and operational condition.
Any damaged facilities or equipment will be documented using the “Damaged
Equipment Report Form.” Final consideration for normal wear and tear on the facility
and equipment shall rest with the TCM. The outside agency representative will retain
one signed copy of the Damaged Equipment Report and the TCM will retain one
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signed copy. The visiting agency will be invoiced for all facility and/or equipment
damage as appropriate. The fee schedule for facility and equipment repairs will be
established, maintained, and updated by the Partner Agencies.
CONSUMABLE RULES
Consumables include items such as targets, ammunition, plywood, sheetrock, etc.
LPD and FCPS will each purchase their own targets and ammunition.
Outside law enforcement agencies will bring their own targets, ammunition, and
weapons to the facility.
Outside agencies will be charged for actual use of consumables on a pay-as-you-go
basis.
STORAGE RULES
LPD and FCPS are responsible for keeping their respective storage areas clean and
organized.
Storage areas are intended for the storage of training-related tools, materials, and
supplies only.
Expanded use of storage areas and/or creation of new storage areas are not
permitted without the approval of the Steering Committee.
FACILITY/SPECIALIZED EQUIPMENT MAINTENANCE RULES
The City of Loveland is responsible for all campus maintenance from the perimeter
fence in. It is the primary point of contact for all maintenance needs.
The City of Loveland will manage all outside contracts and warranty work for the
specialized props and equipment.
Authorized LPD and FCPS personnel are permitted to perform minor repairs and
simple fixes.
City of Loveland IT staff will be the primary service provider for general campus
computers and other information technology (IT) equipment.
All security camera technology needs will be provided by City of Loveland IT.
Any damage to the campus due to negligence will be paid for by the agency causing
the damage.
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SHOOTING RANGE OPERATIONS
The shooting range is a high-risk operation and the facility staff must be diligent in providing
clear safety and operational instructions. Signage should be placed throughout the facility
reminding users of the rules. If the Partner Agencies allow the storage of weapons and
ammunition on site, then provisions must be made to secure and protect these items.
Following are some general recommendations:
A qualified range safety officer must be on site at all times. The directions of the
range master are to be followed explicitly or the user will be required to quit using the
range.
All guns should be unloaded prior to entry into the campus at a proper unloading site
that provides protection from accidental discharges. After unloading, each weapon
must be cleared into a bullet trap to ascertain that the weapon is empty.
Only authorized weapons and ammunition will be used in the facility.
All weapons are to be pointed only down range.
Firing will commence and stop on the orders of the range master.
All weapons will be holstered or put in “safe” status when not being fired.
Shooting across lanes and at other targets will be forbidden unless part of the
organized training.
All accidental discharges occurring anywhere at the training campus will be reported
to the range master and to the TCM.
The range must be left clean with all brass picked up after each training session.
DEFENSIVE TACTICS CLASSES AND FACILITIES
No shoes/boots with heels allowed on the mats.
Soft-soled athletic type shoes only allowed on the mats.
Mats/equipment are to be used only under the supervision and instruction of an
authorized instructor.
Mats will be cleaned after each use by the agency using the mats.
Mats can also be cleaned prior to use; if they are they should be allowed to dry
before they are used.
All defensive tactics equipment will be cleaned after each use by the agency using
the equipment.
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Individuals with open wounds, broken skin or diseases of the skin should be
discouraged from participating in mat workouts until the skin is healed or the
individual has been cleared to participate by a licensed physician. If allowed to
participate, the individual should have the affected area covered to prevent cross-
contamination.
GENERAL RULES AND CONDUCT
Alcoholic beverages are prohibited at the training campus unless specifically utilized
for a training course.
The training campus is a tobacco-free facility (except in any designated area).
Gambling in any form shall not be allowed anywhere on the training campus
premises.
No changes, alterations, repairs, or defacement to the campus, furnishings, or
equipment will be permitted. If damage occurs, the responsible person or agency will
be held liable for all expenses required to repair or replace damaged property.
No nails, tacks, tape or other material, which might damage or deface walls or
ceilings, may be used.
All posters, training aids, and other materials must be removed from the campus
following each training session.
Flyers, brochures, posters, etc. may be displayed in the training campus reception
area after approval by the TCM.
Users are responsible to leave classrooms in a clean and orderly condition. All tables
must be set-up in the previous format upon conclusion of any training session.
Maximum occupancy signs are posted in each room and the limits must be adhered
to.
Removal of equipment from the campus is prohibited.
Moving, altering, or rearranging equipment is prohibited.
Only animals trained to assist physically challenged persons, arson detection dogs,
or police K-9 units are permitted at the training campus.
All visitors and/or students attending classes will be required to stay in their
respective areas during use of the campus.
Injuries must be reported to the assigned Safety Officer, Range Master, or the
TCM.
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Training Campus staff, a Safety Officer, or Range Master shall have the authority
to deny use of any area of the training campus to departments or individuals that
have not implemented all applicable safety procedures.
It is the responsibility of each individual to conduct him/herself in a professional
manner when within the confines of the training campus. Examples of unacceptable
behavior include, but are not limited to
o Horseplay
o Arriving at the training facility while under the influence of intoxicating
substances.
o Using a piece of equipment in an unsafe manner or in a manner for a
purpose different from which it was designed or intended to be used by the
manufacturer.
Anyone actively engaged in a training event at the training campus will be dressed in
appropriate clothing.
Figure 8—Scenario Training Village, Orange County, CA
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Financial Estimates
ANNUAL OPERATIONS AND MAINTENANCE COSTS
The following table provides an estimate of the annual operations and maintenance (O&M)
costs for the Training Campus. The cost to operate and maintain the training campus on an
annual basis generally includes the following five areas:
1. Staff Expense – These costs are for staff assigned to operate and maintain
the training campus.
2. Administration & Classroom Building – These costs include utilities, office
supplies, computer supplies, telephone, etc. for this building.
3. Range Support Areas – These costs include utilities, office supplies,
computer supplies, telephone, required to support the shooting range
operations.
4. Range Equipment and Operations Cost – These costs include expenditures
directly associated with the cost of operating and maintaining the shooting
ranges.
5. Specialized Prop and Training Area Operation Cost – These costs include
expenditures directly associated with the cost of operating and maintaining
specialized training props and training areas (e.g. repair of training props and
acquisition of new training equipment).
Table 24—Annual Operations and Maintenance Estimate
Annual Operations and Maintenance Costs
Year 1 Year 2 Year 3 Year 4 Year 5
Staff Expense
One, Full Time Campus Manager $115,000 $118,680 $122,478 $126,397 $130,442
Administration Support $65,000 $67,080 $69,227 $71,442
Custodial (.90 per S. F.) $41,130 $42,446 $43,804 $45,206 $46,653
Building Campus Support @ 3/4 Time $38,000 $39,216 $40,471 $41,766 $43,102
Building Maintenance Technician / Half Time $36,000 $37,152 $38,341 $39,568 $40,834
Department Training Support Staff (Loveland) $0 $0 $0 $0 $0
Department Training Support Staff (Ft. Collins) $0 $0 $0 $0 $0
Subtotal $230,130 $302,494 $312,174 $322,164 $332,473
Marketing For Outside Users $2,500 $2,580 $2,663 $2,748 $2,836
Administration Classroom Building
Utilities 2 $91,400 $94,325 $97,343 $100,458 $103,673
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Annual Operations and Maintenance Costs
Year 1 Year 2 Year 3 Year 4 Year 5
Computers, supplies, Ethernet, wireless,
software
$5,000 $5,160 $5,325 $5,496 $5,671
Instructional supplies $1,000 $1,032 $1,065 $1,099 $1,134
Office Supplies $2,500 $2,580 $2,663 $2,748 $2,836
Supplies Other $1,500 $1,548 $1,598 $1,649 $1,701
Audio Visual $1,500 $1,548 $1,598 $1,649 $1,701
Telephone $4,000 $4,128 $4,260 $4,396 $4,537
Capital Reserve/Reinvestment $68,550 $68,550 $68,550 $68,550 $68,550
Subtotal $175,450 $178,871 $182,401 $186,044 $189,804
Range Support Areas (Gunsmithing, Control
Room, etc.)
Utilities 2, 5 $3,000 $3,096 $3,195 $3,297 $3,403
Computers, supplies, Ethernet, wireless,
software
$2,500 $2,580 $2,663 $2,748 $2,836
Instructional supplies $500 $516 $533 $550 $567
Office Supplies $1,000 $1,032 $1,065 $1,099 $1,134
Supplies Other $500 $516 $533 $550 $567
Audio Visual $1,500 $1,548 $1,598 $1,649 $1,701
Telephone $2,000 $2,000 $2,000 $2,000 $2,000
Capital Reserve/Reinvestment $2,250 $2,322 $2,396 $2,473 $2,552
Subtotal $13,250 $13,610 $13,982 $14,365 $14,761
Range Equipment and Operations Costs 3,4
Pistol Range Vent System 8 $78,618.75 $81,135 $83,731 $86,410 $89,175
Rifle Range Vent System, including Utilities
(lighting, etc.) 8 $28,980.00 $29,907 $30,864 $31,852 $32,871
Other Training Consumables (water, wood,
training aids, etc.)
$2,000.00
$2,000
$2,000 $2,000 $2,000
Targeting System (annual warranty contract) warranty $1,500 $1,500 $1,500 $1,500
Targeting System (replacement parts budget) warranty $600 $600 $600 $600
Range Vent System, spare parts including filters
& belts
$2,500 $2,500 $2,500 $2,500 $2,500
Maintenance Other Range Props Contingency
(cleaning, etc.)
$5,000 $5,000 $5,000 $5,000 $5,000
50 Yard Range, Consumables, misc. $2,000 $2,000 $2,000 $2,000 $2,000
100 Yard Range, Consumables, misc. $2,000 $2,000 $2,000 $2,000 $2,000
Subtotal $121,099 $126,642 $130,195 $133,862 $137,647
Maintenance Other Props Contingency 4
EVOC Driving Area (stripping, barriers, etc.) $2,500 $2,500 $2,500 $2,500 $2,500
Shoot House (SWAT) $2,500 $2,500 $2,500 $2,500 $2,500
Out Buildings $2,500 $2,500 $2,500 $2,500 $2,500
Capital Reserve/Reinvestment 9 $32,700 $33,746 $34,826 $35,941 $37,091
Maintenance Other Site Props Misc. $2,500 $2,500 $2,500 $2,500 $2,500
Grounds and Snow Removal $35,000 $35,000 $35,000 $35,000 $35,000
Subtotal $77,700 $78,746 $79,826 $80,941 $82,091
Total Annual O&M Expenses $620,129 $702,943 $721,241 $740,124 $759,611
Table 25—Notes to O&M Budget
Notes
1) Costs includes all utilities, plus plumbing, electrical, janitorial, landscaping.
2) Cost Control Cells: Building utility cost, per square foot $2.00
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Custodial rate, per square foot $0.90
Administration building, square footage 45,700
Range Support Area, square footage 1,500
3) Cost furnished by manufacturer.
4) Costs based on experience of the Interact Business Group.
5) This includes the estimated cost for Electric, Gas and Water for the Shooting Range and Admin Building (does not include
range vent system).
6) Cost of training instructors not included in this estimate.
7) All costs use 3.2% per year inflation.
8) Calculation for Range Vent System and other utility cost:
These cost also include: power, gas, water and filters. These cost do NOT include: lighting in the shooting range area
Loveland and Fort Collins only
50 yard range (25 lanes) will be used around 497 segments (1797 hours) per year. =25 x $1.75 x 1797= $78,618.75
100 yard range (10 lanes) will be used around 405 segments (2024 hours) per year. =10 x $1.75 x 1656= $28,980.00
Loveland, Fort Collins and Training Center Classes
50 yard range (25 lanes) will be used around 497 segments (2371 hours) per year. =25 x $1.75 x 2371= $ 103,731.25
100 yard range (10 lanes) will be used around 405 segments (1750 hours) per year. =10 x $1.75 x 1750= $30,625.00
9) Capital Reserve/Reinvestment - Established to create a reserve account for facility repairs, upgrades and/or replacement.
REVENUE OPPORTUNITIES
The Outside Users Survey and Focus Group meeting indicates a strong demand for law
enforcement training facilities in the Northern Colorado region. The Project Team members
believe their planned training campus will add complementary training resources to those
already available in the state.
IBG and the Project Team have identified three areas of potential revenue for the Training
Campus:
1. Training Campus Classes – Classes hosted by the Partners at the Training
Campus and generally delivered by outside instructors. Attendees would pay a
course fee.
2. Outside User Classes – Classes generally delivered by the Partner training staffs
at the Training Campus. Attendees would pay a course fee.
3. Classroom and Training Prop Rental – Outside User departments would use
training space and props at the Training Campus and pay a “rental” fee. Generally,
the Outside User would provide their own instructors.
The preceding sections identified the training campus facility and prop needs of the
Partners. It also provided the results of the web-based survey and Focus Group meeting.
Below is a review and analysis of the impact on the training campus facilities and props by
potential Outside Users. Potential outside users training is divided into two categories –
Training Campus Classes and Outside User Classes.
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Training Campus Classes
These are classes the Partners will host at the Training Campus. Generally speaking,
outside instructors will teach the classes. These independent instructors (non-Loveland or
Fort Collins staff) would charge a fee to the attendees and use training campus facilities. In
exchange, Loveland and Fort Collins staff would be provided free attendance to the classes.
No direct revenue would be generated by the Training Campus for these classes. The
outside instructors will market and collect fees for these classes. In exchange, course fees
will be waived for Loveland and Fort Collins staff attending the classes. This arrangement is
considered as a training benefit and cost savings for the Partners. These are classes the
Partners would otherwise attend elsewhere and pay a fee to send their staff. As listed in the
Needs Assessment section of this report, the Training Campus classes are forecasted to
generate around 20,000 training hours per year. Following is a list of these typical classes:
Table 26—Training Campus Class List
Training Campus Classes
DT
ASP Instructor
PPCT Instructor
Firearms
Advanced Tactical Carbine Course
Advanced Tactical Pistol Course
NRA Handgun Instructor
NRA Patrol Rifle Instructor
NRA Tactical Shooting Instructor
POST Firearms Instructor Training
POST Handgun Instructor
Weapons Armorer Training, Handgun
Weapons Armorer Training, Rifle
Investigations
Bevel-Gardner Crime Scene Reconstruction
Clan Lab New/Recertification's
Patrol
CIT Training
SWAT
NTOA Active Shooter Instructor
NTOA Advanced SWAT School
NTOA Basic SWAT School
NTOA LLM/Chem Agent Instructor
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Outsider User Classes
These are classes that were identified in the Outside Users Survey and Focus Group
meeting as classes that regional law enforcement agencies would attend if offered at the
Training Campus. The Partners intend to charge fees for the outside users who attend these
classes. The following table identifies the classes and the anticipated number of students
forecasted to attend the Training Campus on an annual basis.
Table 27—Student Forecast, Outside User Group
Summary of Classes Identified In Outside Users Survey
Class Name
Forecast of Annual
Students
Accident Investigation 21
Active Shooter Course 143
Building Searches 120
Crime Scene Investigation 46
Criminal Investigations 80
Defensive Tactics 78
Drill Tower Rappelling 11
Driving -Low Speed 316
Driving -Skid Pad 388
Driving Skills - Backing, Serpentine,
etc.
431
Firearm Instructor School 21
First Aid/CPR 53
Force Options Shooting 47
Incident Command System 31
Internal Affairs Investigations 10
Interview/Interrogation 59
Leadership School 28
Less Lethal/Taser 63
Mobile Field Force/Riot Control 63
Officer Survival 79
Range -Officers - Pistol 498
Range -Officers - Rifle 193
Range -Tactical Team - Pistol 37
Range -Tactical Team - Rifle 37
Simulated City For Street Training 118
Simunition Scenario House 147
Total Number of Student 3,118
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Table 28—Space and Asset Availability for Rent
Annual Hours and Percentage of Asset Use
Campus Asset
Fort
Collins
Hours
Loveland
Hours
Total
Hours
Used
Percentage
Used Per
Year
Percentage of
Total Available
Segments to
Rent
Driving Pursuit Speed Track 107 230 337 12% 88%
Driving Street Grid 276 417 693 24% 76%
Driving Skid Pad 38 208 246 9% 91%
K9 Training Area - 299 299 10% 90%
Scenario Village 936 289 1,225 43% 57%
Pistol Range 967 606 1,573 55% 45%
Rifle Range 803 725 1,528 53% 47%
Sims / Shoot House 86 444 530 18% 82%
Obstacle Course 326 - 326 11% 89%
Mat Training Room 1,420 254 1,674 58% 42%
Practical Classroom (Capacity
40) 148 - 148 5% 95%
Table 29—Chart of Available Space and Props
88%
76%
91%
90%
57%
45%
47%
82%
89%
42%
95%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
DRIVING PURSUIT SPEED TRACK
DRIVING STREET GRID
DRIVING SKID PAD
K9 TRAINING AREA
SCENARIO VILLAGE
PISTOL RANGE
RIFLE RANGE
SIMS / SHOOT HOUSE
OBSTACLE COURSE
MAT TRAINING ROOM
PRACTICAL CLASSROOM CAPACITY 40
Space and Assets Available to Sell
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OUTSIDE USERS REVENUE FORECAST
Summarizing the potential revenue sources identified above, IBG has developed a revenue
forecast. The estimate is based on IBG’s experience, competitive analysis from training
centers in the region, and feedback from the Project Team. The table below takes into
account all training forecasted for the Training Campus; the far-right column gives an
estimate of campus asset availability.
Applying the data from the tables above, IBG has developed two revenue forecasts:
1. Revenue from providing “Outside User Classes.”
2. Revenue from renting available campus assets to outside users.
Table 30—Revenue Forecast of Outside User Classes
Revenue Forecast of Outside Users
Class Name
Annual
Students
Total
Class
Sessions
Per Year
Charge
Per
Student
Net
Revenue
or Loss
Accident Investigation 21 2 $150.00 even
Active Shooter Course 143 7 $200.00 $9,100
Building Searches 120 6 $125.00 $6,000
Crime Scene Investigation 46 5 $150.00 even
Criminal Investigations 80 8 $200.00 $4,000
Defensive Tactics 78 7 $150.00 ($3,150)
Drill Tower Rappelling 11 1 $250.00 $500
Driving -Low Speed Road Course (20 mph ma.) 316 26 $150.00 $11,700
Driving -Skid Pad (Skid Recovery Pad) 388 32 $150.00 $14,400
Driving -Skills Pad - Backing, Serpentine Maneuvering 431 36 $150.00 $16,200
Firearm Instructor School 21 2 $500.00 ($8,000)
First Aid/CPR 53 3 $50.00 $1,875
Force Options Shooting 47 2 $150.00 even
Incident Command System 31 3 $150.00 $2,250
Internal Affairs Investigations 10 1 $250.00 $1,150
Interview/Interrogation 59 6 $200.00 $3,900
Leadership School 28 3 $150.00 $2,250
Less Lethal/Taser 63 3 $150.00 $4,500
Mobile Field Force/Riot Control 63 3 $150.00 $2,250
Officer Survival 79 4 $100.00 $6,500
Range -Officers - Pistol 498 20 $50.00 $2,500
Range -Officers - Rifle 193 10 $50.00 $1,250
Range -Tactical Team - Pistol 37 3 $100.00 ($900)
Range -Tactical Team - Rifle 37 3 $100.00 ($900)
Simulated City For Street Training Exercises 118 6 $100.00 $5,250
Simunitions Scenario House 147 7 $150.00 $13,200
Misc. Classes TBA - - - $11,381
Total Revenue Forecast $107,206
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Table 31—Revenue Forecast Based on Campus Asset Availability
Forecast of Potential Revenue, Based on Selling 25% of Available Capacity
Prop Names
Total
Hours
Used
Total
Segments
Used by
Partners (Five
Hour Blocks)
Total
Segments
Available
to Rent
25%
Driving Pursuit Speed Track 337 67 509 $38,145
Driving Street Grid 693 139 437 $32,805
Driving Skid Pad 246 49 527 $39,510
K9 Training Area 299 60 516 $38,715
Scenario Village 1225 245 331 $24,825
Pistol Range 1573 315 261 $19,605
Rifle Range 1528 306 270 $20,280
Sims / Shoot House 530 106 470 $35,250
Obstacle Course 326 65 511 $38,310
Mat Training Room 1674 335 241 $18,090
Hours Practical Classroom Capacity 40 148 30 546 $40,980
Total Forecast of Rentable Space $346,515
%
Notes:
1. Revenue based on selling a segment (5 hour block) for $300, or $600 per 10 hour day.
2. Total of 576 segments available per year.
3. All estimates assume 2014 dollars.
The following table summarizes the estimated O & M expenses, revenues, and cost savings:
Table 32 – Expense/Revenue/Cost Savings Summary
Expense/Revenue/Cost Savings Summary
Revenue or Cost Savings:
Cost to Train Elsewhere and Auto Expense $166,408
Revenue From Outside User Classes $107,206
Revenue From Rental of Available Capacity @25% $346,515
$620,129
Annual O&M Expense $620,129
Net Annual Expense Increase $0
REGIONAL POST-CERTIFIED RECRUIT ACADEMY CONCEPT
At some point in the future, LPD and FCPS envision offering a Colorado POST-certified
academy at the training campus. Academy recruits would include newly-hired Partner
Agency personnel and new hires from other law enforcement agencies in the region. There
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is a two-fold financial benefit to this concept: 1) Running their own “in-house” academy
would provide substantial savings for the Partner Agencies as compared to sending their
new-hires to an academy operated by others and located outside of the region (such as the
Flatrock Academy in Adams County); 2) There are substantial revenue opportunities
available to the Partners by allowing outside law enforcement agencies to send their newly-
hired personnel to an academy offered at the training campus. That revenue could be used
to help offset the campus O & M costs.
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Benefits of a Dedicated Training Campus
Based on IBG’s review and study of the LPD and FCPS training programs and needs, it is
evident that they are committed to ensuring their personnel receive the training they need to
help maintain the safety of Loveland and Fort Collins residents and visitors. However, with
an increasing population and an ever-changing range of services the agencies are expected
to provide, it has become more and more difficult to achieve the desired level of training
without having a dedicated training facility located in close proximity to both cities.
A Regional Training Campus located at the Fort Collins-Loveland Airport would provide
numerous benefits that would help streamline training efforts and allow for more consistent,
realistic, and repeatable training exercises. This section details many of the monetary and
non-monetary benefits of such a campus.
LEADERSHIP AND COMMITMENT
Police Chiefs Hecker and Hutto have both demonstrated their commitment to training. This
is evident in their viewpoints and attitudes toward training, in their respective training
organization staffing levels, and in the allocation of funds to support both in-house and
outside training. They understand that the environment in which employees are expected to
learn is often challenging and that an adverse psychological impact on the education of
emergency responders can occur when they lack adequate training facilities and logistical
support to meet their ongoing needs. Although the Departments are, for the most part,
meeting their essential training needs, both Chiefs recognize that meeting those needs in
the future is not sustainable by continuing to rely heavily on current training locations, some
of which are out-of-town training facilities owned and operated by other entities. It is their
vision to reduce the need for their respective agencies to go outside the City for training by
having a training campus built at the airport. They view this as an important investment in
public safety. Creating a dedicated training campus demonstrates leadership and
commitment to citizens, employees, and other agencies. This commitment is also an
effective tool in helping to recruit and retain the very best law enforcement personnel.
JOINT TRAINING CAMPUS CONCEPT
Rather than having separate training facilities for LPD and FCPS, this project envisions
creating a joint Regional Training Campus. There are important benefits realized in this
approach, including:
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Cost savings – By co-locating law enforcement training buildings, facilities, and props
at one location and creating shared-use classrooms and other features, both cities
are expected to realize some substantial capital cost savings as compared to each
city building its own stand-alone training campus. In addition, the Partner Agencies
will be able to share the operating and maintenance costs of a joint-use campus.
Joint law enforcement training – Co-locating both agencies at one training campus
will encourage joint law enforcement training. This is particularly important for
scenario-based training exercises such as active shooter incidents, SWAT incidents,
mass casualty incidents, etc.
Joint first responder training – Many of the training campus buildings, facilities, and
props support training opportunities for non-law enforcement public safety entities,
such as fire service and EMS agencies. As such, this campus will facilitate and
support cooperative first responder training. This is particularly important for
scenario-based training exercises such as hazardous materials emergencies, mass
casualty incidents, active shooter incidents, etc.
AVAILABILITY OF FIRST RESPONDERS
Currently, LPD and FCPS police officers must frequently leave their cities to complete some
of their key training. IBG has determined that Partner officers spend approximately 12,000
hours per year “off-post,” away from their cities while traveling to, training at, and returning
from training facilities located outside of Loveland and Fort Collins. When this happens
those personnel are not immediately available to respond to a larger-scale emergency event
(such as an active shooter) should they be needed. For example, when FCPS SWAT Team
members are training at the Pawnee Sportsman’s Center they are approximately one hour
away from their city. Should a major emergency situation arise, there would be a significant
delay in deploying those officers to the scene. Having the ability to complete that same
training locally would allow those officers to immediately discontinue their training activity
and respond to the scene. This scenario actually became a reality in May 2008 when a
tornado struck Windsor. LPD and FCPS SWAT Teams were engaged in a joint team training
exercise in Fort Collins when the tornado touched down. They immediately ceased training
and were on the scene in Windsor in 30 minutes.
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VALUE OF EVOC TRAINING
LPD and FCPS will benefit from the construction of an Emergency Vehicle Operations
Center, which at this training campus includes a driving track, a driving skid/skills pad, and a
street grid course. Driving police vehicles under emergency response conditions is one of
the most hazardous activities that first responders engage in. Having ready access to a
state-of-the-art EVOC in Loveland will be a tremendous asset to the Partner Agencies. The
following information supports and reinforces the value of an EVOC:
From 2002 to 2011 there were 1,559 law enforcement line of duty deaths in the United
States.6 The leading causes of officer on-duty deaths during that time were:
470 (30%) from Auto Crashes
140 (9%) Struck by Vehicle
77 (5%) Motorcycle Crashes
The vehicle-related deaths noted above were only surpassed by weapon-related deaths
(officer shot), which, over the same period was 570 (37%).
In January 2009, California Peace Officers Standard and Training7 (POST) authorized staff
to undertake a comprehensive exploratory study of vehicle operations and driver training.
The undertaking resulted in the release and publication of the “Drivers Safety Study.”8 The
CA POST study was extensive in its evaluation of training methods and included results
over time. The study combined dataset used a significant amount of information on more
than 140,000 individual cases. The study analyzed four training conditions;
1. Training with LEDS only (Law Enforcement Driving Simulators)
2. EVOC-only trained (Live training in a vehicle)
3. Blended (LEDS and EVOC trained)
4. No training
The report concluded the following (page 54):
“A series of tests run on the above data suggested statistically significant differences
between all of the above training program comparisons. This suggests that the
6 - http://www.nleomf.org/facts/officer-fatalities-data/causes.html
7 - http://post.ca.gov/
8 - http://post.ca.gov/driver-training-study.aspx
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higher reduction effect on collisions discovered for LEDS training compared to EVOC
training (8% vs. 4%) is likely to exist in the population of California peace officers
trained by these two methods. Furthermore, the largest reduction effect discovered
for the blended approach (10% reduction) suggests that LEDS and EVOC training
operate jointly among California peace officers to produce a combined reduction
effect in collisions which is superior to that of each method when used alone.”
Training Improvement
EVOC Only 4% Better
LEDS Only 8% Better
Blended 10% Better
Vehicle-related deaths among firefighters are also significant. Between 2007 and 2011 over
10% of all firefighter deaths were related to vehicle incidents.9.
In conclusion, and based on similar law enforcement driver training studies and reporting,10
it becomes impossible to ignore the benefits of a safe, consistent, and convenient place to
conduct police and fire drivers training.
INCREASED ABILITY TO MEET NEW TRAINING REGULATIONS
National and state regulations for law enforcement will continue to update and change in the
coming years. A dedicated Regional Training Campus will better-enable LPD and FCPS to
respond to these changes more efficiently and develop dedicated training curricula specific
to their needs.
MONETARY BENEFITS
The Cities of Loveland and Fort Collins can expect to realize some direct monetary benefits
from the construction of a Regional Training Campus. These include cost savings related to
current training expenditures (both within their cities and for out-of-town training) and
revenue enhancements related to outside agencies coming to the campus for their training.
Cost Savings
Both Partner Agencies currently expend a significant amount of money and time for training
at out-of-town facilities. For example, as cited in the “Existing Training Conditions” section,
9 - http://apps.usfa.fema.gov/firefighter-fatalities/fatalityData/statistics
10 - How we Die - http://theinteractgroup.com/articles/UntoldStory.html#link-here
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LPD SWAT Team members travel to Fort Carson for one week of training every year. The
costs incurred for training at this and other out-of-town facilities can include fees paid to
other entities for use of their facility, travel costs (such as fuel, vehicle wear-and-tear, etc.),
per diem (such as lodging and meals), and, in some cases, additional overtime hours due to
travel time or backfill personnel. A significant portion of those costs could be saved and
redirected to the operation of a LPD-FCPS Regional Training Campus. The Project Team
has identified some of the cost and logistical statistics associated with training at locations
outside of Loveland and Fort Collins; that information is shown in the following table:
Table 33—Cost and Logistics Impact of Training Outside
Cost and Logistics Impact Summary of Training at Existing Locations
Staff Impact Miles
Time Away
For Training
(Hours)
Total hours staff spent away from their posts
per year for travel plus hours in class
11,828
Total miles driven by department vehicles 110,020
Costs
Maintenance
Fee
Fuel Fee Total Cost
Vehicle operation costs (department vehicles) $ 24,204 $ 32,089 $ 56,294
Vehicle replacement cost $ 47,891
Cost to attend classes away (see Appendix B
for detail)
$ 62,223
Totals $ 24,204 $ 32,089 $166,408
Notes:
1. Vehicle maintenance fee estimated at (mile): $0.22
2. Average cost of police vehicle operation (per mile): $0.45
3. Vehicle Replacement Cost, replaced every (miles): 85,000
4. Vehicle Replacement Cost, (cost): $37,000
5. Auto fuel estimated at 12MPG @ (gallon): $3.50
6. Detail for Time Away for Training and Total Miles Driven found in Appendix B
OTHER BENEFITS
Several other benefits will be realized from establishing a LPD-FCPS Regional Training
Campus. Examples of these benefits include:
Improved training capability. With the assistance of new training props and
classrooms, the Partner Agencies will be able to provide the quantity and quality of
training they desire in a variety of areas.
“One Stop Shop” training environment. Officers from the Partner Agencies (as well
as outside users) will have access to all of the critical training assets they need to
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accomplish their most important training, all in one location. As envisioned, the
training campus will facilitate the most effective and efficient use of an officer’s
valuable training time. For example, a training day could consist of firearms
qualification and defensive tactics in the morning and driving in the afternoon.
Accomplishing all three of these activities at various training sites (including well
outside of the cities) in the same day is virtually impossible.
Better-prepared emergency first responders.
Reduced risk of injuries and deaths of trainees, civilians, and emergency responders.
Increased teamwork abilities of first responders due to a better understanding of
duties and job responsibilities.
Predictable, consistent, and professional training.
Ongoing training.
.
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Conclusion
The effort to create a Strategic Business Plan for a LPD-FCPS Regional Training Campus
started in October 2013. The IBG Team made several site visits to Loveland and Fort
Collins, interviewed numerous individuals, conducted a focus group meeting, conducted a
survey of potential outside users, reviewed documents from both police agencies,
considered the information and data, and prepared this report.
IBG believes that the construction of a training campus designed to meet the current and
future needs of the Partners as well as other law enforcement agencies in the Northern
Colorado region is well-justified. This finding is largely based on objective data gathered
during the needs assessment. The “hard numbers” indicate that over one-half of the
Partners’ current training has room for improvement, primarily due to existing training
conditions and reliance on training facilities controlled by other agencies. The numbers also
show the need for a variety of classrooms, a shooting range facility, an EVOC driving area,
a scenario village, and other specialized training props and features. Such a facility can
become a focal point for collaborative public safety training where police, fire, emergency
management, and other agencies can conduct joint scenario-based drills and exercises.
The outside user survey results and focus group information clearly indicate that other law
enforcement agencies in the region would utilize the training campus and would be willing to
pay a reasonable fee to do so. Importantly, most of their critical training needs of the region
can be met without having to expand the scope of the project beyond that which is needed
by the Partners.
The construction of the Regional Training Campus would send a clear message to LPD and
FCPS personnel that Loveland and Fort Collins place a high value on well-trained and
properly prepared first responders and that both cities intend to continue to maintain a high
level of safety for their citizens.
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Acronym and Abbreviation Index
ADA—Americans with Disabilities Act
BWG—Belford Watkins Group Architects
COPS—Community Oriented Policing Services
EMD—Emergency Medical Dispatching
EVOC—Emergency Vehicle Operations Course
FCPS—Fort Collins Police Services
IBG—Interact Business Group
IGA – Inter-Governmental Agreement
LEDS – Law Enforcement Driving Simulators
LPD—Loveland Police Department
O&M—Operations and Maintenance
Partners—Loveland Police Department and Fort Collins Police Services
POST—Peace Officer Standards and Training
PSAP—Public Safety Answering Point
PSU—Professional Standards Unit
Sim City—Simulated Urban Environment
SWAT—Special Weapons and Tactics
TCM – Training Center Manager
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Appendixes
This section contains supplementary material that complements the body of the report.
Appendix A – Class List by Name
Appendix B –Detail of Cost and Logistics of Training Elsewhere
Appendix C – Survey Supportive Documents
Appendix D –Training Class Detail Sheet Sample
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APPENDIX A – CLASS LIST BY NAME
Fort Collins Classes by Division, by Name
Driving FTO
In-service Training Basic FTO School
POST Driving Instructor Course FTO Development
Youth Police Academy Phase Training
DT In-service
Checkouts Active Shooter Mobile Field Force
Citizens Academy K-9
DT Instructor Academy Less Lethal
DT/ACT Academy Non-skills Training
In-Service Supervision / Incident Command
Instructor meetings Trends & Technology
Pepper Spray Academy Negotiators
Pepper spray In Service Scenario Based Training
Phase Training SWAT
Planning Session Active Shooter / Rapid Deployment
Sponsored Training Advanced School
Sponsored Training OC Basic Class
Trends and Technology Bearcat Operations
Youth Police Academy Bomb Squad Cross Training
Firearms Chemical Agents
Citizen's Academy Command/Sergeant Class
FTO Phase Training DT / Active Counter Measures
Handgun Armorer Courses Explosive Breaching
Handgun Instructor Class Firearms Qualification/Training
Handgun Orientation Fitness Training
IALEFI Instructor Development Course K-9 SWAT Training
Individual Coaching Less Lethal Class
In-house Advanced Handgun Live Fire Scenarios
In-service Handgun Qual/Training Mechanical Breaching
In-service Rifle Qualification & Training MFF
In-service Rifle Training/Handgun Qualification Non-Firing/SIMS Scenarios
Live Fire Active Shooter Scenario Pepper Ball
Make-up Qualification SAGE
Remedial Training SCBA Certification
Rifle Armorer Courses Sniper Training
Rifle Instructor Class Tactical Debrief
Rifle Operator Class Tactics / Movement / HRT
Sustainment Handgun Taser
Sustainment Rifle Team Leader Class
Team Meetings/Instructor Preparation Technology Training
Trends in Technology TEMS (Account for additional class size - not students)
Weapon Maintenance Trends in Technology
Youth Police Academy Vehicle Assaults
Weapon Maintenance
New Hire
Academy Skills Refresher
Skills Academy
Skills Academy Combat Handgun
Skills Refresher During Academy
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Loveland Classes by Division, by Name
Driving SWAT
Driving - Pursuit Track Helicopter
Driving - Remedial HRT / Warrant Service
Driving - Street Grid Mobile Field Force
Motorcycle - Recert Movement Training
Motorcycle - Yearly Training Open Field Movement
Motorcycle School Rappelling
DT SCBA/Chem Lab
Ground Defense Tactics Scenario Training
Handcuffing Sniper Shooting
LDT Remedial Training Tac Shooting
Firearms Tactical Self Defense and Ground Fighting
Firearm Repair and Test Fire Technology Training
Firearms Handgun Training and Qual TEMS / Officer Rescue
Firearms Remedial Handgun and Carbine Tubular Assaults
Firearms Rifle Training and Qual Vehicle Assaults
Less Lethal FN 303 VIP Operations
Less Lethal Taser New Hire
Less Lethal Taser Recert Driving-New Hire Training Testing
Skills Sustainment Firearms Pre-Service Training and Qual
FTO LDT Pre-Service Training and Testing
FTO Scenario Training Orientation Pre Service
In-service SFST Cert.
Mounted Unit K-9
Scenario Based Training K-9 Recertification
Tactics Building Clearing K-9 Training
Tactics Officer Down/Victim Rescue
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APPENDIX B –DETAIL OF COST AND LOGISTICS OF TRAINING ELSEWHERE
Cost and Logistics Impact Summary of Training at Existing Locations
Partner Location of Training
Training
Days
Charged
Per Year
Money
Charged
to Use the
Facility,
Per Day or
Year
Total
Facility
Charge
Per Year
Class
Length in
Hours
Number
of
Training
Classes
Per Year
Students
Per Class,
Plus
Instructors
Student
Trips to
Facility
Drive
Time to
Site,
Round
Trip,
Minutes
Total
Annual
Drive
Time,
Minutes
Travel
Distance
(in
miles)
Per Trip
Round
Trip
Total
Miles
Driven
Total
Time,
Away
from
Post,
Driving +
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APPENDIX C – SURVEY SUPPORTIVE DOCUMENTS
List of Survey Respondents
Agency Contact Name Title
Frederick Police Department Gary Barbour Chief
Platteville Police Department Michael F. Root Chief of Police
Estes Park Police Wes Kufeld Chief of Police
Johnstown Police Brian Phillips Chief
Colorado Parks and Wildlife Larry Rogstad Area Wildlife Manager
Greeley PD Jerry Garner Chief of Police
Weld County Sheriff's Office Jack McGrath Undersheriff
Ault Police Department Rich Strang Chief
Berthoud Police Department John J. Feyen Interim Chief
Evans Police Department Rick Brandt Chief of Police
District Attorney, Eighth Judicial District Clifford Riedel District Attorney
Timnath Police Department Sherri Wagner Chief
Colorado State Patrol Rob Marone Captain
Colorado State University Police Dept Jason Meisner LT
Dacono Police Department Brian Skaggs Chief of Police
8th JD Probation Chris Gastelle CPO
Windsor Police Department John E. Michaels Chief of Police
Lafayette Police Department Brian Rosipajla Commander
Firestone Police Department Alan Yoder Training Sergeant
Division of Adult Parole Jeff Geist Manager
Aims Community College Police Academy Sue Beecher Academy Director
Milliken PD Jim Burack
Police Chief & Town
Administrator
Larimer County Sheriff Justin Smith Sheriff
Eaton Police Department Arthur Mueller Chief of Police
Federal Bureau of Investigation Todd E Sandstedt Supervisory Special Agent
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APPENDIX D –TRAINING CLASS DETAIL SHEET SAMPLE
Class,
Minutes
Total
Time
Away
from
Post,
Hours
Fort
Collins
Pawnee Range
In-Service Class flat fee $5,000 $5,000 5 40 23 920 90 82,800 80 73,600
358,800
5,980
Rifle Classes 1 flat fee (above) $0 40 2 12 120 90 10,800 80 9,600
59,760
996
Cheyenne Range
SWAT Class
per
student
$9 $1,125 10 5 25 125 100 12,500 106 13,250
87,500
1,458
LCSO Outdoor
Range
SWAT Class no fee $ - $0 8 10 25 250 60 15,000 37 9,250
135,000
2,250
Loveland Fort Carson
SWAT Class 4 overtime $ 8,228 $8228 40 12 26 12 240 2,880 360 4,320
823,680
13,728
Front Range Gun
Club
In-Service Class
2, 3
30 $47,870
Totals Per Year
Total
Cost
$62,223
Total
Driving
Time,
Hours
2,066
Total
Miles
Driven
110,020
Total
Time
Away,
Hours
24,412
NOTES:
1) This is a five day class. Students drive each day, no overnight stays
2) Loveland has access to this range for 30 days per year at the stated rate. Additional day are billed separately.
3) The Front Range Gun Club is located in Loveland therefore no travel costs are calculated.
4) Loveland Staff carpool to training at Fort Carson.
Annual inflation rate 3.2%
Capital Reserve/Reinvestment, sq .ft. rate $1.50
clear and complete.
Mail
Date-stamp and distribute mail arriving in the
administrative offices.
Process incoming mail twice daily.
Photocopying
Photocopies of materials as requested by
staff. Provide assistance to agency personnel
using copy machine. Report usage and
outages of copy machine to appropriate
department.
Report usage on a monthly basis. Report
problems or outages with copier
immediately to repair technician.
Filing
Keep accurate and complete files of pending
assignments and work completed.
Keep files accurately and in a system
whereby another individual could find
necessary information in case of absence.
Errands
Run errands to places such as various law,
office supply store, or other vendors.
Do errands as needed in a timely manner.
other users of the facility. This position is critical to providing an atmosphere of quality
customer service, and this person will often serve in the capacity of Manager in his or her
absence. Support Staff would be supervised by the Training Campus Manager and would
assist with the Manager’s duties. Following are some general items to be considered part of
the Support Staff’s duties:
Table 23—Job Description
Training Campus Support Staff
PRINCIPAL ASSIGNMENT DESCRIPTION OF ASSIGNMENT PERFORMANCE STANDARDS
Administrative Support
Provide support for the Campus Manager.
Maintain daily usage reports of who is using
the campus, how many students are in
attendance, and training hours.
Prepare a monthly report of campus usage
and occupancy percentages.
Assist Campus Manager as requested, with
a high degree of accuracy.
Prepare daily reports accurately.
Prepare report in a timely manner to be
presented at monthly staff meeting.