1-132 Portland - Vancouver Business Plan

Portland/Vancouver Regional
Public Safety Training Center
Strategic Business Plan

Portland/Vancouver Regional
Public Safety Training Center
September, 2007
Prepared by
Interact Business Group
Portland/Vancouver Regional Public Safety Training Center Business Plan September 2007
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TABLE OF CONTENTS
EXECUTIVE SUMMARY .............................................................................................................. 7
MISSION, VISION, AND VALUE STATEMENTS ............................................................................ 13
Portland/Vancouver Regional Public Safety Training Center ...........................................13
Portland Police Bureau......................................................................................................13
Multnomah County Sheriff’s Office....................................................................................14
Washington County Sheriff’s Office ..................................................................................14
Vancouver Police Department ..........................................................................................15
Vancouver Fire Department ..............................................................................................16
Hillsboro Police Department..............................................................................................16
Clackamas County Sheriff’s Office....................................................................................17
Beaverton Police Department ...........................................................................................18
Gresham Police Department.............................................................................................20
Clark County Sheriff’s Office .............................................................................................20
Portland Community College ............................................................................................20
INTRODUCTION ....................................................................................................................... 22
BACKGROUND ....................................................................................................................... 24
The City of Portland...........................................................................................................25
The City of Gresham .........................................................................................................28
The City of Beaverton........................................................................................................29
The City of Hillsboro ..........................................................................................................31
The City of Vancouver.......................................................................................................32
The County of Multnomah .................................................................................................37
The County of Clackamas .................................................................................................38
The County of Washington................................................................................................40
The County of Clark ..........................................................................................................43
Benefits to Improved Training Facilities ............................................................................47
Project Team .....................................................................................................................57
EXISTING TRAINING CONDITIONS ............................................................................................ 59
Portland Police Bureau......................................................................................................60
Gresham Police Department.............................................................................................63
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Beaverton Police Department ...........................................................................................63
Hillsboro Police Department..............................................................................................64
Vancouver Police Department ..........................................................................................65
Vancouver Fire Department ..............................................................................................67
Multnomah County Sheriff’s Office....................................................................................67
Clackamas County Sheriff’s Office....................................................................................68
Washington County Sheriff’s Office ..................................................................................69
Clark County Sheriff’s Office .............................................................................................71
REPORT METHODOLOGY ........................................................................................................ 75
Needs Assessment Methodology......................................................................................75
NEEDS ASSESSMENT ............................................................................................................. 77
Training Class Detail .........................................................................................................78
Training Prop Efficiency ....................................................................................................81
Staff Growth Forecasts......................................................................................................83
Beaverton Police Department, Five- and Ten- Year Forecast ..........................................84
Clackamas County Sheriff’s Office, Five- and Ten- Year Forecast ..................................85
Clark County Sheriff’s Office, Five- and Ten- Year Forecast............................................86
Hillsboro Police Department, Five- and Ten- Year Forecast ............................................87
Multnomah County Sheriff’s Office, Ten- Year Forecast ..................................................88
Portland Police Department, Five- and Ten- Year Forecast .............................................89
Vancouver Police Department, Five- and Ten- Year Forecast .........................................90
Washington County Sheriff’s Office, Ten- Year Forecast .................................................91
OUTSIDE USER REGIONAL TRAINING ...................................................................................... 92
Outside User Revenue Forecast.....................................................................................100
Additional Outside Uses: Community Events Programs.................................................101
FACILITY ASSESSMENT ........................................................................................................ 102
New Facility Plan Details.................................................................................................103
Environmental and Community Impact of Training .........................................................105
Good Neighbor Program .................................................................................................106
Site Plan ..........................................................................................................................106
MANAGEMENT OPERATIONS PLANS...................................................................................... 108
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The Need for Management/Operations Plans ................................................................108
Sole Management Organization......................................................................................109
Organization ....................................................................................................................111
Permanent Staff Positions...............................................................................................112
FINANCIAL ESTIMATE ........................................................................................................... 119
Annual Operations and Maintenance Expenses.............................................................122
FUNDING ALTERNATIVES ...................................................................................................... 125
Grants Overview..............................................................................................................125
Assistance to Firefighters Program (AFG) ......................................................................126
Development Impact Fees ..............................................................................................127
Tax-Exempt Municipal Leasing .......................................................................................128
Federal Assistance Recourses .......................................................................................130
CONCLUSION ....................................................................................................................... 131
Leadership and Commitment ..........................................................................................131
Ongoing Training.............................................................................................................131
Non-monetary Benefits....................................................................................................132
ACRONYM AND ABBREVIATION INDEX ................................................................................... 133
APPENDIXES ........................................................................................................................ 134
Appendix A—Outside Users Survey ...............................................................................135
Appendix B—Training Equipment Photos.......................................................................148
Appendix C—Needs Assessment Spreadsheets............................................................161
Appendix D—Site Layout ................................................................................................175
Appendix E—Project Cost Estimate................................................................................177
Appendix F—Project Program ........................................................................................180
Appendix G—Operation and Maintenance Costs ...........................................................189
Appendix H—Outside User Cost Details.........................................................................192
Appendix I—Center Events .............................................................................................229
Appendix J—Material Safety Data Sheet........................................................................234
Appendix K—Proposed Management Plans...................................................................245
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LIST OF TABLES
Table 1—2006 Calls for Service, Portland Police Bureau 26
Table 2—Crimes against Persons 26
Table 3—Crimes against Property 26
Table 4—2006 Calls for Service, Gresham Police Department 28
Table 5—2006 Calls for Service, Beaverton Police Department 30
Table 6—2006 Calls for Service, Vancouver Police Department 34
Table 7—Vancouver Fire Department Vehicles 35
Table 8—Calls for Service, Vancouver Fire Department 36
Table 9—2006 Calls for Service, Multnomah County Sheriff’s Office 37
Table 10—Calls for Service, Clackamas County Sheriff’s Office 39
Table 11—Vehicle Crash Statistics, Clackamas County Sheriff’s Office 40
Table 12—2006 Calls for Service, Washington County Sheriff’s Office 42
Table 13—2006 Calls for Service, Clark County Sheriff’s Office 45
Table 14—Vehicle Crash Statistics, Clark County Sheriff’s Office 45
Table 15—Vehicle Crash-Related Statistics 49
Table 16—Law Enforcement Line of Duty Deaths by Incident, 2006 51
Table 17—Law Enforcement Incidents According to Year 52
Table 18—Firefighter Line of Duty Deaths by Incident, 2005 52
Table 19—EMS Line of Duty Deaths by Incident, 2006 53
Table 20—U.S. Volunteer Vs. Career Firefighter Line of Duty Deaths in 2005 54
Table 21—U.S. Volunteer Vs. Career Firefighter Line of Duty Deaths in 2005 62
Table 22—Annual Training Hours by Division 77
Table 23—Summary of Training Categories 78
Table 24—Annual Training Hours by Classroom Type 79
Table 25—Classroom Needs by Year 80
Table 26—Annual Prop Use by Hours 81
Table 27—Growth Forecast Responses, According to Department 83
Table 28—Five- and Ten-Year Growth, Beaverton Police Department 84
Table 29—Five- and Ten-Year Growth, Clackamas County Sheriff’s Office 85
Table 30—Five- and Ten-Year Growth, Clark County Sheriff’s Office 86
Table 31—Five- and Ten-Year Growth, Hillsboro Police Department 87
Table 32—Ten-Year Growth, Multnomah County Sheriff’s Office 88
Table 33—Five- and Ten-Year Growth, Portland Police Department 89
Table 34—Five- and Ten-Year Growth, Vancouver Police Department 90
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Table 35—Ten-Year Growth, Washington County Sheriff’s Office 91
Table 36—Survey Response Totals 93
Table 37—Outside Users’ Preference of Facilities 95
Table 38—Preferred Driver Training Skill Props 95
Table 39—Preferred Training Times 96
Table 40—Preferred Training Delivery Methods 96
Table 41—Most Desired Classes by Outside Users 97
Table 42—Outside Users’ Access to Props 99
Table 43—Annual Outside User Revenue Forecast 100
Table 44—Conceptual Site Plan 107
Table 45—Center Director Job Description 113
Table 46—Administrative Assistant Job Description 113
Table 47—Maintenance/Repair Specialist Job Description 116
Table 48—Training Center Organization Chart 118
Table 49—Project Cost Estimate, Police Component 120
Table 50—Project Cost Estimate, Fire Component 121
Table 51—Annual Police Operations and Maintenance Costs 123
Table 52—Annual Fire Operations and Maintenance Costs 124
Table 53—Grant Reference Table 130
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EXECUTIVE SUMMARY
The involved agencies with the Portland/Vancouver Regional Public Safety Training Center
Project (The Partners) have commissioned Interact Business Group (IBG) of Valley Center,
California, to conduct research on several key issues related to the development of a training
facility. IBG is a leading consulting firm specializing in the training needs, center requirements, and
cost relationships of public safety training organizations. This report evaluates options and
recommends the best and most practical course of action for providing required training activities
for an informal consortium of public safety agencies for the purpose of this report known as the
Partners. The project partners are:
• Portland Police Bureau
• Washington County Sheriff’s Office
• Vancouver Police Department
• Vancouver Fire Department
• Beaverton Police Department
• Hillsboro Police Department
• Multnomah County Sheriff’s Office
• Gresham Police Department
• Portland Community College
• Clark County Sheriff’s Office
• Clackamas County Sheriff’s Office
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At the direction of the Partners, IBG answered four questions in order to meet the expressed
objectives of this report. The questions are:
• What are the training needs of the Partners?
• What training facilities do the Partners need to meet its training demands?
• What are the cost factors and logistical advantages of creating a dedicated training
center that would meet the Partners’ near- and long-term needs?
• What are the cost factors and ongoing costs to operate and maintain the center?
A training needs assessment has been developed for the Partners. Training courses and student
population take into consideration employment for the next five years with additional forecast
provided be several Partners. The project team was asked to enter individual training class data
into IBG’s “Training Database Program.” The purpose of the program is to demonstrate the
current and future training needs of the Partners.
This study has analyzed each training class and determined that all of the Partners are currently
required to conduct at least 1,166,964 hours of training per year. This is the minimal number of
hours required for the Partners to remain adequately prepared to carry out their expected job
responsibilities. This total also includes forecasted training hours based on anticipated future
training being developed by nationally recognized organizations. A breakdown each Partner’s
training hours is provided in the following table.
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Total Hours by Division
Current
Year 1 Year 2 Year 3 Year 4
Hours
Beaverton Police Department 14,478 14,546 9,521 14,546 9,521
Clackamas County Sheriff’s Office 32,292 33,888 33,888 33,888 33,888
Clark County Sheriff’s Office 19,738 19,738 19,258 19,738 19,258
Gresham Police Department 7,960 10,840 9,880 10,840 9,880
Hillsboro Police Department 20,508 20,508 16,428 20,508 16,428
Multnomah County Sheriff’s Office 35,944 35,944 20,380 35,944 20,380
Outside User Class 59,884 59,884 59,884 59,884 59,884
Portland Community College 619,400 619,400 619,400 619,400 619,400
Portland Police Department 154,132 156,532 145,872 156,532 145,872
Vancouver Fire Department 848 848 0 848 0
Vancouver Police Department 30,514 30,514 22,930 30,514 22,930
Washington County Sheriff’s Office 171,266 172,466 154,726 172,466 154,726
Total 1,166,964 1,175,108 1,112,167 1,175,108 1,112,167
Each class was categorized based on each department’s current level of training. 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.
• 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 it 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.
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The following illustrates the total training hours and percentage of all training hours by categories.
It is interesting to note that 79% of the hours are in Category 1, which is training that is not
currently being performed in adequate facilities, and 15% of the hours are in Category 3, which is
training that is not being conducted due to a lack of facilities. Therefore, it can be concluded that a
total of 94% of the Partners’ annual training has room for improvement.
Hours by Category
Category 1 – Not performed to a satisfactory level, due to lack of facilities 79%
Category 2 – Performed to a satisfactory level 5%
Category 3 – Desired training 15%
Category 4 – Career development training 1%
A web survey was conducted of local public agencies, and private industry (other than the
Partners), Seventy nine (79%) percent of survey respondents indicated a willingness to use and
pay a reasonable fee for training conducted at the training center
Suitable land for development of a Regional Public Safety Training Center has been identified in
Scappoose, Oregon. Negotiations are under way for a 325 to 350 acre parcel of vacant land
located near the Scappoose Airport. This land is level and readily accessible from the nearby
highway, as well as the airport, and is located adjoining a future business park.
Public opposition to the development and operation of a regional public safety training center is
not anticipated, with exception of a few single residences, located some distance from the
probable site which also includes a municipal airport and business/industrial park.
Development of a regional public safety training facility would address the current fact that public
safety agencies in the area are faced with renting space to conduct their training. They currently
are unable to conduct valuable emergency vehicle operations training on a facility designed for
that purpose, and are conducting critical firearms training at rented public shooting facilities that
lacks specialized law enforcement firearms training systems. A regionalized training facility would
bring all area agencies together to train at facilities purposefully designed to address modern
public safety training demands.
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This report includes a Daily Operations and Management Plan. The Partners at meeting held on
September 6, 2007 agreed in principal to establish a Joint Powers Authority (JPA) or Interlocal
Agreement. The Interlocal Agreement would require a board to select one government agency to
receive and maintain the budget and operate the facility. The agreement will establish governing
boards to set all direction, budget, and will approve all operational policy and procedure for facility.
A construction cost estimate for the project has been and separated into key component
categories following are the categories and their respective cost estimate. The estimate was
divided into two categories one for police training activities and other fire training activities.
• Police Training Activities
o Construction Cost = $77,762,816
o Administration = $285,000
o Fees = $19,135,448
• Fire Training Activities
o Construction Cost = $23,410,222
o Administration = $105,000
o Fees = $5,584,351
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The report includes a seven-year annual Operations and Maintenance (O&M) cost estimate. The
table below illustrates the annual O&M cost impact of phasing the construction of the facility.
Years one, two, and three reflect construction and operation of the drill ground training props and
use of pre-engineered modular structures for administration and classroom activities. Year four
reflects the beginning of the operation of the additional permanent classrooms and office space
(constructed in Year three) that will house all the activities previously conducted in the modular
structures such as administration and classrooms. By the end of the first year, a full-time Facility
Director position should be added to handle administration, planning, scheduling, and marketing of
the training facility.
ANNUAL OPERATIONS AND MAINTENANCE COSTS

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year7
Police Related Costs
Total Annual O&M Expenses $226,025 $972,526 $1,051,907 $1,052,100 $1,085,767 $1,120,512 $1,156,368
Fire Related Costs
Total Annual O&M Expenses $106,200 $342,518 $353,307 $338,618 $349,612 $360,963 $372,683
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MISSION, VISION, AND VALUE STATEMENTS
PORTLAND/VANCOUVER REGIONAL PUBLIC SAFETY TRAINING CENTER
Mission Statement
Sample training facility mission statements have been provided to Rod Lucich and a mission
statement is to be developed prior to the completion of this project.
PORTLAND POLICE BUREAU
Mission Statement
The mission of the Portland Police Bureau is to maintain and improve community livability by
working with all citizens to preserve life, maintain human rights, protect property and promote indi
vidual responsibility and community commitment.
Value Statements
The values of the Portland Police Bureau are commitments to the community that are rooted in the
cornerstones of the Bureau and reflect the mission statement:
• Service
• Compassion
• Integrity
• Excellence
• Respect
Community Goals
• Reduce crime and the fear of crime

• Improve the quality of life in neighborhoods
• Improve the community and police partnership
• Organizational goals
• Develop and encourage personnel
• Obtain and make effective use of technology and equipment
• Continuously improve work processes
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MULTNOMAH COUNTY SHERIFF’S OFFICE
Mission Statement
Exemplary service for a safe, livable community.
WASHINGTON COUNTY SHERIFF’S OFFICE
Mission Statement
Our agency exists to be the Conservator of the Peace in Washington County.
Related Statements
• We provide law enforcement, corrections, and civil process services that

consistently meet the highest professional standards.
• We are recognized for superior and innovative services, and a tradition

of fairness. The Sheriff’s Office leads through accountability, planning,
and example.
• We provide reliable, competent, attentive service that is responsive to

citizen needs. Our community service reputation makes the Sheriff’s Of
fice the public’s choice of primary law enforcement service providers.
• We value the public trust given to us as we enforce the laws and con
serve the peace in this community.
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VANCOUVER POLICE DEPARTMENT
Mission Statements
• We work in partnership with the community to protect life and property.

• We enhance the quality of life in our city through proactive problem solving, fair and
equitable law enforcement, and effective use of our resources.
• We serve the city of Vancouver with courage, strength, integrity, compassion, and pride.
Vision Statements
• We are a professional, progressive, and innovative law enforcement agency.

• We take pride in our role as an integral part of our community.
• We strive to be a full service organization that incorporates diverse values and beliefs to
be fair, equitable, and responsible for providing quality law enforcement services to our
public.
• Our employees are leaders in problem solving and crime prevention in our community, our
agency and throughout the law enforcement profession.
Goals
• Protecting our Community: We protect and preserve individual safety and security for all
our diverse citizens. We respond to calls for help from the community, uphold the law, and
apprehend those who commit crimes that violate the rights of others. We also make our
roadways safer for everyone who travels them.
• Preventing Crime: We are proactive in our efforts to make sure everyone in our
community feels safe and secure. We have a responsibility to educate and empower our
community members to have the confidence and capacity to work with us to be part of the
solution. We want to prevent crime and victimization.
• Solving Crime: We will increase the number of crimes brought to justice, and will
investigate cases in an efficient, effective, and timely manner.
• Doing Business Responsibly: We are supported by the citizens we serve. We are

responsive to the needs of our community, and confident in the people we employ to meet
those needs. We budget public resources effectively and use best practices to responsibly
provide service.
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VANCOUVER FIRE DEPARTMENT
Mission Statement
The mission of the Vancouver Fire Department is to provide highly trained professionals, well-
equipped to respond effectively to the education, prevention, and emergency response needs of
our community.
Vision Statement
The City of Vancouver Fire Department is committed to safeguarding lives, property and the envi
ronment within our community.
Value Statements
• People are most important; whether it’s who we serve or who we serve with.
• Quality Service is what we deliver; and Pride is evident in its delivery.
• Integrity is evident in our actions; Leadership is evident in our decisions.
• Trust is critical; we hold ourselves Accountable for our behavior, our decisions, and
our actions.
• We are Stewards of the community’s trust and resources.
• We foster an environment where people feel Safe and Secure.
HILLSBORO POLICE DEPARTMENT
Mission Statement
The mission of the Hillsboro Police Department, in partnership with the community, is to provide
public safety services which enhance the safety, security, and quality of life of the community.
The Hillsboro Police Department has a commitment to helping improve the livability of our com
munity and to promote a team spirit and mutual support for the members of the organization, other
city departments, and allied agencies.
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CLACKAMAS COUNTY SHERIFF’S OFFICE
Mission Statement
The mission of the Clackamas County Sheriff’s Office is to be a progressive and innovative or
ganization that promotes, delivers and preserves an assurance of security, safety and quality law
enforcement services to all people of Clackamas County.
Goals
• To reduce crime and fear of crime

• To provide high quality, cost effective and accountable services to the citizens of unincor
porated Clackamas County and our contract Cities
• Members who are mindful of the goals of the Sheriff’s Office will do the right thing, for the
right reason; often without need of guidance provided in other directives
• To establish a solid partnership with citizens in our efforts to create a safe and secure
community
• To establish a standard of performance that is predicated upon total professional com
mitment to law enforcement service and the general well-being of the community
• To provide services that contributes to the preservation of life, the protection of property,
the preservation of community health and safety, and general public assistance under all
conditions
• To provide thorough and appropriate Sheriff’s Office investigations
• To provide efficient and effective Sheriff’s Office administration, and support the career
needs of Sheriff’s Office personnel
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Core Values
• Truthfulness–We will be honest in all that we say and do.

• Loyalty–We will be loyal to the Department, the citizens we protect, and to our
core values.
• Respect–We will treat all people with dignity, and honor the rights and opinions of
each other.
• Fairness–We will be fair and impartial. Our decisions will be made without per
sonal favoritism.
• Integrity–We will be people of character and principle. We will do what is right,
even when no one is looking.
• Service–We will serve the public in a professional, courteous, and efficient man
ner.
BEAVERTON POLICE DEPARTMENT
Mission Statement
The Beaverton Police Department shall provide the highest quality service, preserving human
rights, lives, and property, while striving to achieve the goals of the department, the city, and the
community. We are committed to the highest professional standards, working in partnership with
our citizens to meet the challenges of reducing crime, creating a safer environment, and improving
our quality of life.
Vision Statement
We, the members of the Beaverton Police Department, are committed to excellence in leadership,
providing progressive and proactive services, developing community partnerships, and building for
the future.
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Value Statements
We, the members of the Beaverton Police Department, value the following in our members and
our organization:
• Honesty–By committing to this core value, we are pledging to be sincere, fair, candid, and
truthful with our internal and external customers, as well as peers. By incorporating hon
esty into our core values, we are acknowledging the importance of establishing and main
taining credibility with those whom we serve. As much as partnerships serve as a corner
stone of community policing, honesty is the cornerstone of a healthy partnership.
• Integrity–Integrity is defined as adhering to your moral and ethical principles. In simpler
terms, it means that your actions are synonymous with what you say and believe. To lack
integrity is to be hypocritical. By having integrity as one of our core values, we vow to
conduct ourselves in a manner that attests to our personal honor, virtue, and incorruptibil
ity, and is consistent with all of the agency’s core values.
• Compassion–A person who is compassionate has the ability to commiserate, show mercy
and tenderness toward others, and has a true desire to alleviate suffering. A person who
is compassionate is able to sympathize and show respect regardless of the circumstances
of the encounter. By having compassion as one of our core values we are acknowledging
that our job is not to judge, but to assist those who are suffering and in need.
• Professionalism–Professionalism is defined as being professional in character, spirit, and
methods. It is embodying the high ideals held by the community, and using our profes
sional expertise to reach and maintain the high standards rightfully placed upon police of
ficers. By including professionalism within our core group of values, we are pledging to
provide exceptional customer service, follow through on our responsibilities even amidst
adversity, and be cognizant not to allow prejudices to cloud our objectivity.
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GRESHAM POLICE DEPARTMENT
Mission Statement
To provide police services which involve the community in problem solving aimed at enhancing
public safety and the quality of life, and which respects the constitutional rights of all citizens.
CLARK COUNTY SHERIFF’S OFFICE
Mission Statement
The mission of the Clark County Sheriff's Office is to serve and protect persons and property in
Clark County. There are many responsibilities associated with this mission including the following:
enforcement of County ordinances, State and Federal Law; protection and support of individual
rights of the citizens we serve; maintaining the peace and order of the County; protection of
persons and property; and, assisting citizens in urgent situations.
In joining the Clark County Sheriff's Office, employees make its responsibilities their own.
Employees are expected to carry out their responsibilities diligently and courteously and take pride
in the service they provide.
PORTLAND COMMUNITY COLLEGE
Mission Statement
Portland Community College provides access to an affordable, quality education in an atmosphere

that encourages the full realization of each individual’s potential. The college offers opportunities
for academic, professional, and personal growth to students of all ages, races, cultures, economic
levels, and previous educational experiences.
Vision Statement
Building futures for our Students and Communities
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Value Statements
• Quality, lifelong learning experiences that helps students to achieve their personal and
professional goals
• An environment that is committed to diversity as well as the dignity and worth of the indi
vidual
• Continuous professional and personal growth of our employees and students
• Effective teaching and student development programs that prepare students for their roles
as citizens in a democratic society in a rapidly changing global economy
• Academic Freedom and Responsibility—creating a safe environment where competing
beliefs and ideas can be openly discussed and debated
• Sustainable use of our resources
• Collaboration predicated upon a foundation of mutual trust and support
• An agile learning environment that is responsive to the changing educational needs of our
students and the communities we serve
• Accountability based upon an outcomes-based approach in education
• The public’s trust by effective and ethical use of public and private resources
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INTRODUCTION
The involved agencies with the Portland/Vancouver Regional Public Safety Training Center
Project (The Partners) have commissioned Interact Business Group (IBG) of Valley Center,
California, to conduct research on several key issues related to the development of a training
facility. IBG is a leading consulting firm specializing in the training needs, center requirements, and
cost relationships of public safety training organizations.
To accomplish the objectives, the report has been organized to include the following chapters and
sections:
• Background—This chapter includes a complete review of the Partners’

current training organization as well as training assets, locations, and
methods.
• Needs Assessment—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, has been
developed. Conclusions were formed after a lengthy analysis of the Partners’
requirements. The assessment included interviews with key staff members
from the Partner agencies, as well as a review of the existing training.
Understanding and identifying the specialized training needs of the Partner
agencies is essential. 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 curriculum, and training priority categories is documented.
• Daily Operations Facility Plan—This chapter provides a blueprint for

developing formal operational procedures. Also, job descriptions were
developed for key center personnel.
• Financial Estimate—A construction cost estimate was developed based on

information provided by the Partner agencies and data gathered by Interact
from existing operational training facilities. The construction cost estimate
provides insight into the scope and magnitude of a potential new training
center. This estimate was based on an assessment of local construction costs
and historical area cost data. Also in this chapter, a general site plan shows
the center’s primary components and their relationships to one another.
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• Annual Operations and Maintenance Expenses—Based on the facility

construction scope, an annual operations and maintenance (O&M) budget
has been established.
• Funding Alternatives—This section identifies potential federal funding

sources, such as grant opportunities and guidelines.
• Conclusion—After examination of all the above components, the conclusion

provides a summary.
• Acronym and Abbreviation Index—This section lists and defines the acronyms
and abbreviations used throughout the report.
• Appendixes—This section contains supplementary material that complements

the body of the report.
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BACKGROUND
The Portland/Vancouver Metropolitan Area is comprised of the Oregon counties of Multnomah,

Clackamas and Washington, as well as the State of Washington’s Clark County. The combined
population of these counties according to the 2000 United States Census is 1,789,457. The
Portland/Vancouver Metropolitan Area centers along the famed Columbia River which serves as
the border between the states of Oregon and Washington. This region is home to approximately
30% of Oregon’s population.
The Port of Portland supports tourism and commerce through an International Airport, an
international seaport shipping and nationwide distribution through rail and interstate highway
transportation.
The Portland/Vancouver Metropolitan Area is home to several cities and public entities providing
individual public safety services to their community.
The Portland Police Bureau has teamed with: the Multnomah, Washington, Clackamas, and Clark
County Sheriff’s offices; the Beaverton, Hillsboro, Gresham, and Vancouver Police Departments;
and the Vancouver Fire Department with the Portland Community College, in order to pursue
jointly the creation of the Portland/Vancouver Regional Public Safety Training Center.
Development of a regional public safety training facility would address the current fact that public
safety agencies in the area are faced with renting space to conduct their training. They currently
are unable to conduct valuable emergency vehicle operations training on a facility designed for
that purpose, and are conducting critical firearms training at rented public shooting facilities that
lack specialized law enforcement firearms training systems. A regionalized training facility would
bring all area agencies together to train at facilities purposefully designed to address modern
public safety training demands.
Suitable land for development of a Regional Public Safety Training Center has been identified in
Scappoose, Oregon. Negotiations are under way for a 325 to 350 acre parcel of vacant land lo
cated near the Scappoose Airport. This land is level and readily accessible from the nearby high
way, as well as the airport, and is located adjoining a future business park.
Public opposition to the development and operation of a regional public safety training center is
not anticipated, with exception of a few single residences, located some distance from the
probable site, which also includes a municipal airport and business/industrial park.
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THE CITY OF PORTLAND
Portland is the largest city in the State of Oregon with an estimated current population of 562,690.
Growth within the City of Portland has occurred at the rate of 3% over the past five years and is
anticipated to continue at that same rate, resulting in an overall population increase of 15% by the
end of 2011. The City of Portland is a city of diversity and vitality.
Portland has some unique location features that make freight movement an essential part of the
local economy. Located at the confluence of two rivers, two national highways, and two mainline
railroads, the city features an international shipping port and airport. Portland’s role in the freight
movement industry is anticipated to double over the next twenty years. The city currently
occupies 131.2 square miles.
Portland Police Bureau
The Portland Police Bureau is a full-service urban police agency. The Police Bureau operates
from five precinct stations with seven additional facilities utilized to accommodate specialized
operational divisions and units.
The Police Bureau currently maintains at full strength a staff of 1000 commissioned officers. In
addition, 300 non-sworn personnel positions are approved to support the agency. Growth
projections for the Police Bureau in step with projected population increases reflect that the
Portland Police Bureau will hire an additional 150 police officers by 2012 placing sworn staff at
1150, and 28 more officers by 2017, placing sworn staff at 1178. Additionally, the Portland Police
Bureau anticipates significant increases in hiring over the next five years to meet attrition due to
retirements. The Bureau projects hiring 100 officers yearly for the years 2008-2013 solely to meet
the anticipated attrition.
The Portland Police Bureau in 2006 responded to 420,412 incidents with 227,029 being dis
patched calls for service. Of those calls for service, nearly half were for emergency or high priority
situations that caused officers to respond or drive in an emergency mode, or at a minimum with a
heightened sense of urgency. Officers conducted 193,383 self-initiated activities or actions in addi
tion to calls for service.
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Table 1—2006 Calls for Service, Portland Police Bureau

2006 Calls for Service
Priority I and II Emergency Calls 108,291
Priority III 74,164 and IV Calls 44,281
Cat 5 Calls 293
Self-initiated Calls 193,383
Total Calls 346,248
The Portland Police Bureau is proactive and progressive. It tracks extra patrol efforts whereby offi
cers provide additional patrol to parks, schools, and other specific public places, in order to corre
late a relationship between the additional patrols and the commission of crimes in those locations.
Officers conducted 23,625 incidents of extra patrol annually.
Table 2—Crimes against Persons

Crimes Against Persons
Murder 23
Rape 293
Robbery 1,299
Aggravated Assault 2,262
Total Crimes 3,877
Table 3—Crimes against Property

Crimes Against Property
Burglary 5,500
Larceny 22,125
Motor Vehicle Theft 4,557
Arson 408
Total Crimes 32,590
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The Portland Police Bureau strives to hire the most professional and skilled officers to serve the
citizens of Portland. The Police Bureau’s hiring standards include the requirement that candidates
be 21 years old, have a clear background, satisfactorily pass a series of testing benchmarks, and
possess an associate’s degree or have completed an established level of college course work.
The Portland Police Bureau, in addition to customary police services, maintains an Explosives
Disposal Unit, a 26-member Special Emergency Response Team (SWAT), a K-9 unit consisting of
ten patrol dogs and one narcotics detection dog, multiple Rapid Response Teams and a mounted
horse unit (consisting of six horse and rider teams trained and equipped to manage crowd control
issues). The Police Bureau also maintains an air operations unit providing airborne patrol and
response to emergency situations. The Police Bureau also maintains an air operations unit
providing airborne patrol and response to emergency situations. The Traffic Division has a current
staffing of 51 sworn officers, which includes a 30 officer Motorcycle Unit, Major Crash and
Reconstruction Team and Photo Enforcement Detail.
The Portland Police Bureau has experienced 33 officer involved shootings over the past five
years.
The Police Bureau maintains a fleet of 632 motor vehicles with an additional compliment of 34
specialized trailers. Police Bureau vehicles travel an estimated 6.75 million miles annually. For
the years 2004 though 2006, Portland Police were involved in 607 vehicle crashes with 325 or
53% of those crashes having been determined as preventable. Vehicle crash damage repair
costs the Police Bureau approximately $630,000 annually. Awards paid out to citizens involved in
collisions with police vehicles cost an additional estimated $250,000 annually.
On average, at least 100 lost duty days result from these crashes. A reduction of work
performance occurs, and a probable increase in overtime expenses, to replace the injured officers
and maintain minimum staffing levels.
One Portland Police Bureau officer lost his life in an on-duty crash. Aside from the emotional
impact upon the agency and the officer’s family which cannot be measured, the cost to the
taxpayers when such a tragedy occurs is exceptional. Commitments to constant ongoing and
realistic emergency vehicle operations training may greatly impact and reduce the frequency of
crashes involving such actions as intersection clearing, high speed emergency response and
pursuit, and other decision-making related crashes.
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THE CITY OF GRESHAM
Gresham is the fourth largest city in Oregon with a 2006 population of 97,914. The city is located
within the Portland/Vancouver Metropolitan Area and currently is situated on 23.175 square miles
of land. The city currently faces unprecedented growth and strives to properly manage that
growth with exceptional commercial development, the maintenance of parks and open lands, as
well as infrastructure to meet the needs of the future.
Gresham Police Department
The City of Gresham has acknowledged an increasing level of gang and criminal activity and the
mayor and city council have teamed with their police department and citizens in order to address
the issue.
The City receives protection from a municipal police department that maintains one main police
station and an additional community police office. The police department is staffed by a total of
162 full time employees with 122 of those as sworn officers.
The Gresham Police Department responded to 32,166 calls for service in 2006. Of these calls for
service, 337 were categorized as emergency calls while another 1544 were of an urgent nature
requiring immediate response.
The Gresham Police Department was unable to predict staff growth over the next five and ten
years. They are currently conducting a staffing study to determine growth needs and that
information will not be made available until October of 2007.
Table 4—2006 Calls for Service, Gresham Police Department
Gresham Police Department

2006 Calls for Service
Priority E Calls 337
Priority I Calls 1,544
Priority II Calls 17,792
Priority III Calls 12,493
Total Calls 32,166
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The Gresham Police Department maintains 84 vehicles in the fleet. Officers in 2006 drove
1,033,350 miles. Over the past three years, officers have been involved in 22 on-duty crashes.
Fiscal Year 2005/2006 resulted in an expense of $25,000 for repair damage, due to these
crashes, and $9,000 was paid out to citizens in awards, as a result. (Several years ago, a
Gresham police officer lost control of his vehicle while driving at a high rate of speed in inclement
weather. Agency EVOC training at that time consisted of only slow speed training with no actual
skid or loss of control elements.)
Gresham officers have not been involved in any officer involved shooting situations over the past
five years.
The police department in addition to routine police services maintains K-9 teams, a neighborhood
crime response team, a major crime investigation team, a vehicular crimes team, a gang unit, and
participates as part of a regional bomb squad and SWAT team.
The police department follows established the Department of Public Safety Standards and
Training (DPSST) hiring and training guidelines. Promotional requirements to sergeant include
three years at the rank of police officer. Lieutenant applicants must have served two years at the
rank of sergeant. Captains are appointed by the police chief from the lieutenant rank at the chief’s
discretion.
THE CITY OF BEAVERTON
Beaverton is located seven miles from Portland within the Portland/Vancouver Metropolitan Area
and is situated on 18.6 square miles of land. The city currently has a population of approximately
84,000 residents. Growth projections for the city over the next five years are 7% with a total 15%
increase in population by the year 2017. In 2005, the city was selected as one of thirty finalists for
the coveted “All American City Award.” Beaverton is the fifth largest city in the State of Oregon.
Beaverton Police Department
The Beaverton Police Department is a progressive, community-oriented policing department with

a total of 153 employees with 127 sworn officers serving the needs of the community. It antici
pates a 7% increase in staffing by 2012, and a total of a 15% increase from current levels by
2017, in order to maintain staffing demands based on the ever-increasing population.
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The police department is divided into three divisions, including Field Services, Support Services
and Administration. The Beaverton Police Department operates out of two police facilities. The
police department provides, in addition to basic police services, a crowd control team, bicycle pa
trol team, traffic enforcement team, and a clandestine lab team.
Beaverton police officers responded to 121,441 calls for service in 2006. More than 8% of these
calls were of a nature requiring emergency response while another 17.6% required urgent or im
mediate response.
Table 5—2006 Calls for Service, Beaverton Police Department
Beaverton Police Department

2006 Calls for Service by Percentage
Priority I Calls 8.1%
Priority II Calls 17.6%
Priority III Calls 50%
The Beaverton Police Department maintains stringent hiring standards for police officers. Candi
dates must be 21 years of age, have a valid driver’s license, and demonstrate physical strength
and agility sufficient to effectively perform law enforcement work. Additional requirements include
90 college credit hours and/or work skills and life experience that are relevant to a law enforce
ment career. Progression to the rank of sergeant requires an associates degree, as well as five
years experience as a police officer, including at least three years serving the City of Beaverton.
Advancement to the rank of lieutenant also requires those same standards as well as three years
at the rank of sergeant. Candidates for captain should possess a bachelor’s degree and three
years service as a lieutenant, with a DPSST management certificate and executive level training,
all within two years of appointment.
The Beaverton Police Department experiences one officer involved shooting every four years on
average.
The Beaverton Police Department provides police services to the community with a fleet of 56 ve
hicles which are driven an average of 1,250,000 miles annually. The department’s personnel
have been involved in 19 preventable crashes over the past three years with damage repair costs
reaching $76,512.38. The police department reports 35 officers injured as a result of vehicle
crashes in 2006 with 4101 lost work hours as a result of those injuries. Lost work hours in a law
enforcement agency generally results in overtime expenses in order to maintain staffing levels.
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THE CITY OF HILLSBORO
The City of Hillsboro is a high tech community of 84,445 residents situated on 23.14 square miles
of land. The population of Hillsboro is anticipated to increase to 120,000 residents by 2017. The
city is located within the Portland/Vancouver Metropolitan Area, to the west of Portland.
Hillsboro Police Department
The Hillsboro Police Department provides progressive police services through the use of two
police facilities with a staff of 116 sworn officers and 150 total employees. The Hillsboro Police
Department is expected to increase staffing by at least nine officers by 2012, with an additional 39
officers by 2017.
The Hillsboro Police Department maintains stringent standards for advancement within the
agency. Three years of experience at the officer level and possession of an advanced training
certificate is required for promotion to sergeant. A college degree is required to advance to the
rank of lieutenant. The rank of captain is appointed by the chief of police based upon an interview
process and review of attributes.
In addition to basic police services, the Hillsboro Police Department participates in a regional
SWAT Team. They maintain K-9 officers as well as motor officers, a bicycle unit, a street crimes
unit, high tech crimes investigators, and both gang and drug investigation units.
Police officers respond to an average of 92,756 calls annually with 9% of those calls meeting a
Priority I emergency status. An additional 21% of calls are classified as Priority II which requires
an immediate response and is considered urgent. The remaining 70% of calls for service are a
low priority response.
The Hillsboro Police Department maintains a fleet of 75 vehicles driven 1,875,000 per year.
Police department staff members have been involved in only two preventable crashes in the past
three years.
Hillsboro officers have been in three officer involved shootings in the past five years.
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THE CITY OF VANCOUVER
The City of Vancouver is located north of Portland across the Columbia River within the Port
land/Vancouver Metropolitan Area. The city has experienced a rapid growth rate and has a diver
sified community with a population of approximately 170,000. The City is currently the fourth larg
est within the State of Washington. The City of Vancouver embraces its working relationship with
residents and is undergoing a revitalization of the downtown area, as well as aggressively seeking
business development within the community.
The City of Vancouver maintains an aggressive annexation plan that will likely result in growth up
to 50% over five years, bringing the population to 245,000 residents by 2012. Ten year population
forecasts will likely result in an additional 50% growth by 2017.
Vancouver Police Department
The police department is currently decentralized with two precinct stations and a number of other
facilities housing the agency’s various specialized operations. Individual facilities include head
quarters, an evidence facility, an investigations facility, storage and motor pool facility, a child
abuse intervention center and two patrol precincts.
The department structure includes a chief and assistant chief. The agency is divided into five divi
sions including two patrol divisions, investigations, special operations and the administration divi
sion. Each division is managed by a commander. The agency is currently evolving into a territo
rial command structure to better meet their dedication to community policing.
In addition to customary police services, the Vancouver Police Department participates in a re
gional SWAT team which includes a group of tactical medics and hostage negotiators assigned to
SWAT. It includes a consolidated bomb squad with staff from the Portland Police Department
and Clark County Sheriff’s Office. The department maintains other specialized teams including:
K-9, a Mounted Patrol Unit, Neighborhood Response Team, Career Criminal Apprehension Team,
School Response Team, Alarm Unit, Fire/Police Arson Unit, Computer Forensic Lab/Analysis,
Civil Disturbance Team, Traffic Unit for both Motorcycles and Cars, Neighborhood Policing Spe
cialist, Child Abuse Intervention Center, Sex Offender Program, Domestic Violence Program, as
well as Peer Support and Public Information Officers assigned to the field.
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The Vancouver Police Department is staffed with 238 full time employees, with 203 sworn officers.
Rapid annexation and growth predictions as reflected earlier in this report will likely result in an
additional 98 sworn officers by 2012 and an additional 130 sworn officers, and 23 civilian staff, by
2017.
Vancouver PD maintains stringent hiring and promotional standards. Police officer standards for
hire include a requirement to be a US Citizen, have the ability to read and write English, possess a
high school diploma or equivalent, and have attained the age of 21 years. In addition, specialized
testing is used to determine the suitability of candidates. The agency also encourages hiring
qualified lateral officers. Vancouver PD maintains a rank structure that includes corporal, ser
geant, lieutenant and commander. Corporals must have served for four years as an officer. Pro
motion to sergeant requires four years experience with two years serving the agency. Advance
ment to lieutenant requires a four year degree and two years as sergeant. Promotion to com
mander requires a four year degree and experience at the rank of lieutenant.
Members of the Vancouver Police Department are involved in one officer involved shooting inci
dent, each year, on average.
The police department maintains a fleet of 133 vehicles. Each patrol car travels approximately
25,000 miles annually with other vehicles operated between 5,000 and 8,000 each year.
Approximately 50% of all reported crashes involving Vancouver police vehicles were deemed to
have been preventable during the years of 2005 and 2006.
The Vancouver Police Department paid out $207,718.46 as awards to citizens involved in crashes
with police vehicles during 2004 through 2006. Total costs incurred for vehicle damage repair,
injuries to officers, and other related expenses reached $677,266.17 during that same period.
Again, the agency reports that 50% of all agency involved crashes were deemed as preventable.
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Table 6—2006 Calls for Service, Vancouver Police Department
Vancouver Police Department

Priority I Calls .35%
Priority II Calls 10.73%
Priority III Calls 55.78%
Priority IV Calls 26.73%
Priority V Calls 3.12%
Ext. 3.12%
Vancouver Fire Department
The Vancouver Fire Department provides fire protection for urban, suburban and rural areas. Fire
response ranges from urban, to heavy industry, to wild, heavily forested areas . The department
provides not only fire protection, but also Emergency Medical Services, specialty rescue opera
tions, hazardous materials mitigation and response services, and fire prevention programs to a
district population of 232,169 residents across a 92 square mile area.
The department staffs a total of nine fire stations. The headquarter station in Vancouver houses
the administrative offices. The training facility is also located on these grounds and includes a
four-story training tower equipped with Class A combustibles burn room. This facility also houses
the fire apparatus service and repair facility.
The Vancouver Fire Department has a total of 247 employees. Sworn staff includes 164 career
and 48 volunteer firefighters. Expected growth within the department over the next five and ten
years is unknown at this time. However, the department is currently understaffed and current
funding trends have failed to address existing staffing short falls. Recent funding for additional line
personnel allowed for the addition of two rescue/medic units. However, the increase in the consis
tent annual call volume still requires more capacity. Current growth of district and call volume are
outpacing the ability to increase staffing and service levels. Expected growth within the dis
trict/jurisdiction is expected to reach an average of 2.3% to 2.5% for every five years.
The Vancouver Fire Department currently maintains an ISO rating of 4.
The Vancouver Fire Department maintains a total fleet of 67 vehicles. The following table de
scribes the vehicle types.
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Table 7—Vancouver Fire Department Vehicles
Vancouver Fire Department

Vehicle Totals
Engines 8
Trucks 2
Rescue/Medic 2
BC Units 2
Water Tenders – Cross staffed 3
4x4 Brush units – Cross Staffed 2
Air Unit – Cross Staffed 1
Rehab Unit – Cross Staffed 1
Various reserve apparatus and staff vehicles 46
Vancouver Fire personnel were involved in 84 apparatus accidents in 2006. All accidents
occurred during non-emergency driving. The majority of these incidents occurred while backing or
while exiting/entering the station and striking a truck bay door as it raised or lowered, or a portion
of the building. These crashes resulted in approximately $50,000 in repair expenses.
The Vancouver Fire Department responds to more than 20,000 emergency calls each year
according to the most recent statistics available from 2005. Responding to emergencies while
driving heavy vehicles requires exceptional driving skills and experience. Skills required to
operate heavy emergency vehicles can be developed only through comprehensive and repetitive
emergency vehicle operations training on training grounds that provide realistic speeds and
conditions.
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Table 8—Calls for Service, Vancouver Fire Department
Total Calls for Service by Type of Call

2002 Total 2003 Total 2004 Total 2005 Total
Fire
Structure 190 1.0% 220 1.2% 229 1.2% 186 0.9%
Natural Cover (Brush Fires) 231 1.2% 311 1.6% 183 0.9% 218 1.1%
Transportation (Vehicle Fires) 189 1.0% 167 0.9% 147 0.7% 161 0.8%
Other 271 1.4% 255 1.3% 220 1.1% 185 0.9%
Fire Total 881 4.7% 953 5.0% 779 4.0% 750 3.6%
EMS
EMS Responses 9373 50.0% 9,545 50.0% 12,522 63.8% 12,426 60.1%
Good Intent - EMS 1195 6.4% 1407 7.4% 1,446 7.4% 3076 14.9%
EMS Total 10,568 56.4% 10,952 57.4% 13,968 71.2% 15,502 75.0%
Other
HazMat 54 0.3% 36 0.2% 49 0.2% 48 0.2%
Public Assist 427 2.3% 556 2.9% 536 2.7% 250 1.2%
Rescue 4129 22.0% 3174 16.6% 1,380 7.0% 614 3.0%
Miscellaneous 2,685 14.3% 3420 17.9% 2,904 14.8% 3508 17.0%
Other Total 7,295 38.9% 7,186 37.6% 4,869 24.8% 4,420 21.4%
TOTAL 18,744 100% 19,091 100% 19,616 100% 20,672 100%
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THE COUNTY OF MULTNOMAH
The County of Multnomah includes the City of Portland as the county seat.
Multnomah County Sheriff’s Office
The Multnomah County Sheriff’s Office is a full service law enforcement agency providing rural
police services to the residents of unincorporated Multnomah County. In addition, the Sheriff’s
Office provides corrections, court security, civil process service, and river patrol. Specialized
operations include search and rescue, medical response, terrorist response, SWAT, and K-9. The
agency also maintains a Corrections Emergency Response Team, River Patrol, Dive Team, Rapid
Response Team, Transport Unit and Tactical Weapons Squad.
The Sheriff’s Office maintains eight facilities including correctional centers, law enforcement
operations facilities, and courthouse security stations.
The agency maintains a total staff of 805 personnel with 559 of those sworn positions. Law
Enforcement Operations personnel responded to 9,017 calls for service during 2006. Sheriff’s
Office personnel have been involved in one officer involved shooting incident in the last five years.
Table 9—2006 Calls for Service, Multnomah County Sheriff’s Office
Multnomah County Sheriff’s Office

Priority I Calls 22%
Priority II Calls 32%
The Sheriff’s Office anticipates increasing their staff, for the agency, by 125 additional sworn
corrections and 40 non-sworn personnel over the next five to ten years.
The Sheriff’s Office hires deputies specifically for two separate fields which include corrections
and law enforcement. Standards for hiring and training are as follows:
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• Law enforcement recruits are held to a 16-month probationary period. They complete a
16-week basic academy as well as a 16-week field training program. They must meet the
Oregon Physical Abilities Test (ORPAT) physical agility standards (state academy
standard), basic competency in firearms, use of force, EVOC, reporting, interviewing and
routine patrol.
• Corrections recruits are held to a 12-month probationary period and during this time will
satisfactorily complete a five week academy, twelve weeks of field training, and satisfy
ORPAT physical agility standards, basic competency in use of force, reporting, firearms
and routine order maintenance in facilities.
• The Sheriff’s Office maintains a fleet of 96 vehicles including 30 buses, specialty transport
trucks, vans, and sedans, with 66 vehicles assigned to law enforcement operations use.
These vehicles are driven more than 2,000,000 miles per year.
• Sheriff’s Office personnel were involved in 78 preventable crashes in the past three years.
Annual vehicle crash repair costs averaged $49,000. To date in 2007, two of Multnomah
County Sheriff’s personnel have been injured in crashes. Approximately 521 hours of lost
work time has occurred during this same time frame as a result of vehicle crash injuries.
Multnomah County estimates that they pay $100,000 in awards to citizens as a result of
agency involved crashes each year. As an example of the hazards of driving emergency
vehicles, a Multnomah County deputy sheriff, while responding to an emergency call,
hydroplaned his vehicle into the path of a semi-truck with the impact totaling the patrol
vehicle.
THE COUNTY OF CLACKAMAS
Clackamas County encompasses 1,879 square miles with an estimated population of over
367,000 residents. The County features striking landmarks: Mount Hood the Willamette, Clacka
mas, Sandy, Pudding, Molalla and Salmon rivers. The geographic majority of the County is rural
but does include an extensive urban area that abuts the City of Portland, and is within the Port
land/Vancouver Metropolitan Area.
Clackamas County Sheriff’s Office

The Clackamas County Sheriff’s Office provides full law enforcement services including customary
patrol, specialized marine and forest patrol, school resource officers, investigations corrections
and other services.
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The Sheriff’s Office maintains a main patrol office and one full-time facility serving the needs of
Wilsonville, a city contracting with the Sheriff’s Office for police services. The Sheriff’s Office also
maintains several substations throughout the County utilized by deputies on occasion.
The Clackamas County Sheriff’s Office staffs 382 personnel with 297 of those being sworn staff.
The Sheriff’s Office anticipates increasing staff in five years by 17.5% to 449 employees and at the
ten year point by 38.2% or a total of 528 employees due to growth in the county.
The Clackamas County Sheriff’s Office maintains stringent hiring and promotional standards. Re
cruits must be 21 years of age with a clean background. They must pass various written, physical,
and performance testing in order to be considered for a position. Promoting to the sergeant rank
requires at least two years as a deputy sheriff with a competitive testing process in order to be
placed on a promotional list. Promotional opportunities to lieutenant require two years as a ser
geant and testing. The captain rank is appointed by the sheriff.
The Sheriff’s Office provides customary law enforcement and correctional services, as well as sev
eral specialized services and teams to include: Search and Rescue, Jail Medical, Liaison to
Homeland Security, Cooperative Bomb Squad, SWAT, Hostage, four K-9 teams, Air unit, Correc
tions Emergency Response Team, Corrections Emergency Response Team (CERT), Computer
Forensics Unit, Crash Reconstruction and Forensics Team, Dive/Rescue Team, HazMat Team,
Marine Unit, Traffic Unit with motors, Livestock Deputy, School Resource Officers, Domestic Vio
lence Enhanced Response Team, Crisis Intervention, Peer Support, Reserves, Cadets, Posse,
Defensive Tactics/EVO/Firearms Trainers, and Child Abuse Investigators.
The agency responds to more than 85,000 calls for service each year. Of those calls, 30% would
be considered an immediate or urgent response.
Table 10—Calls for Service, Clackamas County Sheriff’s Office

Clackamas County Sheriff’s Office
Calls for Service by Percentage
Priority I Calls 6%
Priority II Calls 24%
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The Clackamas County Sheriff’s Office maintains a fleet of 275 vehicles, excluding trailers and
watercraft, and these vehicles travel 3,000,000 miles each year. Personnel are involved in several
vehicle crashes each year, which results in increased collision repairs, lost work time due to injury,
and awards paid out to the citizens involved in the crashes. In addition, the Sheriff’s Office has
suffered the loss of one employee to a disability retirement due to a crash in the past ten years, as
well as a number of partial disability claims resulting from on-duty crashes. The county pays
$80,000 to $100,000 per year to repair vehicles damaged in these crashes.
Table 11—Vehicle Crash Statistics, Clackamas County Sheriff’s Office
Vehicle Crash Statistics by Year
2004 2005 2006
Agency Crashes by Year 104 82 64
Annual Personal Injuries due to Vehicle Crashes 17 7 4
Lost Work Time due to Vehicle Crashes 990 Hours 200 Hours 350 Hours
Annual Awards to Citizens Resulting from On-Duty Crashes $20,864 $15,298 $48,982
The Clackamas County Sheriff’s Office has until recently averaged less than one officer involved
shooting per year. However, these statistics/incidents increased dramatically to five shootings in
2005.
THE COUNTY OF WASHINGTON
Washington County and the Portland metropolitan area are nationally recognized as one of the
most livable areas in the country. Located on the western edge of the City of Portland, Washington
County is the second largest and fastest growing urban county in Oregon, with approximately
500,585 citizens. The community is Oregon’s most ethnically diverse, drawing immigrants from
Europe, Central and South America, Asia, Indo-China, the Pacific nations and Africa. The result of
that diversity is that residents and institutions alike reflect a global perspective.
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Washington County is 727 square miles and includes a portion of the City of Portland and 11 in
corporated cities including Hillsboro, Beaverton, Tigard and Tualatin. Focused residential and in
dustrial growth has enabled the county to preserve more than 75% of its agricultural and forest
lands through utilization of the nationally acclaimed Urban Growth Boundary.
The county’s developed regions are home to traditional suburban and new mixed-use neighbor
hoods, electronics leaders such as Intel, IBM and Tektronix, and world headquarters for both Nike
and Columbia Sportswear. Intel’s investment in Washington County exceeds that of any Intel site
worldwide. Outside the Urban Growth Boundary, the county transitions to nurseries, wineries and
other farm and forest enterprises. Washington County ranks first in manufacturing and third in ag
riculture production in Oregon.
Two decades of explosive population and employment growth have prompted various sectors to
focus much of their energy and resources on meeting physical infrastructure needs. New and ex
panded roads, bridges, rails, schools, churches, high-tech manufacturing facilities, hospitals and
other "brick-and-mortar" projects have helped define this increasingly urban community. Washing
ton County’s current population of more than 500,000 citizens is anticipated to reach 650,000 by
2020. Additionally, it is expected that by 2030 the population will approach three-quarters of a mil
lion people with close to half of the population in the unincorporated area for which the WCSO is
responsible.
Washington County Sheriff’s Office
The Washington County Sheriff’s Office (WCSO) serves the citizens of that county with two pre
cinct stations. The Sheriff’s Office staff of 520 members includes 232 police-certified sworn depu
ties and 134 corrections-certified deputies. In addition, service is delivered through 158 civilian
employees and approximately 150 volunteers.
In addition to customary police and correctional services, the Washington County Sheriff’s Office
provides several specialized services and response teams to include: Search and Rescue, Jail
Medical Care, Inter-Agency Fraud and Theft Enforcement Team (FITE), Emergency Management,
Joint Terrorism Task Force Liaison, Inter-Agency Tactical Negotiations Team (TNT / SWAT), K-9,
Riot Response Team, Inter-Agency Hostage Negotiations Team (HNT), Motors, Work Release,
Electronic Home Detention Team, Inter-Agency Gang Unit, Inter-Agency Narcotics Team, Inter-
Agency Major Crimes Team and a Mounted Posse.
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Washington County today is at a crossroad that will dictate future growth rates of the Sheriff's
Office. As the population increases in the unincorporated area a possible increase of at least 12
to 15 patrol deputies is expected to simply maintain needed policing levels. Should alternate
policing strategies or police levels be adopted this number could potentially double. Additionally,
the requirements to house and staff the sole county jail will continue to increase over the next 10
to 15 years. It is expected that as the jail expands to address these needs an additional 120
staff could be required within ten years.
The Sheriff’s Office responded to 145,000 calls for service in 2006. Of these calls, more than
31,000 were of a priority or emergency nature commanding an immediate and fast response by
deputies.
Table 12—2006 Calls for Service, Washington County Sheriff’s Office
2006 Washington County Sheriff’s Office

Calls for Service
Priority I/II Emergency Calls 31,159
Other Calls 113,368
Total Calls
144,527
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Washington County Sheriff’s deputies are involved in an average of two to three officer involved
shootings each year.
The Washington County Sheriff’s Office maintains a fleet of 80 squad cars and 27 unmarked cars
with an additional 80 ancillary vehicles which include an armored vehicle, trucks, trailers, detective
vehicles and K-9 vehicles. These vehicles are driven an annual estimated total of 2,500,000 miles
each year.
The Sheriff’s Office experiences three to four crashes each year that result in a total loss of
the vehicles. This reflects an annual vehicle replacement expense of approximately
$120,000 due to crashes. In addition, the agency averages one to two crashes per month
with an annual cost to repair vehicles of $30,000 in addition to the expense of replacing vehi
cles that were a total loss. Therefore, the agency pays out an average of $150,000 each
year for repair and replacement of crashed vehicles. Additionally, from January 2004 until
May of 2007, approximately $216,000 were either paid out or encumbered to citizens as a
result of WCSO motor vehicle accidents. The majority of minor crashes are found to have
been preventable while most of the major crashes are considered unavoidable.
THE COUNTY OF CLARK
Clark County, Washington is a growing community with a population in excess of 403,500, includ
ing the City of Vancouver (population 152,900). During much of the 1990s it was the fastest grow
ing county in the state of Washington. By 2025, it is expected that between 474,000 and 621,700
people will live in this area. Planning for that growth and maintaining an excellent quality of life is
one of the challenges that Clark County government will face in the coming years.
In 2004, an estimated 184,650 people lived outside of cities in the unincorporated Clark County,
while 198,650 lived in the county's seven cities. The largest city, and also the County Seat is Van
couver, with a population of 152,900. Others are Camas, Washougal, Battle Ground, Ridgefield,
La Center, and Yacolt.
Located minutes north of Portland, Oregon, and with easy access to the Columbia Gorge, Cas
cade Mountains, and the Washington and Oregon coasts, the region offers abundant cultural and
recreational opportunities. Clark County offers excellent livability and a relatively low cost of living.
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Clark County Sheriff’s Office
The Clark County Sheriff’s Office was founded in 1849 and is the oldest and longest serving law
enforcement agency in the State of Washington. The Sheriff’s Office provides customary full ser
vice law enforcement to the unincorporated areas of Clark County, as well as operating the county
jail. In addition, the Clark County Sheriff’s Office maintains a consolidated records management
program for both the Sheriff’s Office and the Vancouver Police Department. The Sheriff’s Office
also operates many specialized teams and functions including: K-9, SWAT, marine patrol, a bomb
team, search and rescue, Mobile Response Team, Hostage Negotiation Team and Air Support
Unit.
The Sheriff’s Office currently maintains five facilities including the Law Enforcement Center that
houses the agency administration and jail, a Jail Work Release Center, West and Central Pre
cincts and a Firearms Range.
The Clark County Sheriff’s Office maintains a staff of 426 total personnel with 141 of those sworn
peace officers. The Sheriff’s Office expects to increase staffing by 50 personnel over the next five
years and 200 personnel in ten years, or by 2017. These staffing increases are expected to meet
the demands of increasing population within the County which is estimated to increase by 12.5%
from the current 403,500 citizens by 2012.
The Sheriff’s Office maintains stringent hiring and promotional standards. Advancement to ser
geant requires at least three years of service within the Clark County Sheriff’s Office. The agency
does not maintain a rank of lieutenant or captain. Advancement to the next rank of commander
requires at least two years at the sergeant level with an associates degree or equivalent work ex
perience to qualify for promotion.
Sheriff’s Office personnel responded to a total of 34,876 calls for service in 2006. Of those calls
for service, responses were broken down into the following categories with Priority I and Priority II
being emergency situations requiring immediate response.
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Table 13—2006 Calls for Service, Clark County Sheriff’s Office
2006 Clark County Sheriff’s Office

Calls for Service by Percentage
Priority I .32%
Priority II 9.87%
Priority III 53.43%
Priority IV 30.86%
Priority V 5.53%
The Clark County Sheriff’s Office maintains a fleet of 165 vehicles that are driven a total of
1,792,149 miles annually. At least 70% of the 30 agency vehicle-involved crashes over the past
three years were deemed as preventable. Based upon figures provided by the Clark County
Sheriff’s Office, total costs related to agency-involved vehicle crashes for the three year period
from 2004 to 2006 reached approximately $1,752,650.00. These figures are shown below.
Table 14—Vehicle Crash Statistics, Clark County Sheriff’s Office
Vehicle Crash Statistics by Year
2004 2005 2006
Costs Related to Vehicle Crashes and Personnel Injury $680,000 $120,000 $125,000
Lost Work Time due to Vehicle Crashes 5,000 Hours 5,000 Hours 6,000 Hours
Annual Awards to Citizens Resulting from On-Duty Crashes $120,420 $58,120 $18,110
Clark County Sheriff’s personnel have been involved in one crash resulting in death, in 2004. This
crash resulted in an expense of $358,234 to the taxpayers and a loss of life. In addition, one
person was partially disabled as a result of an agency vehicle-involved crash.
Members of the Sheriff’s Office have been involved in two shootings in the past five years.
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Portland Community College (PCC) serves the five-county Portland, Oregon metropolitan area.
Approximately 90,000 students are enrolled each year with 23, 000 full-time equivalents. The col
lege operates within 2.1 million square feet of facilities on three major campuses including those
located at Sylvania, Rock Creek and Cascade, as well as four major centers. The Southeast Cen
ter is under redevelopment into a comprehensive campus.
Portland Community College operates under an annual General Fund budget of approximately
$140,000,000, with funding provided by State of Oregon support, property tax, and student tuition
and fees. The college is governed by a seven-member elected Board of Education. Portland
Community College operates under the direction of the Oregon State Board of Education through
the Oregon Department of Community Colleges and Workforce Development.
Portland Community College provides two-year Associate degrees in college transfer and ca
reer/technical education, one- and two-year certificates, career training, literacy classes, distance
learning, GED and high school completion, and non-credit personal enrichment classes.
PCC representatives to this project have expressed interest in a potential partnership. In the
event that the PCC were to become financial and property partners in the project, The Portland
Community College Board will need, according to policy, to approve of the partnership.
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BENEFITS TO IMPROVED TRAINING FACILITIES
Public safety is foremost in the minds of most citizens. Demands upon public safety professionals
to provide professional and consistently appropriate services have never been greater.
Law enforcement officers today encounter more violence than past generation peace officers.
Legal guidelines are more complicated and restrictive as well, and lawsuits filed because of
officers actions, continue to clog the legal system and cost the taxpayer. Law enforcement
training requirements have rightfully become much more comprehensive and stringent in recent
years. Quality and meaningful training has never been more important and demanding on agency
resources.
Furthermore, many of the performance skills learned during basic academy sessions are
perishable, meaning that if not practiced or refreshed constantly, reaction in time of crisis may be
diminished greatly. These are generally life-threatening situations and include emergency driving,
pursuit driving, firearms skills, as well as defensive tactics. Facilities suitable to deliver meaningful
training through instruction on firearms tactics, defensive maneuvers, and the development of
critical driving skills are necessary in order to maintain skill level and minimize liability and injury to
both officers and citizens.
Currently, firefighter training has evolved to a very professional level. No longer challenged with
occasional firefighting events and medical emergencies, today they must remain on the cutting
edge of training and certifications to address an ever-growing list of hazardous materials, domestic
terrorism ramifications, and advanced emergency medical practices. Today, advanced rescue
technique training has resulted in countless lives saved that may have been lost to past efforts.
Meaningful and effective training can take place only when public safety professionals have
appropriate facilities to practice modern and proven techniques repetitively in order to develop
satisfactory skills.
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A number of incidents in recent years have drawn attention to the need for public safety agencies
to develop professional emergency vehicle operations training facilities to deliver the finest driver
training to all emergency responders in the region. In recent years a Nevada law enforcement
officer was involved in a vehicle pursuit that continued across the state line and into Arizona. This
pursuit ended in a crash and as a result, the State of Nevada paid out 2.5 million dollars in
awards. This incident is a single example of trends across the United States today.
Another example, in 2003, a Las Vegas Fire & Rescue engine company was responding to an
emergency call. The engine rolled onto its side on a freeway off ramp. As a result of this
accident, the engine company captain was severely injured and retired on disability. The
$500,000 fire engine was a total loss. The cause of the accident was identified as “speed too fast
for conditions” by investigating troopers. The financial impact of this crash continued to affect the
fire department several years later. The agency conducted their emergency vehicle operation
training on city streets at posted speed limits.
As evidence of the importance of driver training for public safety agencies, the Washington State
Patrol (WSP), the state’s highway patrol staffed by 1000 troopers statewide, historically provided
72 hours of academy instruction to the cadets as they began their careers with the agency.
However, they provided only sporadic additional driver training beyond the academy instruction.
Following a three to five year period of no update training during 1998 through 2000, statistics
showed obvious increases in trooper involved accidents.
In 2001 the WSP began yearly in-service update training for all troopers with a skills recertification
or requalification requirement in place. Sergeant Larry Conley of the WSP advises that following
the first year of this change in training (in 2002), they observed a 50% decrease in the number of
trooper involved accidents. Accident numbers continued to fall over the next three years. The
WSP continues to require yearly mandatory recertification of their staff.
The seriousness of providing the most appropriate training weighs heavily on all of public safety to
safeguard lives and property, as well as to mitigate potential losses to taxpayers by high
settlements, court imposed awards, the expenses of crash damage repair, medical expenses, and
retirement and death benefits related to public safety employees injured and killed in these
crashes.
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Statistical information provided by most of the public safety agencies represented in this report
paint a staggering picture of costs to the taxpayers over a three year period as a result of vehicle
crashes. Although these numbers are not a total reflection of those costs to the taxpayers, just
based upon information provided by some partner agencies, public safety involved vehicle
crashes cost the taxpayers a minimum estimated $5,202,647.55 over a three-year period. In
addition, combined statistical data provided by all public safety agencies involved with this project
reflect the exceptional number of emergency calls responded to, requiring a heightened urgency in
driving to the scene. In fact, these public safety professionals drive agency vehicles more than 22
million miles annually. The following information reflects combined statistical information provided
by all agencies involved in this project.
Table 15—Vehicle Crash-Related Statistics
COMBINED VEHICLE RELATED STATISTICS

2004 – 2006 Crash Related Costs $5,202,647.55
Annual Emergency Call Responses 249,840
Total Miles Driven 22,860,499
Emergency responders are often involved in serious crashes. Although the aforementioned
incidents stand as support for increased and improved emergency vehicle operations training, the
countless other serious accidents, too numerous to enumerate, stand as further support for the
development of modern and exceptional public safety training centers including facilities EVOC
training facilities.
Post-9/11 Training Needs
The Portland/Vancouver Metropolitan Area stands as a sizeable terrorist attack threat, as do all
major ports within the United States since the 9-11 terrorist incidents occurred. It is imperative
that all public safety workers be properly trained and equipped to adequately respond to day-to
day emergencies, and those of a catastrophic nature.
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Following the September 11, 2001 terrorist attacks, the focus and role of local public safety in the
United States changed forever. Local law enforcement agencies have now inherited an
increasingly important role in domestic security, a duty traditionally held by the federal
government. Local law enforcement must now participate in monitoring and intelligence gathering
operations, and police and fire agencies must now be prepared for responses to weapons of mass
destruction events, and regional coordination in the spirit of national security. This assumption of
duty requires active and progressive training in various areas of threat recognition, as well as
training in the coordinated multi-agency emergency responses to a wide variety of potential
terrorism incidents.
Law Enforcement Line of Duty Deaths Resulting from Vehicles and Firearms
In addition to pertaining to facts of duty-related deaths of officers, law enforcement continues to

come under incredible public scrutiny regarding officer-involved shootings and vehicle pursuits.
Using weapons and driving emergency vehicles are two of the highest liability risks an officer
performs, and they are often the cause of frequent litigation and great financial impact to law
enforcement across the nation. A decision to shoot or not, and the split-second reaction time
needed to avoid a vehicle crash, are two of the most critical situations a police officer may ever
become involved in. Reinforcement of guidelines and repetitive reaction training is necessary in
order to build life saving habits.
Annually, “law enforcement officers killed statistics” clearly show that a high percentage of officers
lose their lives because of vehicle-related crashes and firearms incidents. In fact, nearly as many
officers lose their lives while operating their vehicles as do those killed intentionally by gunfire.
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Table 16—Law Enforcement Line of Duty Deaths by Incident, 2006
Total U.S. Law Enforcement Line of Duty Deaths

According to Incident in 2006
Incident Total
Aircraft Accident 3
Assault 1
Automobile Accident 35
Bombing 1
Duty-Related Illness 0
Fall 0
Gunfire 49
Gunfire Accidental 3
Heart Attack 10
Motorcycle Accident 6
Stabbing 1
Struck by Vehicle 11
Training Accident 2
Vehicle Pursuit 3
Vehicular Assault 17
Source: Officer Down Memorial Page
Line of Duty Death Facts for the States of Oregon and Washington
The State of Oregon suffered line of duty deaths of 16 officers during the ten-year period from
1997 to 2007. The State of Washington suffered line of duty deaths of 24 officers during this
same period. According to statistics provided by the National Law Enforcement Officers Memorial
Fund, four of these Oregon officers died as a result of firearms and five died in vehicle crashes. In
Washington, nine of their 24 officers died as a result of firearms accidents, and six died from
vehicle crashes.
Nationally, statistics for officers injured and killed in the line of duty have maintained a relatively
consistent annual average over the past ten years, yet statistics available regarding the rate of
officers being assaulted reveals a clear trend of annually increasing numbers. Officers are falling
victim to assault at an alarmingly increasing rate, but the fact that they are maintaining a stable
rate of injury and death can be attributed to the increasing provision of officer safety tactics
training, as well as development and use of state of the art equipment.
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Table 17—Law Enforcement Incidents According to Year
Year Deaths Assaults Injuries
1996 139 47,251 15,101

1997 169 49,779 13,262
1998 168 60,198 18,373
1999 143 55,653 16,456
2000 161 56,582 16,039
2001 237 57,258 16,328
2002 156 58,440 16,626
2003 146 58,278 16,412
2004 161 60,054 16,707
2005 155 59,428 16,072
Source: National Law Enforcement Officers’ Memorial Fund
Firefighter Line of Duty Deaths Resulting from Vehicle Crashes
Statistics for firefighter line of duty deaths show that a high percentage of firefighters lose their
lives as a result of vehicle-related crashes. Of the 115 total firefighters that died in the line of duty
in 2005, 25 or 21% died as a result of vehicle crashes. The greatest cause of firefighter line of
duty deaths for this year has been stress or overexertion related. The following table represents
firefighter deaths in 2005.
Table 18—Firefighter Line of Duty Deaths by Incident, 2005
Firefighter Deaths According to Incident in 2005
Incident Total
Assault 1
Caught/Trapped 9
Contact/Exposure 3
Fall 5
Other 6
Stress/Overexertion 62
Struck by Object 4
Vehicle Collision 25
Source: United States Fire Administration
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Emergency Medical Services (EMS) Line of Duty Deaths Resulting from Vehicle Crashes
During 1991-2000, the most recent years for which data were available, 300 fatal crashes involved
occupied ambulances, which resulted in the deaths of 82 ambulance occupants and 275
occupants of other vehicles and pedestrians. The 300 crashes involved a total of 816 ambulance
occupants. (Source: NHTSA Fatality Accident Reporting Service)
It is clear that there are serious risks in driving emergency vehicles. Although the risks are high,
appropriate training under the proper conditions has proven to reduce the incidents of emergency
vehicle accidents. The benefits realized through reductions in accidents, related injuries and
deaths, and dramatic reductions in court ordered awards will greatly outweigh the costs of the
construction and operation of training facilities.
EMS transport services are traditionally provided through private EMS companies. These EMS
providers, like many government emergency response agencies, lack suitable EVOC facilities to
provide advanced driver training to their staff. Revenue to support an EVOC facility may come
from offering opportunities to conduct or provide EVOC training to private EMS programs for a fee.
United States EMS Line of Duty Deaths in 2006
Nine emergency medical service responders serving within the United States lost their lives while
responding to working at emergency scenes in 2006.
Table 19—EMS Line of Duty Deaths by Incident, 2006
EMS Deaths According to Incident in 2006
Incident Total
Aviation Crash 1
Health Condition (9-11 Related) 1
Heart Related Condition 3
Motor Vehicle Crash 3
Rescue Operation 1
Source: National EMS Memorial Service
Vehicle-Related Facts
The operation of a motor vehicle under urgent conditions is one of the most dangerous tasks
facing emergency responders today. Statistics clearly show that many law enforcement officers,
firefighters, and EMS responders lose their lives as a result of motor vehicle crashes each year.
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Continued public and legal scrutiny of law enforcement pursuits has brought vehicle pursuit
policies and emergency vehicle operations training to the forefront in public safety liability
mitigation.
Weapons-Related Facts
Firearms-related incidents are increasing in the United States and of great concern to the law
enforcement profession. Defending the community as well as the officers from weapons-related
violence requires professional and comprehensive officer firearms training. Each and every one of
these responses may pose a danger to an officer, and the safe-handling of these calls will depend
on the quality and frequency of their training on responding and managing such dangerous
incidents.
Firearm training is the key component for preparing officers to survive life-threatening firearms
confrontations. This training must include basic firearms skills enhancement and maintenance, as
well as tactical movement and threat response. The effectiveness of this training is greatly
increased when modern shooting facilities are available and training is conducted frequently to
build habits vital to reactionary response.
As evident by the following chart, a far greater number of volunteer firefighters than career
firefighters lose their lives serving their communities on duty each year. The states of Oregon and
Washington are served in great part by volunteer fire companies.
Table 20—U.S. Volunteer Vs. Career Firefighter Line of Duty Deaths in 2005
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Opportunity to Bring Novice Driver Training to the Community
A trend has emerged across the country with the start-up of programs directed at developing
lifesaving defensive driving skills for the young and novice driver. However, the common barrier to
providing these life saving courses is most often a lack of adequate driver training facilities. Public
Safety EVOC Training Centers offer the perfect environment and expertise to facilitate this life
saving instruction to area young drivers. Revenue to offset the costs to operate an EVOC facility
may come from providing fee based novice driver training at the site.
Per statistics cited earlier in this report, a critical need exists for improved driver’s training of law
enforcement officers, firefighters, and emergency medical services personnel as identified by a
majority of first responder managers. Repetitive and improved training in emergency response,
routine driving techniques, and law enforcement pursuit driving is critical in order to provide safe
responses to emergencies, to reduce litigation and awards, and the high incidents of emergency
responders killed in duty-related vehicle crashes.
Skills development for novice drivers is another area in need of attention. Although most states
require or offer classroom-based driver instruction, and confirmed time behind the wheel with a
parent, skill development falls short of instilling appropriate reaction time defensive driving habits.
Novice driver crash statistics as published by the National Highway Traffic Safety Administration
(NITSA) are staggering, and a crucial need here is not being met.
Drivers Training for First Responders and Novice Drivers
As supported by the statistics provided earlier in this report, a critical need for improved driver’s
training of law enforcement officers, firefighters, and emergency medical services personnel has
been identified by a majority of first responder managers. Repetitive and improved training in
emergency response, routine driving techniques, and law enforcement pursuit driving is critical in
order to provide safe response to emergencies, and to reduce litigation and awards, as well as the
high incidents of emergency responders killed in duty-related vehicle crashes.
Another area in need of greater attention and training includes skills development for novice
drivers. Although most states require or offer classroom-based driver instruction and confirmed
time behind the wheel with a parent, skill development falls short of instilling reactionary defensive
driving habits. A trend has emerged across the country with the start-up of programs directed at
developing lifesaving defensive driving skills for the young and novice driver. However, the
common barrier to providing these life saving courses to our youth is most often a lack of
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adequate driver training facilities. Public Safety EVOC Training Centers offer the perfect
environment and expertise to facilitate this very important instruction to area youth drivers. Taking
the facility to this use level may also result in added revenue to assist in covering the costs
associated with maintenance and operation of such a facility.
National Novice Driver Crash Statistics1
• Motor vehicle crashes are the leading cause of death for American teenagers.
• In 1997, 5,477 young people (passengers and drivers age 15-20) died in motor
vehicle crashes. Twenty-one percent of the young drivers involved in fatal crashes
had been drinking.
• Young people age 15-20 make up 6.7 percent of the total driving population in this
country, but are involved in 14 percent of all fatal crashes.
• In 1997, over 60 percent of youth (16-20) who died in passenger vehicle crashes were
not wearing seat belts.
• In 1997, almost one quarter (22 percent) of those who died in speed-related crashes
were youth (15-20).
• In the last decade, over 68,000 teens have died in car crashes.
• Sixty-five percent of teen passenger deaths occur when another teenager is driving.
• Nearly half of the fatal crashes involving 16-year-old drivers were single vehicle
crashes.
• Forty-one percent of fatal crashes involving teenagers occur at nighttime (between

9:00 p.m. and 6:00 a.m.).
• One quarter of fatally injured teen drivers (16-20 years old) in 1995 had a Blood
Alcohol Concentration (BAC) at or above .10 percent, even though all were under the
minimum legal drinking age and were not legally permitted to purchase alcohol.
• Two out of three teenagers killed in motor vehicle crashes are males.
1
National Highway Traffic Safety Administration
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PROJECT TEAM
The Partners’ personnel were made available to Interact and provided guidance for this report.
These personnel are referred to as the “Project Team.” The Project Team provided data on exist
ing training facilities, curricula, and student population. Personnel assigned to the project were:

o Lieutenant Rod Lucich
• Washington County Sheriff’s Office
o Lieutenant John Black
• Vancouver Police Department
o Commander Mary White
o Craig Landwehr
o Mark Blaisdell
o Amy Foster
o Kit Abernathy
• Vancouver Fire Department
o Chief Don Bivins
o Training Chief Ward Knable
• Beaverton Police Department
o Captain Tim Roberts
o Captain Stan Newland
o Dan Gill
• Hillsboro Police Department
o Lieutenant Henry Reimann
• Multnomah County Sheriff’s Office
o Lieutenant Drew Brosh
o Jose Martinez
• Gresham Police Department
o Commander Connie Ryba
o Lt. Marvin Madtson
• Portland Community College
o Randy McEwen
o Kate Dins
• Clark County Sheriff’s Office
o Chief Criminal Deputy Mike Evans
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o Commander Keith Kilian

o Mary Malicki
o Fred Neiman
o Jim Drew
The Interact Business Group conducted interviews with the aforementioned staff as well as other
personnel. The purpose of this interaction was to gain an understanding of the project needs.
These interviews focused on subjects such as changes in staffing, organizational structure, exist
ing conditions, training philosophy, future organizational growth factors, and potential efficiencies
or deficiencies.
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EXISTING TRAINING CONDITIONS
The citizens of the Metropolitan Portland/Vancouver area enjoy exceptional services from several
law enforcement and fire/rescue agencies. Law enforcement training for the most part meets, and
in many cases exceeds those training standards set by the Oregon Department of Public Safety
Standards and Training and the Washington State Criminal Justice Training Commission. Fire
Department training also currently meets and exceeds the training standards set through NFPA in
most cases.
While law enforcement agencies generally meet the minimum training standards set by their
respective state training mandates, a lack of suitable training facilities to meet the needs of law
enforcement agencies located within the Portland/Vancouver Metropolitan Area has contributed to
a difficulty in meeting individual agency standards or goals of providing meaningful and effective
training for employees. Limited availability of EVOC and firearms training grounds has greatly
impacted these public safety providers’ abilities to provide meaningful and repetitive EVOC and
firearms training to their personnel.
In addition, all practical drivers training for law enforcement is conducted on private property, with
access and use either granted to the agencies by property owners or rented to them at great cost
to the government entities. This has resulted in each agency having to pay high use fees in order
to access facilities like the Portland International Raceway and other locations within the
Metropolitan Area of Portland/Vancouver. As a result, some agencies have limited the level of
EVOC training provided to staff, and in at least one case, the law enforcement agency has
stopped any post-academy EVOC training altogether due to the cost of renting facility space.
In fact, a partial compilation of project partner agency expenditures associated with renting or
leasing training sites provides an estimated combined cost of $551,475.00 annually for leased and
rented training space. These funds may be better spent on a combined professionally developed
public safety training facility meeting the joint needs of multiple jurisdictions.
Associated additional expenses related to the use of rented or leased space must be considered.
In one case relating to the use costs associated with using Washington State Patrol’s academy
site at Shelton, Washington for EVOC training, the Portland Police Bureau spends at least
$23,000.00 annually to use that facility, which is only available on weekends. They must pay for
lodging, meals, and wages for travel time in order to conduct their EVOC training at this site.
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The Portland Police Bureau would not incur lodging, meals, or travel related wages with use of a
local EVOC facility.
All fire agencies in the Portland/Vancouver Metropolitan Area including the Vancouver Fire
Department currently utilize parking lots or other vacant private land for close-quarters-coned low-
speed maneuvering instruction. This is generally restricted to vehicle backing and tight area
vehicle placement exercises. Driver training is then continued on surface streets and freeways for
instruction on emergency driving. Fire agencies currently do not have a center available for their
use that will allow them to conduct driver training at speeds customary while responding to
emergency calls for service, nor do they have a center that will allow instruction in crash
avoidance and perception and reaction skill development.
The Portland Police Bureau currently conducts routine training in several different locations not
currently meeting their overall needs and demands for training.
The Police Bureau currently maintains a small seven-lane indoor range in the basement of the
downtown Justice Center that is used for all quarterly qualifications. Due to its size, it is in use
nearly every weekday year ‘round. All officers must qualify quarterly with a score of 75% or better.
This small indoor shooting facility only offers very basic training opportunities with no true
instructional or skill building framework.
The Portland Police Bureau also rents local private firearms ranges located outside of the Portland
city limits, at great cost to the city for advanced academy and in-service training and monthly
SWAT training. The Police Bureau conducts two 16-week Advanced Academies each year, which
provide advanced-level training to Portland recruits having just graduated from the basic academy
provided by the Oregon DPSST. In addition to Portland officers, this training is attended by new
officers from the Milwaukee Police Department, the Port of Portland Police Department and
Gresham Police Department.
Annual in-service training is also conducted for nine months out of the year. These facilities
provide only very basic shooting and training opportunities without state-of-the-art moving target
systems or other advanced props.
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For the years 2005 and 2006, the Police Bureau scheduled their EVOC and motor officer training
to take place at Pacific Aircraft Maintenance Corporation facilities at the International Airport.
Currently the Police Bureau is using a temporarily unoccupied tarmac area from Delta Airlines at
the airport. This site is very small and does not meet the EVOC training needs of the agency, but
has been used as a last resort. It is possible that the opportunity to use this site for training will
end in August of 2007, leaving the agency with no EVOC training site.
In-Service and Advanced Academy training is conducted at Camp Withycombe which is a National
Guard facility that is gradually being decommissioned. Leasing costs to Portland for the use of
these facilities reaches $128,200.00 annually. This facility offers one primary classroom, a
defensive tactics room with some office space that is leased on an annual basis by Portland. This
lease is subject to termination with only 90 days notice. In-service training sessions also require
that an additional classroom located at a different location on the base be rented.
The Portland Police Bureau currently experiences lengthy travel time for officers to reach their
training locations for training operations. Although there is limited classroom availability, as well
as the small indoor shooting range in the Justice Center, most classroom training for in-service
and advanced academy training occurs at Camp Withycombe, which is an 11-mile drive from
downtown. Annual in-service training requirements include 40 hours for all officers.
Firearm training outside of basic qualification occurs at multiple distant private shooting facilities
that are all located approximately 15 to 20 miles away from other training classroom locations.
The Portland Police Bureau pays at least $40,119.00 in fees annually for use of these private
shooting facilities which are not designed for state-of-the-art law enforcement training needs.
EVOC is now held on land at the airport (when available) which is a short drive from downtown.
The Portland International Raceway is also used during winter months, only, due to restrictions
placed by the Raceway that prohibits their use during the summer. Advanced Academy EVOC
classes are held at the Washington State Patrol (WSP) Academy site in Shelton, Washington
which requires in a two-hour drive each direction. The WSP site is only available to outside
agencies for use on weekends due to their own heavy training schedule. It is necessary for
Portland Police Bureau staff to stay on-site in dorms at the facility when participating in multiple
days of training due to distance travel. Therefore, costs incurred by Portland include: wages for
staff for travel time, fees for lodging and meals and fees for use of the facility. The Portland Police
Bureau spends $223,256.00 annually for lease, rent, fees, travel, and per diem costs in order to
facilitate their EVOC training.
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Table 21—U.S. Volunteer Vs. Career Firefighter Line of Duty Deaths in 2005

Expense of Training Delivery in Leased or Rented Sites
Emergency Vehicle Operations Course $223,256.00
Firearms Training $40,119.00
Other Leased Training Facility Space $128,200.00
Total Combined Annual Expense $391,575.00
The agency is meeting current training requirements but at a great deal of expense due to
overtime compensation and expenses related to travel time.
Deficiencies in training include a lack of realistic-scenario-based-training and meaningful EVOC

training; while the agency must continue to develop appropriate props and grounds to provide
such training. EVOC-related cones and course equipment must be set up and taken down each
day, creating increased instructional and overtime compensation.
Currently, there is also a need to add a third Advanced Academy (annually) to manage the rate of
newly hired recruits. Fifteen training officers will be required to facilitate this additional training
academy, but training cannot commence due to the facilities deficit.
The Police Bureau currently operates with several short-term lease agreements with various busi
nesses and other government entities.
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GRESHAM POLICE DEPARTMENT
The Gresham Police Department sends all new hire recruits to the Oregon DPSST basic academy
for initial training as mandated by the State of Oregon.
The Gresham Police Department currently conducts basic classroom and defensive tactics
training within the police station in limited classrooms.
Firearm training is conducted at the Clark County, Washington, Sheriff’s Office firearms range
located near Vancouver. The agency requires two annual qualification shoots with a passing
score of 75%.
EVOC training has been conducted at the Portland International Raceway and Corvallis Airport, at
a cost to the city. Travel time to these locations as well as the Clark County firearms facility
amounts to more than one hour each direction.
The Gresham Police Department currently meets their minimum training mandates. However, the
agency does cite deficiencies in EVOC training only due to a lack of suitable facilities.
BEAVERTON POLICE DEPARTMENT
The Beaverton Police Department is dedicated to providing meaningful training to staff. Beaverton
Police utilize several locations within their city to provide training to officers. Indoor and classroom
training is conducted within City Hall, a city-owned building currently used as a training center, and
in conference rooms at the local library. These available locations provide one 20-seat classroom,
one 30’x40’ conference room and two additional small rooms.
The Beaverton Police Department follows DPSST prescribed formatting for all classes they teach.
The agency provides an average of 189 hours of training per person each year. Training
mandates from DPSST require 84 hours per officer every three years. The department currently
meets their minimum training requirements. Deficiencies in training are noted in EVOC and
firearms training due to a lack of suitable EVOC training facilities and firearms training grounds
offering an ability to conduct realistic tactical firearms training.
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The Beaverton Police Department utilizes the private Tri-County Gun Club for firearms training
which offers a variety of shooting ranges for handguns, shotguns, carbines and long guns.
Limited lighting is available and low-light training events are possible. The facility does not feature
moving target systems. The range bays are surfaced with either gravel or grass. Storage
containers are allowed and used for on-site storage of equipment. Beaverton Police pay an
annual fee of $8,000 for use of this facility.
Firearms training is conducted four times each year with attendance required at least every six
months while meeting the minimum firearms skills criteria. The department dedicates one session
per year to carbine skill development and qualification. The agency has also utilized a Range
2000 simulator in their firearms training program.
EVOC training is provided to staff through the use of a variety of facilities including local large
parking lots and an airstrip. Although not ideal for EVOC training, instructors adapt to the
limitations of the facilities in order to provide this necessary instruction.
HILLSBORO POLICE DEPARTMENT
The Hillsboro Police Department currently uses space available within their own facilities for
classroom and indoor training demands.
Firearm training is conducted at the Tri-County Shooting Club, a private shooting facility which is
also open to public use. The city pays the Shooting Club approximately $8,000.00 per year for
use. This facility does not provide tactical shooting opportunities with state-of-the-art target
systems appropriate to modern law enforcement firearms training. Hillsboro Police follow
qualification standards established by the Oregon DPSST, and in addition conduct realistic
shooting scenarios for their officers.
Hillsboro has adapted their routine EVOC training to be conducted on local parking lots. They
have on occasion rented space for EVOC training at the Portland International Raceway, Portland
Airport, or McMinnville Airport, however, these locations charge fees deemed too costly to the
police department.
The Hillsboro Police Department does not meet their minimum training requirements due to a lack
of proper training facilities. They currently maintain training relationships with Portland State
College for leadership courses. They routinely participate in training with the FBI and DEA.
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VANCOUVER POLICE DEPARTMENT
The Vancouver Police Department currently leases space from the Washington Department of
Transportation located at 4100 Main St. in Vancouver. This facility provides one training room that
will accommodate twenty-five students. This single room is leased for $1650 per month for only
one week per month. Additional training space used includes the Vancouver Fire Training Center,
or any other location that may be suitable for the given training.
All firearms training is conducted at the Clark County Sheriff’s Office (CCSO) outdoor range. This
range consists of two shooting bays: one bay having 18 lanes while the second features 12 lanes.
Both of these bays offer a maximum of twenty-five yards distance shooting. A fifty-yard rifle range
features only two lanes. Design and layout of this facility causes closure of the 18-lane handgun
range whenever the rifle area is used. The CCSO range is set-up to allow for tactical training
consisting of metal targets, a running man and deployment from vehicles.
The range facility features two classrooms with one accommodating 18 students, while the other
will seat ten students. Limited wood storage structures for range supplies are available for lease.
Vancouver PD conducts two annual qualification shoots and an annual shotgun qualification. At
least one of the qualification sessions will occur in low light or as a night shoot. Vancouver PD
also conducts tactical firearms training as well as specialized weapon training throughout the year.
Remedial training is provided for officers that may fail to qualify as required.
Vancouver PD currently conducts their EVOC training on the Portland International Raceway. The
city pays $1400 per day for track use with an expected annual fee increase of $100 per day based
on history of use of these facilities. Use of this facility allows for high speed training on the actual
track, and in addition, their paved infield and parking lots provide for other driving instruction.
Although the use of this facility meets the demands for EVOC instruction, Vancouver PD is limited
on the number of days the track is available to the department. Resurfacing of the facility during
2007 has resulted in the VPD needing to find an alternate training location or modifying their
routine training plan for this year.
Annual EVOC training currently includes three hours delivered on an in-service basis. Curriculum
is based upon recent court rulings, department policy, equipment changes and year-end accident
reviews. The training consists of a vehicle in a placement course, autocross, and high
speed/pursuit driving, as well as pursuit intervention technique (PIT) recertification.
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Vancouver PD conducts the majority of their training on a squad system, taking advantage of
overlapping patrol squad days. This allows for approximately 60 hours of training per squad. Still,
the agency experiences a tremendous overtime expense for backfilling shifts due to training.
Costs for 2,265.5 hours overtime backfill in order to provide training in 2006 was $107,499.
Already in 2007, from January through April, 638 hours of overtime has cost $32,257.05.
Vancouver PD currently meets their minimum training requirements. However, deficiencies in

training are caused by a lack of suitable facilities.
VPD does participate in limited combined-training with other agencies, while sharing in training
costs.
Washington State law enforcement training requirements and standards are established by the
Washington State Criminal Justice Training Commission (WSCJTC). The Vancouver Police De
partment training adheres to several standards as follow:
• Federal - Homeland Security required training

• State - First AID/CPR/AED, Blood Borne Pathogens, HazMat, Lead Exposure
• WSCJTC - Peace Officer Certification, WSCJTC Instructor Certification, First Level Su
pervision2
• VPD Policy - Harassment/Diversity training, legal update, policy training
• Private Vendor -TASER Intl, National Law Enforcement Training Center, Cutting Edge
Training, Less Lethal Impact Munitions - Armor Holdings, National Tactical Officers Asso
ciation
All law enforcement recruits within the State of Washington must attend the 19-week Basic Law
Enforcement Academy provided by WSCJTC. Out of state lateral officers may be allowed to
complete a two-week equivalency academy for certification.
Vancouver Police Department training managers could anticipate assigning their training staff to
the new regional training facility. They currently have seven full-time employees and one part-time
employee assigned to training. Further evaluation of a permanent assignment to the new facility
will have to be evaluated.
2
Effective in January, 2006, all peace officers certified under RCW 43.101.095 are required annually to complete a mini
mum of 24 hours of in-service training.
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VANCOUVER FIRE DEPARTMENT
At this time, the Vancouver Fire Department has expressed interest in only conducting their
Emergency Vehicle Operations Course training at the Portland/Vancouver Regional Public Safety
Training Facility, as they currently have adequate training facilities to meet their other training
needs.
The Fire Department follows Washington State Fire Training Emergency Vehicle Accident
Prevention Program guidelines for their EVOC training.
All EVOC training is now conducted upon a training pad located behind their Headquarters Station
located at 7110 NE 63rd Street in Vancouver, and upon city streets within speed limits and rules of
the road.
Existing fire training facilities for the Vancouver Fire Department include the following:
• 400’ x 600’ concrete drill ground w/municipal water supply
• Four-Story training tower that contains – Class “A” combustibles burn

room, operational sprinkler system prop, search maze, elevated roof cut
ting prop, forcible entry props and high angle rope rescue anchor points
• Stand-alone forcible entry door prop
• 24’ x 24’ adjustable pitch (flat to 12 x 12 pitch) roof prop
MULTNOMAH COUNTY SHERIFF’S OFFICE
The Sheriff’s Office currently conducts their training in several different locations. These facilities
include auditorium space in borrowed facilities, a loaned warehouse facility, and a vacated jail.
Firearm training is conducted at the Clark County Sheriff’s Office firearms range for 25-yard
firearms training and a local private indoor range for qualifications at ten yards and closer. Annual
costs for renting training facilities are estimated at $30,000 to $40,000.
EVOC training is conducted at the Portland International Raceway which features a 2.1 mile track
designed for formula one racing. The Sheriff’s Office pays $6,000 annually to use these facilities.
Commissioned staff must qualify with their handguns two times per year, with an additional eight
hours training per year for corrections, and approximately 24 hours per year for law enforcement,
specific to firearms training.
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The unoccupied jail facility provides sufficient space for Range 3000 training, tactical and
defensive tactics training and other small classroom instruction. Access to this abandoned facility
is only temporary.
The Sheriff’s Office provides 40 hours of annual in-service training to law enforcement staff and 24
hours of in-service training to corrections staff. All non-sworn staff receives eight hours of training
each year.
• Sheriff’s Office personnel state that they are currently meeting their minimum training
requirements. Deficiencies in training correctional staff are attributed to the cost of
backfilling jails staff in order to assign them to training blocks.
• Standards in training adhered to include those of Oregon DPSST as well as the State
Sheriff’s Association and internal policy.
CLACKAMAS COUNTY SHERIFF’S OFFICE
The Clackamas County Sheriff’s Office conducts their training at several locations. One location is
the Public Safety Training Center located at 12700 SE 82nd Avenue in Clackamas. This facility
offers 22,300 square feet of space with two state of the art classrooms/conference rooms with
training aids including: projection systems, computers, a sound system and other equipment. A
Defensive Tactics room is fully matted to provide a safe learning environment for hands-on
training.
Two range decks providing ten lanes of 25 yards are primarily used by public shooters with
manually operated targets, and eight lanes of 25 yards used primarily for law enforcement training
utilizing a wide variety of target systems, including moving targets.
The Clackamas County Sheriff’s Office provides monthly firearms training for all sworn staff below
the rank of captain. All training is developed by the Firearms Training Unit and approved by
DPSST. The agency completes quarterly qualifications as required by DPSST. The majority of
firearms training is conducted at the indoor range at the Public Safety Training Center. Annual
qualification for rifles is conducted off-site at the Tri-County gun club in Tualatin. Use of this
facility requires paying a fee.
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The facility features two state of the art simulator rooms. One room features a force-option
simulator with a variety of training scenarios for shoot/don’t shoot training and basic handgun, rifle
and shotgun courses. The other room features a four-position interactive driving simulator where
each cab can run independent of each other, or linked together in any combination, with up to four
positions.
Additional training is conducted at Camp Withycomb, which is a military installation used by the
Portland Police Bureau (PPB). PPB has constructed on-site training buildings used for force-
options training.
EVOC training is conducted at the Portland International Raceway located at 1940 N. Victory Blvd
in Portland. This facility provides a 2.1 mile road-course Indy-car flat-track with a large paddock
area suitable as a skills pad. The raceway is generally a 45-minute drive for Clackamas County
Sheriff’s staff. Training at this site results in a loss of training time within the day due to a union
agreement that requires compensation for travel time for its members. Use of this facility requires
daily set-up and pick-up of cones and supplies. Use of this facility costs $1200 per day with an
annual cost to the agency of $26,000.
Sheriff’s Office sworn-staff receive 40-hours of in-service training annually as required by contract.
Oregon DPSST requires 84 hours every three years as a minimum for in-service or update
training.
Many courses taught by the Sheriff’s Office are submitted and available for college credit through
Clackamas Community College.
WASHINGTON COUNTY SHERIFF’S OFFICE
The Washington County Sheriff’s Office (WCSO) conducts training at multiple locations.
Current training locations include the main Sheriff’s Office Law Enforcement Center which
provides three conference rooms with a total capacity of 100 students.
The old county jail facility provides one classroom and a room for use of the Range 3000 system.
In addition, a room with floor mats is dedicated to defensive tactics training. Other rooms provide
opportunity to train in building search tactics and simulation of confrontational situations.
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The Public Service Building provides varied conference rooms and a 15-station computer lab.
Firearm training is conducted at Camp Rilea, a military base that is a one- to two-hour drive from
the main station, and at the Tri-County Gun Club, a privately owned public shooting facility 45
minutes from WCSO. The Tri-County Gun Club is situated in an operational rock quarry. It
provides an outdoor range with multiple bays serving multiple users. Limitations exist for deputies
to fire long rifles and they are unable to fire automatic weapons; training so valuable to a SWAT
team. Training on this site is limited by weather due to surface conditions. Use of the Tri-County
Gun Club costs the Sheriff’s Office an estimated $6,950.00 annually with some years costing as
much as $13,000.00.
In spite of challenges created by the need to use distant shooting facilities not designed
specifically for law enforcement use, the Washington County Sheriff’s Office requires their staff to
qualify a minimum of two times per year. Each training/qualification day-event provides eight
hours of training with at least one session occurring as a night shoot. Special teams receive
additional training hours. The Sheriff’s Office also dedicates additional training time to skill
maintenance in the use of less-lethal munitions and use of force decision making.
Washington County Sheriff’s Office personnel currently receive emergency vehicle operations
training in the basic academy with no follow-up or continuing EVOC training throughout their
careers, due solely to a lack of suitable facilities. In the event that an EVOC facility becomes
available, they intend to initiate repetitive EVOC training for their staff.
The Washington County Sheriff’s Training unit is staffed by one Sergeant whose dual role includes
the supervision of six full-time employees, as well as oversight and development of the Field
Training and Evaluation Program for the entire office. The full-time employees include one Range
Master, one Patrol Training Liaison, one Jail Training Liaison, one Training Unit Technician, one
Sr. Administrative Assistant and one Administrative Assistant. The training unit budget for 2006
2007 is $ 624,360.
The Training Unit provides instruction to all WCSO staff, including interagency training. Course
work includes mandatory and non-mandatory curriculum in compliance with WCSO Policy, the
Commission for Accreditation of Law Enforcement Agencies (CALEA), the Oregon Jail Association
(OJA), and the DPSST.
Overall, the Sheriff’s Office provides a level of training that exceeds state standards. The Oregon
Department of Public Safety Standards and Training beginning in 2006 required law enforcement
agencies to comply with minimum in-service training standards. WCSO was one of the few
agencies found to be in full compliance by the established deadline.
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The Sheriff’s Office advise that they are currently meeting their minimum training requirements for
patrol, and investigations in advanced training, but not in basic officer certifications. They are
currently not meeting the minimum training standards for correctional staff. These training
shortfalls are attributed to a lack of instructors, personnel hours, and a limited budget for overtime
pay. With regard to the lack of EVOC training, reasons are that the agency has no suitable facility
to provide training.
Basic academy training is provided by the State of Oregon at the DPSST academy in Salem. In
addition, WCSO provides a minimum nine-week academy for all personnel covering internal policy
and specialty issues. The agency field-training program for patrol officers and corrections is 17
weeks in duration. The agency also conducts a reserve officer academy specific to patrol and
corrections and a citizen’s academy.
CLARK COUNTY SHERIFF’S OFFICE
The Clark County Sheriff’s Office currently maintains several locations for training personnel
including one small classroom with a capacity of 25 to 30 students at the Law Enforcement
Center, a community room seating 30 to 45 at the West Precinct, a community/classroom seating
30 to 45 persons at the Camas Police Department, and a classroom seating 45 to 100 students at
the Vancouver Water Resource Center.
The Clark County Sheriff’s Office maintains its own outdoor firearms range. This facility features
two sections with 12 lanes in each section for shooting up to 25 yards, one single 50-yard lane,
and a weapon cleaning room. This facility offers one classroom seating 25 students.
The Sheriff’s Office currently conducts EVOC training in partnership with Vancouver Police. The
Sheriff’s Office and Vancouver Police currently rent facilities at Portland International Raceway for
an estimated ten days per year.
All training facilities utilized are within 30 minutes of the main Law Enforcement Center.
Washington State standards for peace officers require 24 hours of in-service annually. The
Sheriff’s Office manages the 24-hour mandate by conducting eight, 12-hour training days
annually.
Firearms qualifications for handguns occur once per year and include daylight and lowlight
courses. Officers carrying long arms are required to qualify with those weapons annually, as well.
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The Clark County Sheriff’s Office is currently meeting its minimum training requirements.
However, their existing training facilities present challenges to the delivery of quality training.
Current use of the Portland International Raceway is very restrictive due to a lack of availability.
The Sheriff’s Office therefore cannot train to their desired levels in EVOC. In addition, costs
associated with using this raceway are high.
The current firearms range facility adequately offers training opportunities for handgun use.
However, the site does not offer acceptable distances for meaningful long gun firearms training.
Also, it is unknown how long the Sheriff’s Office will be able to keep this range open. In addition,
the area surrounding the firearms training facility is quickly being built out and external pressure to
close the range at some future time is anticipated.
The Clark County Sheriff’s Office does not currently maintain a training relationship with any
college.
The Clark County Sheriff’s Office adheres to standards established by the Washington State Law
and Washington Administrative Code Standards, Washington State Criminal Justice Training
Commission, OSHA, and internal policies. Although the training academy for law enforcement
officers is 720 hours and the correctional officer academy is 160 hours, academies are held at the
WSCJTC facility.
Portland Community College conducts courses in over 200 different locations within the district.
Portland Community College has a long-standing history of conducting educational programs at
sites owned or operated by other public agencies.
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Major PCC campuses are located at the following locations:
• Cascade campus – 705 N. Killingsworth Street in inner NE Portland, near Interstate 5
• Rock Creek campus – 17705 NW Springville Road, 15 miles west of downtown
• Sylvania campus – 12000 SW 49th Ave., Portland in SW Portland, near Interstate 5
• Southeast Center – 2305 SE 82nd Ave., Portland in SE Portland, near I-205
• Central Portland Workforce Training Center – 1626 SE Water Ave. in Central East side
• Portland Metropolitan Workforce Training Center – 5600 NE 42nd Avenue in outer NE

Portland
• Washington County Workforce Training Center – 18624 NW Walker Road east Hillsboro
The Portland Community College operates multiple classroom programs typical of a

comprehensive community college at each campus. Instruction generally takes place from 7 a.m.
to 10 p.m., Monday through Saturday. PCC is accredited by the Northwest Commission on
Colleges and Universities.
Portland Community College currently maintains instructional partnerships with multiple public
safety agencies including:
• Portland Fire Department
• Washington County Sheriff
• Tualatin Valley Fire & Rescue
• Lake Oswego Police Department
• Lake Oswego Fire Department.
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The PCC Board has directed staff, since 2005, to develop plans for the College’s next bond
program. Current plans have received three reviews by the Board. The general direction of
thought may result in seeking voter approval in November 2008 for a bond program of
approximately $320 million.
PCC has recently completed a $144 million bond program approved by the voters in November of
2000. This most recent program resulted in the development of the Public Services Education
Building (PSEB) located at the Cascade campus. PCC currently bases their paralegal/criminal
justice, EMT/paramedic, 911 and fire science programs at this location.
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REPORT METHODOLOGY
The Partners wish to investigate several options for the delivery of specialized training. This report
evaluates the existing training conditions, resources, and equipment of the Partners and reviews
existing training requirements, including student population size, detailed course titles, and course
lengths.
NEEDS ASSESSMENT METHODOLOGY
A training needs assessment has been developed for the Partners. The spreadsheets found in
Appendix C list all training courses, course duration, and number of students per year. Training
courses and student population take into consideration employment for the next five years.
Training Class Category Definitions
The Partners established a training priority category list for all classes, which included a detailed
class list, class length, student count, number of times each class is offered per year, total class
requirement (in hours), and a requirement reference for each class. The Project Team personnel
felt it was necessary to illustrate the importance of each class, as well as the categorization of
each class, based on its current level of training presentation. 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 either at a minimum
level or through outside vendors due to the lack of facilities. Training in this category is
not being performed to the satisfaction of the departments’ expectations.
• Category 2—Training that may or may not be required by law. This training is being
carried out to a satisfactory level of competence but would still benefit from improved
facilities.
• Category 3—Desired training. Training the departments 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.
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Class Need Calculation
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
seven, 24-hour training days per week. The class space need calculation also divides each
training day into five-hour segments with a maximum of five segments per day. (Overlap,
classroom setup, breaks, and lunches are estimated to be one-hour per segment.) For example,
an eight-hour class would take two segments, and a 20-hour class would take four segments.
(Each segment includes four hours of teaching time and one hour for setup, teardown, and
breaks.)
The classroom calculation is based on the following weekly training schedule:
• Average class size: 21 students
• Typical training schedule: seven days a week, 24-hour training days (includes
facility preparation, breaks, one-hour lunch break, and cleanup)
The total segment opportunity per classroom calculation is therefore based on the following:
• Five segments per day, seven days a week, totaling 35 segments per week
• 49 weeks of training per year
• 1,715 total annual segments available per classroom; using an 85% efficiency
factor (consideration for make-ups and rescheduling) brings the total number of
segments per year, per classroom to 1,458
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NEEDS ASSESSMENT
Tables 22 through 26 outline the detailed training requirements of the Partners. Most training
classes are conducted on an annual basis with class sizes varying from five to 60 students per
class (with an average class size of 21). This study has analyzed each training class and
determined that the Partners are required to conduct 1,166,964 hours of annual training. This is
the minimal number of hours required for the Partners to remain adequately prepared to carry out
their expected job responsibilities. This total also includes forecasted training hours based on
anticipated future training being developed by nationally recognized organizations.
Table 22—Annual Training Hours by Division
Total Hours by Division
Current
Year 1 Year 2 Year 3 Year 4
Hours
Beaverton Police Department 14,478 14,546 9,521 14,546 9,521
Clackamas County Sheriff’s Office 32,292 33,888 33,888 33,888 33,888
Clark County Sheriff’s Office 19,738 19,738 19,258 19,738 19,258
Gresham Police Department 7,960 10,840 9,880 10,840 9,880
Hillsboro Police Department 20,508 20,508 16,428 20,508 16,428
Multnomah County Sherriff’s Office 35,944 35,944 20,380 35,944 20,380
Outside User Class 59,884 59,884 59,884 59,884 59,884
Portland Community College 619,400 619,400 619,400 619,400 619,400
Portland Police Department 154,132 156,532 145,872 156,532 145,872
Vancouver Fire Department 848 848 0 848 0
Vancouver Police Department 30,514 30,514 22,930 30,514 22,930
Washington County Sheriff’s Office 171,266 172,466 154,726 172,466 154,726
Total 1,166,964 1,175,108 1,112,167 1,175,108 1,112,167
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TRAINING CLASS DETAIL
Table 23 illustrates the total training hours and percentage of all training hours by categories. It is
interesting to note that 79% of the hours are in Category 1, which is training that is not currently
being performed in adequate facilities, and 15% of the hours are in Category 3, which is training
that is not being conducted due to a lack of facilities. Therefore, it can be concluded that a total of
94% of the Partners’ annual training has room for improvement.
Table 23—Summary of Training Categories
Hours by Category
Category 1 – Not performed to a satisfactory level,

due to lack of facilities 79%
Category 2 – Performed to a satisfactory level

5%
Category 3 – Desired training 15%
Category 4 – Career development training 1%
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Tables 24 and 25 summarize the annual total training segments and establish the type and
number of classrooms needed to meet the requirements determined in the training needs
assessment.
Table 24—Annual Training Hours by Classroom Type
Training Hours by Classroom Type
Class Type Year 1 Year 2 Year 3 Year 4
Clean 995,612 984,203 995,612 984,203
Computer 347,196 347,196 347,196 347,196
Practical 278,211 275,343 278,211 275,343
Pavilion 600,130 598,802 600,130 598,802
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Table 25—Classroom Needs by Year
Classroom Needs by Year
Clean Computer Practical Pavilion
Beaverton Police Department 1 0 1 1
Clackamas County Sheriff’s Office 1 1 1 1
Clark County Sheriff’s Office 1 1 1 1
Gresham Police Department 1 0 1 1
Hillsboro Police Department 1 1 1 1
Multnomah County Sheriff’s Office 1 0 1 1
Outside User Class 1 1 1 1
Portland Community College 4 3 2 3
Portland Police Department 2 1 1 1
Vancouver Fire Department 0 0 0 1
Vancouver Police Department 1 1 1 1
Washington County Sheriff’s Office 2 1 3 3
Total Classrooms 16 10 14 16
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TRAINING PROP EFFICIENCY
The following table reviews the demand for facility training props. The percentage of use is based
on previously established hours and the corresponding training segments as shown in Tables
22—25. The reason for illustrating the efficiency of prop use is to show that, although essential for
the successful completion of the required training, these props are not used 100 percent of the
time. This inactivity demonstrates that a training center would have excess capacity that may be
reserved for future expansion or made available to outside users. For example, open capacity may
be available in the strip mall prop. This prop will only be used 52% of the time for the Partners’
training requirements. Therefore, the remaining 48% availability may be used for outside user
industry training for activities such as emergency first responder duties. Also, some props, such
as the drill tower (1,222%), exceed the availability. In these instances, the Partners must closely
monitor usage and scheduling of these props and either offer an alternative means to deliver this
training or reevaluate training curriculums.
Table 26—Annual Prop Use by Hours
Training Hours by Prop

Prop Name Hours Percentage
Burn Building 16 4%
Confined Space Rescue 1,282 302%
Crime Lab 2,475 582%
Drill Tower 5,194 1,222%
DUI Lab 1,625 382%
EVOC 6,192 1,458%
Explosive Breach Area 536 126%
Flashover Prop 5,000 1,176%
Hogan’s Alley 776 183%
K-9 Training Area 23 6%
Live Fire Shoot House 2,298 541%
Mock Cell 850 200%
Mock Courtroom 850 200%
Motorcycle Course 2,890 680%
Off Road Course 1,976 465%
Pistol Range 2,416 568%
PIT 1,028 241%
Rail Car Prop 3,750 882%
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Training Hours by Prop

Prop Name Hours Percentage
Rappel Prop 5,043 1,187%
Rifle Range 2,573 605%
Roof Vent 24 6%
SCBA Maze 1,256 296%
Shooting Range 2,515 592%
Sim Village 596 140%
Skid Car 1,014 239%
Skid Pad 2,291 539%
Skills Pad 4,065 957%
Strip Mall with Simunitions 219 52%
Structural Collapse 49 12%
Swift Water Rescue 1,250 294%
Trench Rescue 1,260 296%
Vehicle Extrication 59 14%
Vehicle Prop Live Fire 3,762 885%
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STAFF GROWTH FORECASTS
Interact Business Group has requested the Partners to estimate the staff growth of their
departments based on current staff levels and total training hour requirements derived from the
needs assessment.
The following table shows those Partners who expect staff growth and how they predict their own
staff will increase.
Table 27—Growth Forecast Responses, According to Department
Department Five-Year Ten-Year None
Beaverton Police Department X X

Clackamas County Sheriff’s Office X X
Clark County Sheriff’s Office X X
Gresham Police Department X
Hillsboro Police Department X X
Multnomah County Sheriff’s Office X
Portland Community College X
Portland Police Department X X
Vancouver Fire Department X
Vancouver Police Department X X
Washington County Sheriff’s Office X
Tables 28 thru 35 reflect the staff growth predictions of the Partners.
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BEAVERTON POLICE DEPARTMENT, FIVE- AND TEN- YEAR FORECAST
The Beaverton Police Department expects to increase current staffing by 7% in five years and by
15% in ten years. It is assumed that the training hours will increase proportionally. Table 28
illustrates and summarizes this training growth.
Table 28—Five- and Ten-Year Growth, Beaverton Police Department
Five- and Ten- Year Forecast
Division Current Hours Five-Year Ten-Year
Beaverton Police Department 14,478 15,491 16,650
Total 14,478 15,491 16,650
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CLACKAMAS COUNTY SHERIFF’S OFFICE, FIVE- AND TEN- YEAR FORECAST
The Clackamas County Sheriff’s Office expects to increase current staffing by 18% in five years
and by 38% in ten years. It is assumed that the training hours will increase proportionally. Table
29 illustrates and summarizes this training growth.
Table 29—Five- and Ten-Year Growth, Clackamas County Sheriff’s Office
Clackamas County Sheriff’s Office 32,292 38,105 44,563
Total 32,292 38,105 44,563
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CLARK COUNTY SHERIFF’S OFFICE, FIVE- AND TEN- YEAR FORECAST
The Clark County Sheriff’s Office expects to increase current staffing by 35% in five years and by
Table 30—Five- and Ten-Year Growth, Clark County Sheriff’s Office
Clark County Sheriff’s Office 19,738 26,646 47,766
Total 19,738 26,646 47,766
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HILLSBORO POLICE DEPARTMENT, FIVE- AND TEN- YEAR FORECAST
The Hillsboro Police Department expects to increase current staffing by 8% in five years and by
Table 31—Five- and Ten-Year Growth, Hillsboro Police Department
Hillsboro Police Department 20,508 22,149 28,916
Total 20,508 22,149 28,916
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MULTNOMAH COUNTY SHERIFF’S OFFICE, TEN- YEAR FORECAST
The Multnomah County Sheriff’s Office expects to increase current staffing by 22.4% in ten years.
It is assumed that the training hours will increase proportionally. Table 32 illustrates and
summarizes this training growth.
Table 32—Ten-Year Growth, Multnomah County Sheriff’s Office
Ten- Year Forecast
Current
Division Hours Ten-Year
Multnomah County Sheriff’s Office 35,944 43,995
Total 35,944 43,995
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PORTLAND POLICE DEPARTMENT, FIVE- AND TEN- YEAR FORECAST
The Portland Police Department expects to increase current staffing by 15% in five years and by
17.8% in ten years. It is assumed that the training hours will increase proportionally. Table 33
Table 33—Five- and Ten-Year Growth, Portland Police Department
Portland Police Department 154,132 177,252 181,567
Total 154,132 177,252 181,567
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VANCOUVER POLICE DEPARTMENT, FIVE- AND TEN- YEAR FORECAST
The Vancouver Police Department expects to increase current staffing by 48.2% in five years and
by 112.5% in ten years. It is assumed that the training hours will increase proportionally. Table 34
Table 34—Five- and Ten-Year Growth, Vancouver Police Department
Vancouver Police Department 30,514 45,222 64,842
Total 30,514 45,222 64,842
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WASHINGTON COUNTY SHERIFF’S OFFICE, TEN- YEAR FORECAST
The Washington County Sheriff’s Office expects to increase current staffing by 26.4% in ten years.
It is assumed that the training hours will increase proportionally. Table 35 illustrates and
summarizes this training growth.
Table 35—Ten-Year Growth, Washington County Sheriff’s Office
Ten- Year Forecast
Current
Division Hours Ten-Year
Washington County Sheriff’s Office 171,266 216,480
Total 171,266 216,480
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OUTSIDE USER REGIONAL TRAINING
Interact developed an Outside Users Survey with cover letter that was mailed to 91 local
organizations. Names and email addresses of the entities were furnished by the Partners. The
actual email broadcast was conducted by Interact. Included in the survey email were (1) the nine-
page survey and (2) a cover letter signed by Lieutenant Rod Lucich.
Two email broadcasts were completed: the first on June 4, 2007 and the second on June 18,
2007. A call to non-respondents was placed by Lt. Lucich at the end of July. Response to the
survey was good, with a 32% return rate. The survey-supportive documents may be found in
Appendix A.
The following is the survey mailing summary:
• Total surveys mailed = 91
• Total surveys returned = 29
• Response percentage = 32%
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Table 36—Survey Response Totals
Survey Contacts and Respondents

Agency Reply Agency Reply
Astoria Fire Department Yes Molalla Police Department No
Astoria Police Department No Mount Angel Police Department No
Aurora Fire Department Yes Multnomah County Sheriff’s Office Yes
Aurora Police Department No Newberg Fire Department No
Benton County Sheriff’s Office No Newberg Police Department No
Canby Police Department No Newport Fire Department No
Cannon Beach Police Department Yes Newport Police Department No
Carlton Police Department Yes North Plains Police Department No
Clatsop County Sheriff’s Office Yes Oakridge Police Department No
Coburg Police Department No Oregon City Police Department Yes
Columbia City Police Department No Oregon Health Sciences University DPS No
Columbia County Sheriff’s Office No Oregon State Forestry No
Cornelius Police Department Yes Polk County Sheriff’s Office No
Cottage Grove Police Department No Port of Astoria Security No
Dallas Fire Department No Port of Portland Police Yes
Dallas Police Department No Portland State University Public Safety Yes
DPSST No Rainier Police Department No
Elsie Vinemaple Rural Fire Protection District No Salem Fire Department Yes
Eugene Fire & EMS No Salem Police Department No
Eugene Police Department No Sandy Police Department No
Fairview Police Department No Scappoose Police Department No
Florence Police Department No Seaside Police Department No
Forest Grove Police Department Yes Sherman County Sheriff’s Office No
Gearhart Police Department No Sherwood Police Department No
Gervais Police Department No Springfield Fire and Life Safety No
Gladstone Police Department Yes Springfield Police Department Yes
Hood River County Sheriff’s Office No St. Helens Police Department Yes
Hood River Fire Department Yes Stayton Police Department No
Hood River Police Department Yes Sweet Home Police Department No
Hubbard Fire Department No Tigard Police Department Yes
Hubbard Police Department No Tillamook County Sheriff’s Office No
Jefferson County Sheriff’s Office No Toledo Fire Department No
Keizer Police Department No Toledo Police Department No
Knappa Fire District No Troutdale Police Department Yes
Lafayette Volunteer Fire Department No Tualatin Police Department Yes
Lake Oswego Police Department Yes Tualatin Valley Fire and Rescue No
Lane County Department of Public Safety Yes United States Coast Guard – Astoria No
Lewis and Clark Rural Fire Protection District No Vernonia Police Department No
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Lincoln City Police Department Yes Warrenton Fire Department Yes

Lincoln County Sheriff’s Office No Warrenton Police Department No
Linn County Sheriff’s Office No Wasco County Sheriff’s Office No
Madras Police Department No Washington County Police Department Yes
Marion County Sheriff’s Office No West Linn Police Department No
McMinnville Fire Department No Westport Fire & Rescue Yes
McMinnville Police Department Yes Yamhill County Sheriff’s Office Yes
Milwaukie Police Department Yes
The survey results provided several data trends that will be helpful for planning the future of the
training center’s resources. A summary of the survey results follows.
1. “Would you be willing to pay a reasonable fee for the use of the Port-
land/Vancouver Regional Public Safety Training Center’s facilities and
classes?”
• Out of the 29 completed surveys returned, 23 respondents replied yes, and 6

responded no.
2. “If available, would you participate in overnight accommodations in facilities

such as a dormitory hall or hotel?”
• Out of the 29 completed surveys returned, 6 respondents replied yes, 22

responded no, and 1 did not reply.
3. “If you answered yes to question 2, please indicate approximately how many
nights per year you would require these accommodations.”
• A total of 36 nights will meet the needs of the 6 respondents interested in

dormitory or hotel accommodations.
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4. “Would any of the following facilities be beneficial to your

department/organization?”
Table 37—Outside Users’ Preference of Facilities
Facility Type Total

Classroom – 25 person 12
Auditorium – 250 person 2
Computer Learning Classroom – (Computer-based classes) 5
5. “Please rate the driver training skill props by order of importance to your or-
ganization using a rating system of 1, 2, 3, 4, 5, 6, or 7, with 1 being the high-
est.”
Table 38—Preferred Driver Training Skill Props
Driver Training Skill Props in Order of Importance
Method 1 2 3 4 5 6 7
Full Motion Driving Simulator 6 4 2 3 5 6 1
Low Speed Road Course 7 3 3 7 5 3 0
Skills Pad 3 10 6 6 2 0 0
Skid Pad 5 8 9 5 2 1 0
High Speed Course 15 4 4 1 3 0 0
Motorcycle Course 2 0 2 1 3 6 9
Off Road Course 0 0 2 2 3 5 12
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6. When asked to rate their preferred times for access hours to the training
center, 1 being the highest rating and 3 the lowest, respondents answered with
the following ratings:
Table 39—Preferred Training Times
Points and Percentages According to Rating

Training Times
1 2 3 Total Overall
(3 Points (2 Points (1 Point Points Percentage
Each) Each) Each) (Out of
100% Each)
67
19 2 6 83%
Monday through Friday - Days (81 Possible)
7 12 8 53
65%
Monday through Friday - Nights (81 Possible)
7 8 12 49
60%
Saturday/Sunday - Days (81 Possible)
7. “In addition to the proposed center, consideration is being given to other ways
of delivering training. Please rank the following delivery methods giving your
1st choice, 2nd choice, 3rd choice, and 4th choice: using 1, 2, 3, or 4.”
Table 40—Preferred Training Delivery Methods
Methods in Order of Importance
Method 1 2 3 4
Distance learning via
4 9 8 6
cable television in station
Distance learning via the
12 8 6 1
internet, in station
Distance learning via the
internet, on a home com- 2 4 4 17
puter
8 4 9 6
Videos
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8. “The center plans topic-specific seminars with expert guest speakers, lasting
one to five days. Would you find these events beneficial?”

responded no, and 1 respondent did not reply.
9. “Would your department consider participating in the design of specialized

training props?”

responded no, and 2 respondents did not reply.
10. “For a reasonable fee, and if the following classes were held, please indicate
your interest. Also, please indicate approximately how many students per year you
would send to the center.”
Table 41—Most Desired Classes by Outside Users
Approximate Number of
Outside User Class Students Per Year
Fire Related Class
Chief Officer Certification
8
Confined Space Rescue - Operations
10
Driver/Operator
21
EMS Continuing Education (EMT & EMT-P)
31
Fire Extinguishers Live Fire
33
Fire Officer Certification
13
Fire Prevention/Investigation
2
Forcible Entry Techniques
15
Incident Simulation
21
Live Burn Training - Structural
13
Rapid Intervention Crew
23
Rescue Systems I/II
18
Search & Rescue Smoke Maze Training
28
Trench Operations
10
Truck Operations Class
20
Vehicle Anatomy & Extrication
15
Ventilation
18
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Approximate Number of
Outside User Class Students Per Year
Wildland Firefighting Operations
18
HazMat Related Class
First Responder Awareness
230
First Responder Operations
170
First Responder Operations – Decontamination
136
Hazard Communication
191
IC/Scene Manager
97
Specialist
18
Technician
18
Law Enforcement Related Class
Firearms Instructor
41
Firearms Maintenance
233
Fundamentals of Marksmanship
125
Lowlight Class
279
Patrol Rifle
197
Rifle Optics
44
Tactical Firearms Training
374
Emergency Preparedness Related Class
Emergency Planning
111
Evacuation/Relocation Planning
93
ICS/NIMS/SEMS
159
Anti-Terrorism Related Class
WMD Response
116
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11. “Does your department have access to the following training facilities?”
Table 42—Outside Users’ Access to Props
Prop Type YES

Fire Related
Live Fire Burn Building 3
1
Confined Space/Trench Rescue Props
1
Training Drill Tower
0
Driver Training Simulator
1
Mock-Up Commercial/Residential Streetscape for Scenarios
3
Emergency Vehicles Operations Course
12. “Would you consider sending police recruits to the Portland/Vancouver

Regional Public Safety Training Center shooting range?”
• Out of the 23 law enforcement-related completed surveys returned, 8 responded

no, 11 responded yes, and 4 respondents did not reply.
13. “Would you consider sending fire recruits to the Portland/Vancouver

Regional Public Safety Training Center?”
• Out of the 6 fire-related completed surveys returned, 3 responded no, and 3

responded yes.
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OUTSIDE USER REVENUE FORECAST
The Outside Users Survey indicates a strong demand for training facilities, and the Partners feel
that offering classes to these users is justifiable. The Project Team members believe their planned
training center will add complementary training resources to those already available in the area.
Respondents were asked to review a list of training classes and to state whether they would send
students if the classes were offered for a reasonable tuition fee. The following table lists the
potential revenue forecast based on survey results (taken from question 10 and Table 41 above).
Table 43—Annual Outside User Revenue Forecast

Projected
Length of Class Per Student Revenue
Outside User Class Annual Students (Hours) Fee Forecast
Fire Related Class
Chief Officer Certification $350
8 40 ($500)
Confined Space Rescue - Operations $350
10 40 ($2,440)
Driver/Operator $350
21 40 $2,400
EMS Continuing Education (EMT & EMT-P) $70
31 8 $1,510
Fire Extinguishers Live Fire $35
33 4 $825
Fire Officer Certification $350
13 40 $1,250
Fire Prevention/Investigation $350
2 40 ($2,600)
Forcible Entry Techniques $70
15 8 ($23)
Incident Simulation $35
21 4 $405
Live Burn Training - Structural $140
13 16 ($2,140)
Rapid Intervention Crew $140
23 16 $910
Rescue Systems I/II $350
18 40 $360
Search & Rescue Smoke Maze Training $70
28 8 $3,605
Trench Operations $140
10 16 ($1,240)
Truck Operations Class $210
20 24 $570
Vehicle Anatomy & Extrication $140
15 16 ($1,200)
Ventilation $140
18 16 ($450)
Wildland Firefighting Operations $280
18 32 $2,400
HazMat Related Class
First Responder Awareness $70
230 8 $10,160
First Responder Operations $210
170 24 $21,840
First Responder Operations – Decontamination $70
136 8 $4,570
Hazard Communication $70
191 8 $8,750
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Projected
Length of Class Per Student Revenue
Outside User Class Annual Students (Hours) Fee Forecast
IC/Scene Manager $210
97 24 $12,450
Specialist $350
18 40 ($300)
Technician $350
18 40 $2,175
Law Enforcement Related Class
Firearms Instructor
41 40 $350 $8,410
Firearms Maintenance
233 24 $210 $31,110
Fundamentals of Marksmanship
125 24 $210 $16,350
Lowlight Class
279 4 $35 $6,135
Patrol Rifle
197 40 $350 $42,550
Rifle Optics
44 4 $35 $1,210
Tactical Firearms Training
374 16 $140 $32,560
Emergency Preparedness Related Class
Emergency Planning
111 40 $350 $25,650
Evacuation/Relocation Planning
93 8 $70 $4,530
ICS/NIMS/SEMS
159 40 $350 $35,850
Anti-Terrorism Related Class
WMD Response
116 40 $350 $16,840
Annual Total $284,483
ADDITIONAL OUTSIDE USES: COMMUNITY EVENTS PROGRAMS
In addition to supporting the training needs of the Partners and other outside users, the training
center may be a location for community event programs. These programs give the Partners a
chance to give back to the community while also enhancing the Partners’ team building, recruiting,
morale, community education and public safety awareness. The following bullets are several
typical events that may be considered for the training center. Sample flyers and public notification
announcements may be found in Appendix I.
• Technical Education Seminar
• Community Emergency Response Team (CERT) Training
• Free Health Screening Expo
• Charity Fundraising
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FACILITY ASSESSMENT
The following describes the key components, systems, and infrastructure that will eventually
comprise the full build-out of the training center. In the short term, modular structures may be used
as classroom space, storage space, and any other required support housing, until permanent
classrooms are available.
The training center objectives are as follows:
• Provide a convenient and modern facility that is cost efficient.
• Provide a facility that gives the Partners an opportunity to comply with appli
cable regulations and standards.
• Provide a facility that challenges all levels of public safety personnel.
• Provide for the safety of personnel and the general public during training
drills.
• Provide a facility that complements, with minimal duplication, other regional

training centers.
• To not be a nuisance to surrounding homes and businesses.
The following construction cost estimate has been established based on the training facilities
described in the Facility Assessment section. The costs were developed based on information
provided by the Project Team, and data gathered by IBG from existing operational facilities.
Supporting this data are cost factors such as building costs, local permit requirements, and so on.
Costs for some training-specific equipment have been provided by the equipment manufacturers.
The cost for the main administrative building containing classrooms, offices, and so on, is based
on a framed structure with a masonry and plaster mix exterior wall system and membrane roofing
with rigid insulation. The main administration building is a single story on standard spread footing
foundations and slab on grade. Interior construction is based on standard commercial construction
with gypsum board partitions, ceramic tile in restrooms, carpeted offices and classrooms, and two
by-four-foot acoustical ceiling panels. The needs assessment established the type and number of
classrooms needed to meet the training requirements. Since most classes in the needs
assessment are taught annually, the total classroom demand (number of hours per year) will
remain relatively consistent.
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NEW FACILITY PLAN DETAILS
The following is a brief description key components of the training complex. The Financial
Estimate section of this report provides a detailed cost review of all the components that will
eventually comprise the full build-out of the training center. In the short term, modular structures
may be used as classroom space, storage space, and any other required support housing, until
permanent classrooms are available. Following is a brief description of the complex key
components.
Classrooms
The training center needs a variety of different classrooms to conduct the required staff training.
The center must be able to accommodate classrooms for traditional podium lectures and hands-
on lab exercises, as well as outdoor training venues with props. Classroom types were identified
during the assessment process.
Burn Building/Drill Tower
The burn building/drill tower is a multifaceted structure. The drill tower section is 5-stories high to
accommodate interior or exterior training exercises. The burn building/drill tower will include a 2 ½
story section for residential, room-to-room type training and a one-story section for ground level
access and preparation. The burn building/drill tower will also feature a gabled roof with chop-out
areas for roof entry exercises. The building will have a mortarless brick exterior façade (available
in multiple colors). The structure will be weather-tight. Seams will be lapped and sealed to create a
structure that keeps out the elements and allows a dark interior for training exercises. The live fire
burn rooms will have the ability to accommodate either propane, natural gas or Class A burn
materials. Two different design options are available for the, one design consists of a permanent
concrete building and the other a pre-engineered, assembled metal building. Both building styles
have advantages and disadvantages.
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Emergency Vehicle Operations Course
The driving area will include a 1.5 mile high-speed course, a series of intersections, a skid pad,
two skills pads and a motorcycle training course which give the facility great versatility. In addition,
the EVOC will incorporate a simulated village allowing for scenario-based tactical training to be
added to the driving area. A secure facility on private property provides the opportunity for drivers
to focus on the training without distraction from pedestrians, animals, other vehicles, and so on.
Specialized Rescue Training (SRT)
Confined Space, Trench Rescue, and Technical Rescue—The above ground maze, trench
rescue, below ground vault, building collapse simulator, trench rescue props and other technical
rescue props are essential training props for all emergency response personnel. These props are
designed to meet Cal–OSHA mandates. Title 8 subchapter 7 article 108 section 5157 requires
annual training for personnel providing Confined Space rescue. Title 8 subchapter 4 article 6
outlines requirements for operating within a trench. These props will maximize the educational
benefit of training and provide a safe training environment. These props will also be built to any
new or anticipated Federal Emergency Management Agency (FEMA) training requirements.
Outdoor Shooting Range
The firearms facility will include a new range house structure to accommodate staff offices, armory
facilities, equipment storage, classrooms, and restroom facilities. In addition, an additional range
tower will contain an observation area as well as restrooms and storage.
Range development will include six fifteen point fifty yard ranges, one 300 yard rifle range, two
100 yard rifle ranges, and a live fire shoot house.
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ENVIRONMENTAL AND COMMUNITY IMPACT OF TRAINING
An environmental assessment is not included in this report, although the environmental impact of
the training center must be carefully considered from the start of any location or design process.
Burn Building/Drill Tower
Propane or natural gas is the preferred fuel source for live fire burn training exercises. Perhaps the
most important advantage of gas is that it is an extremely clean fuel. It emits minimal sulfur oxides
and has ultra-low emissions of particulates, carbon monoxide, and volatile organic compounds. It
burns much cleaner than gasoline, home heating oil, and diesel fuel. Since propane emits less
carbon dioxide per Btu than gasoline, residential fuel, coal, kerosene, jet fuel, and diesel fuel when
burned, propane is an excellent fuel for producing reduced emissions of greenhouse gases.
Electricity produces twice as much carbon dioxide as propane per pound of fuel burned. Propane's
environmentally-friendly traits have earned it a spot as an approved alternative clean fuel under
the Energy Policy Act of 1992 and the Clean Air Act Amendments of 1990. Also, propane is
nontoxic and insoluble in water, offering minimal risks to aquifers, groundwater supplies, and soil.
Because it quickly vaporizes within a pressurized container and is released as a gas, it doesn't
spill, pool, or leave a residue.
The theatrical smoke for live fire training will be generated using White Mineral Oil, N. F. (The Ma
terial Safety Data Sheet for the oil may be found in Appendix J.) This oil is a food-additive-grade
mineral oil. Obviously, the smoke inside the building is not a concern. It becomes a problem only
when evacuated to the outside, primarily via the exhaust fans. Leakage of smoke through win
dows and doors is usually not a problem. Under certain weather conditions (primarily low wind,
high humidity, and inversions), the smoke may linger around the burn tower or move several hun
dred feet before dissipating. The instructor may mitigate this problem primarily during unfavorable
weather conditions by limiting smoke in the building and the number of times the fans exhaust
smoke to the outside. This will cause only minor restrictions of training.
Live burn training exercises conducted inside the burn building cannot be seen from the exterior.
Exterior props will be visible and may be a distraction to those driving by and bystanders. Most
locals will become familiar with the training center operations and not pay attention once the initial
fascination wears off. The project site plan calls for trees to line the outer site perimeter. This will
help to break up sound and greatly reduce visibility concerns.
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Neighborhood relations are critical to the operation of the facility. Most people are very under
standing and supportive of public safety training. The Complex Director will keep the neighbors
involved in the process from initial design through construction and during operations. The director
will ask to be a regular guest at neighborhood meetings and provide open houses solely for those
that live around the facility. Complaints will be handled quickly and efficiently with a commitment to
adhere to prior agreements.
GOOD NEIGHBOR PROGRAM
The Training Complex will establish a “Good Neighbor Program.” This program will strive to main
tain good neighbor relationships, address mutual neighborhood concerns, and ensure a line of
open communication. The Good Neighbor Program will:
• Establish a Neighborhood Advisory Board. Members will consist of resident volun

teers.
• Hold a board meeting at least once a quarter to discuss any complaints, training
planned for the near future, and changes related to the center.
• Organize regular tours and open-house gatherings at the center. Demonstrate ac
tual training scenarios so the community will better understand the reason and
need for the training.
• Answer complaints promptly and courteously.
• Keep a log of the complaints. The log needs to contain pertinent information, such
as who made the complaint, what the complaint was, the time it was received, the
time it was answered, and the outcome.
SITE PLAN
The following drawing provides a conceptual 325 acre site for the Portland/Vancouver Regional
Public Safety Training Center based on the training hours, facilities, and equipment requirements
needed to meet the training demand identified in the needs assessment. A larger-sized illustration
can be found in Appendix D.
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Table 44—Conceptual Site Plan
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MANAGEMENT OPERATIONS PLANS
THE NEED FOR MANAGEMENT/OPERATIONS PLANS
One of the most important tasks in developing a multi-agency or regional training facility is that of
determining the appropriate management and operations plan. It is essential to draft a
comprehensive plan specifying how the facility will be governed, staffed, funded, how training will
be scheduled and delivered, and how any revenue will be handled.
It is imperative that any multi-agency government effort be protected and guided by an operational
agreement. That agreement must assign authority, rights of those involved and procedure for
addressing issues. In addition, a comprehensive agreement must identify funding requirements,
use of facilities, staffing and financial responsibilities.
Three proposed management/operations plan models were distributed to all partner agencies for
review and consideration. These three models offered options and promoted a thought process in
order to identify the most suitable management/operations plan to meet the needs of all agencies
involved with this project. The three models are located in Appendix K.
The Interact Business Group held a project team meeting on September 6, 2007 in Portland. A
detailed review of each proposed model was conducted and discussions took place in order to
identify the most suitable model. As a result of these discussions, the group identified model # 2,
the Sole Management Model, as the organizational and operational model which would best serve
their needs. Although the partners may not choose to follow all components of this model to the
letter, the outline provides them with a path to follow in order to develop the best organizational
and operational structure to meet their needs for the future.
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SOLE MANAGEMENT ORGANIZATION
Governing
Establish a Joint Powers Authority (JPA) or Interlocal Agreement between partner agencies. The
Interlocal Agreement would require the board to select one government agency to receive and
maintain the budget and operate the facility. The agreement will establish governing boards to set
all direction, budget, and will approve all operational policy and procedure for facility.
Leadership and direction for the training center organization will come through the development of
an Executive Committee. In addition, consideration should be given to establishing an Operations
Committee and Advisory Committee as appropriate. Functional descriptions of these three bodies
may be found later in this section of the report.
Staffing
A full time director, working at the direction of the established board of authority, would be hired to
manage the full operation.
Instructional staff may be hired specifically for the purpose of conducting the training programs.
Instructional staff may also be assigned to the training center by partner agencies for the purpose
of providing training to all agency staff or their specific agency only.
Additional staffing would consist of one or more office clerical staff for scheduling, record keeping
and other tasks as appropriate.
Maintenance of the facility would be provided by a permanent full-time (or part-time dependant
upon need) maintenance worker. Inmate labor provided by a partner agency may be considered.
Scheduling
All scheduled use of the facility will be accomplished through the director’s office. Scheduling may
be made only up to one year in advance.
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Training Model
There are often differences in the method or model of instruction between agencies. Agencies
could work toward a common training model or could maintain some independence in the manner
their staff is trained through scheduling and instructor qualification.
Class size would be based upon instructor and facility capacity. Students could be mixed from all
partner agencies as well as non-partner agencies as class sizes allow.
Funding
Contribution to the annual budget would be a percentage of the total costs based upon the
number of sworn personnel within the agency and in the case of the Vancouver Fire Department
desiring only to conduct driver training on the EVOC course, contribution should be based upon
the number of Operators/Engineers responsible for driving equipment (these being the only
personnel customarily receiving driver training in a fire agency) and should be pro-rated for their
percentage of shared costs to develop and maintain the EVOC facility.
Any remaining funding from year to year should roll over to each consecutive budget to be used
for the purpose of improvements and site maintenance as necessary.
Equipment
Training equipment and vehicles are donated by partner agencies to the training center and the
center maintains the vehicles. Partner agencies may also use their own equipment.
Additional Revenue Potential
Partner agencies may opt to provide contract training to non-partner agency personnel, private
sector emergency medical services providers, and other users as deemed appropriate and
desirable by the stakeholders. Plans could be established that may provide for additional non-
partner use following the first year of operation in order for a base line of use and capacity to be
established first.
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ORGANIZATION
Following are the task descriptions for the boards and committees serving the operation of the
training facility.
Executive Board
The Executive Board will be the governing body. The Executive Board will include department
heads of all partner agencies. This Board will be responsible for the development of the training
center organization, budget development and approval, policy and procedure approval, and
approval of all direction setting changes in the organization and operation.
Operations Committee
The Operations Committee will be an advisory group. The committee is a vital part of center
management and should carry considerable weight in the design, operation, and future
improvement of the facility. The committee must have equal representation from all partner
agencies and professions.
The Operations Committee must be established during the design and construction phase of the
facility. This early participation will develop a sense of ownership of the facility and promote
understanding of the budget constraints that limit the scope of the design. Each partner agency
should provide one person who will stay with the project throughout design and construction. The
Operations Committee will be responsible for oversight of construction, specialized props, interior
design specifics such as furniture and specialized equipment selection, as well as the generation
of policies and procedures that will guide the operation of the facility upon completion.
The Operations Committee should be maintained following completion of development of the

facility and should continue to meet monthly or at least quarterly as necessary to make decisions
regarding the following responsibilities.
• Reviewing of center budgets.
• Evaluating scheduling Practices.
• Developing recommendations for capital improvements.
• Reviewing staff reports on facility usage, complaints, maintenance problems, and

scheduling problems and conflicts.
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• Assisting in providing testimony and support through boards, councils,

and commissions.
PERMANENT STAFF POSITIONS
Following are the job descriptions of the permanent staff that will be assigned to the center.
Center Director
The center director is responsible for facility management, all operations conducted at the facility,
marketing, and off-site outreach programs. Following are some general items to be considered
part of the director’s duties.
• Manage day-to-day operations including facility maintenance, security, custodial

work, multimedia equipment, etc.
• Oversee facility scheduling to ensure that there are no conflicts, priorities are
being met, and there is uncomplicated access to the facility.
• Market the facility and programs to public safety agencies and private enterprises.
• Manage the center budget and prepare required annual, quarterly, and monthly
reports for the Executive Board and Operations Committee.
• Develop contracts and agreements with vendors, users, agencies, and other
customers. Ensure that liability waivers and insurance requirements are executed
for all outside users of the facility.
• Develop, coordinate, and account for the invoicing of agencies and customers as
applicable.
• Notify agencies of scheduled repairs and facility deficiencies that may affect
scheduled training.
• Provide a training environment conducive to cooperation, learning, and safety.
• Serve as the primary point of contact for neighbor complaints and concerns. The
director should also attend neighborhood meetings and provide tours of the
facility.
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The following table describes the center director position.
Table 45—Center Director Job Description
Center Director
Principal Assignment Description of Assignment Performance Standard
Oversee all aspects of center Ensure that the facility is kept in good repair, all
Center Operation operation. buildings are secure and clean, surrounding grounds
well kept, and props are in good repair.
Supervise all of the center staff and Ensure that the staff is professional and efficient.
instruction personnel assigned to the Staff must demonstrate a good attitude and work well
Supervision
center. with the public, partnering agencies, and fellow
employees.
Oversee the development of the Take responsibility for budget accuracy. Develop
center budget and expenditures. budget proposals. Ensure that all expenditures meet
applicable regulations and are within budget. Keep
Budget the Executive Board fully advised of the financial
aspects of the center operation.
Promote the center to local, state, Develop marketing strategies and plan. Oversee
Marketing and regional law enforcement, fire, promotional material. Attend conferences. Provide
and EMS agencies. tours. Develop and promote seminars and classes.
Work closely with partnering agencies Treat all partnering agencies equally and fairly.
and ensure they have access to the Partnering agencies must also be provided priority
Agency Coordination
center. use of the center scheduled in accordance with local
agreements, and the Operations Plan.
Administrative Assistant
The administrative assistant is supervised by the center director and assists with the director’s
duties. This administrative assistant serves as the primary point of contact for students, agencies,
and 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 director in his or her absence.
Table 46—Administrative Assistant Job Description
ADMINISTRATIVE ASSISTANT
PRINCIPAL ASSIGNMENT DESCRIPTION OF ASSIGNMENT PERFORMANCE STANDARDS
Provide support for the training center director Assist Director as requested, with a high
of the Portland/Vancouver Regional Public degree of accuracy.
Safety Training Center.
Administrative Support Prepare daily reports accurately.
Maintain daily usage reports of who is using
the facility, how many students are in atten
dance, and training hours.
Prepare report in a timely manner to be
Prepare a monthly report of facility usage and presented at monthly staff meeting.
occupancy percentages.
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Receive complaints in a pleasant and em
Receive and record complaints. Refer to the pathetic manner. Forward to Director in a
appropriate party for follow-up. timely manner.
Assist with arranging training sessions and Accurately coordinate arrangements with
seminars, including catering. training contracts.
Maintain a database of contacts for marketing Accurately add and remove database in
training sessions and seminars. Design and formation for currency. Design copy for
prepare marketing brochures. Prepare bulk marketing materials for timely dissemination
mailings. by bulk mail.
Maintain registration records for training ses Accurately take registration information and
sions/seminars. confirm course dates and times.
Maintain log of propane/natural gas usage for Using reports provided, log natural gas
the burn building and props. Invoice appropri usage and invoice with 99% accuracy.
ate agencies for costs involved.
Maintain an emergency contact list of person Keep a list of contact information current
nel assigned to the training center. and confidential.
Assist training center and partnering agency Immediately address any prob
staff with functions as needed. lems/concerns with various functions. Pro
vide assistance as soon as possible.
Create forms for center staff use.
Assist maintenance staff with opening and

securing buildings.
Coordinate special center classes. Keep ros

ters on partnering and non-partnering agency
personnel. Do billing as required.
Assist with gathering of information and writ Write quality proposals to funding agencies
Grant Writing ing and submitting proposals for grant funding for applicable projects in a timely manner
with the approval of the Director. and within grant guidelines.
Assist the director in scheduling usage of the As required, schedule use of the facilities
Scheduling facility, confirm reservations with users, and accurately and confirm in a timely manner.
maintain files of use requests.
Greet staff, students, visitors and general Ensure that telephones are answered
public, giving directions as appropriate. An promptly and pleasantly. Provide informa
Reception
swer telephones and take messages. tion when possible. Messages to be clear
and complete.
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Date-stamp and distribute mail arriving in the Process incoming mail twice daily.
Mail
administrative offices.
Xerox copies of materials as requested by Report usage on a monthly basis. Report
staff. Provide assistance to agency personnel problems or outages with copier immedi
Xeroxing using copy machine. Report usage and out ately to repair technician.
ages of copy machine to appropriate depart
ment.
Keep accurate and complete files of pending Keep files accurately and in a system
Filing assignments and work completed. whereby another individual could find nec
essary information in case of absence.
Run errands to places such as, Community Do errands as needed in a timely manner.
College campuses, various law enforcement
Errands
and fire agencies, office supply store, or other
vendors.
Assist students and staff. Assist public safety program staff and stu
dents as necessary with information such
College Support as course requirements and application

processes. Assist program coordinators
with various projects and record keeping.
Maintain complete confidentiality with regard Maintain complete confidentiality with 100%
to student records and activities and business accuracy.
conducted through the training center.
Conduct training center tours.

Other duties as assigned. Accompany visitors on tours of the facility,
Other providing information where appropriate.
Computer Programs
Run computer programs. Schedule tours as required.
Complete other duties as assigned.
Maintain knowledge of software programs,

for example, Word, Excel, and Access.
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Maintenance/Repair Specialist
The specialized systems of the shooting range and burn tower require a maintenance/repair
specialist. This person will need to be trained in the maintenance of the burn building/drill tower
props, shooting range equipment, and other specialized equipment. This person will also be
responsible for training instructors and facilitators in the use and simple repair of equipment and
props. This position will be supervised by the director while being closely tied to the buildings and
grounds department.
Table 47—Maintenance/Repair Specialist Job Description

MAINTENANCE / REPAIR SPECIALIST
Perform skilled carpentry, mechanical, electri Perform at the journeyman level in at least
cal and plumbing tasks throughout the com two of the categories in “Description of
General Maintenance plex. General maintenance also includes ba Assignment,” and have a basic knowledge
sic locksmithing, fire sprinkler system repair, of the remaining categories.
painting, and door and furniture repairs.
Perform specialized maintenance and preven Attend factory training in specialized sys
tive maintenance on computerized armory tems. Once trained this person will be ex
Specialized Maintenance
target system, outdoor burn props, and indoor pected to perform most of the maintenance
burn props. on specialized systems.
Maintain and program computerized facility Complete provided basic training in all facil
Facility Systems and systems including the HVAC system. ity systems and perform basic and regular
HVAC
preventative maintenance.
Oversee and verify contracted repair work. Work closely with the center director in
Purchase specialized prop maintenance, developing contracts with vendors. Periodi
Contracted Repair,
Janitorial and Custodial supplies, parts, and equipment. Establish cally verify that contracts are being properly
Oversight contracts with vendors and contractors and executed.
coordinate their activities.
Work closely with the center director on facility Provide technical assistance in developing
capital improvements; including plan and bid and reviewing plans and bids for capital
Facility Improvements
development, contractor oversight, and final improvements.
acceptance.
Assist the center director in the development This position will prepare the custodial,
of the facility budget; including recommenda maintenance, and repair portion of the
Budgets
tions, cost tracking, and year-end analysis. budget. In addition this position will insure
that costs stay within the prescribed budget.
Operating within prescribed budgets to make Follow applicable rules and regulations
Purchasing
purchases related to this job description. concerning purchasing.
Ensure that all classroom multimedia equip Perform minor troubleshooting and repairs
Multi-media ment is operating correctly. Develop schedule of multimedia equipment. Keep adequate
for replacement and repair. replacement parts and equipment available.
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Training Facilitators
The center also requires trained facilitators. These facilitators should be present at all training
operations requiring the use of center equipment and facilities. The Portland/Vancouver Regional
Public Safety Training Center may choose either to provide these facilitators at a cost to the
agencies or to train user agency personnel to function as facilitators. Specific areas requiring
facilitators in public safety training facilities are burn buildings, drill towers (with the burn props),
and the shooting ranges. Facilitators may also be responsible for providing access to buildings,
equipment, and classrooms; and for monitoring safety at the facility.
The shooting range will also require a range master to be present at all shoots. High-risk shoots
may require additional assistant range masters. Most law enforcement agencies have dedicated
range masters on their staff to oversee their own operations. Portland/Vancouver Public Safety
Training Center may choose to provide its own range master to protect the center’s interests or to
oversee multi-agency shoots. Retired law enforcement officers are often available to fill this role
for part-time employment.
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Table 48—Training Center Organization Chart
JPA Governing Board/ Executive

Board
Operations Committee User Agencies Advisory

Committee
Director Agency Training Managers
Support Staff Training Staff
Maintenance Staff Trainees
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FINANCIAL ESTIMATE
The following describes the components, systems, and infrastructure that will eventually comprise
the full build-out of the training center. In the short term, modular structures may be used as
classroom space, storage space, and any other required support housing, until permanent
classrooms are available.
The training center objectives are as follows:
• Provide a convenient and modern facility that is cost efficient.
• Provide a facility that gives the Partners an opportunity to comply with appli
cable regulations and standards.
• Provide a facility that challenges all levels of public safety personnel.
• Provide for the safety of personnel and the general public during training
drills.
• Provide a facility that complements, with minimal duplication, other regional

training centers.
• Save overtime and travel costs by keeping units within their boundaries.
• To not be a nuisance to surrounding homes and businesses.
The following construction cost estimate has been established based on the training facilities
described in the Facility Assessment section. The costs were developed based on information
provided by the project team, and data gathered by IBG from existing operational facilities.
Supporting this data are cost factors such as building costs, local permit requirements, and so on.
Costs for some training-specific equipment have been provided by the equipment manufacturers.
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The cost for the main administrative building containing classrooms, offices, and so on, is based
on a framed structure with a masonry and plaster mix exterior wall system and membrane roofing
with rigid insulation. The main administration building is a single story on standard spread footing
foundations and slab on grade. Interior construction is based on standard commercial construction
with gypsum board partitions, ceramic tile in restrooms, carpeted offices and classrooms, and two
by-four-foot acoustical ceiling panels. The needs assessment established the type and number of
classrooms needed to meet the training requirements. Since most classes in the needs
assessment are taught annually, the total classroom demand (number of hours per year) will
remain relatively consistent.
The following tables summarize the cost and cost “horizons” inflation factors for five, ten and 15
years, and finally cost estimates for combining both departments. Detail cost sheets supporting
the following summary may be found in Appendix E.
Table 49—Project Cost Estimate, Police Component

Summary of Project Costs
ITEM
POLICE FACILITY SUMMARY TOTAL
SUB TOTAL * TOTAL
Construction Costs
Site Improvements $15,823,680 $17,406,048.00
EVOC Site Components $25,521,570 $28,073,727.00
Fire Arms Site Components $6,705,480 $7,376,028.00
Training Building $15,840,169 $17,424,186
Fire Arms Building $5,714,946 $6,286,441
EVOC Building $1,087,624 $1,196,386
Total $77,762,816
Portland Construction Factor -add 10% *
Administration
Legal, Fiscal and Administration $100,000
Geotechnical $125,000
Survey $60,000
Total $285,000
Fees
Program Management Fees $77,762,816 8% $6,221,025
A&E Design and Bidding Fees $77,762,816 10% $7,776,282
Landscape / Civil Engineering $77,762,816 5% $3,888,141
Reimbursable Expense LS $1,000,000
Special Inspections and Testing $250,000
Total $19,135,448
Total Project Costs $97,183,264
Total - 5 Year Horizon 120% $116,619,916
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Table 50—Project Cost Estimate, Fire Component
Summary of Project Costs

ITEM
FIRE FACILITY SUMMARY TOTAL
SUB TOTAL * TOTAL
Construction Costs
Site Improvements $2,258,760 $2,484,636.00
Fire Props $10,273,260 $11,300,586.00
Training Building 35,000 sq. ft. $ 250 $8,750,000 $9,625,000
Total $23,410,222
Portland Construction Factor -add 10% *
Administration
Legal, Fiscal and Administration $25,000
Geotechnical $50,000
Survey $30,000
Total $105,000
Fees
Program Management Fees $23,410,222 8% $1,872,818
A&E Design and Bidding Fees $23,410,222 10% $2,341,022
Landscape / Civil Engineering $23,410,222 5% $1,170,511
Reimbursable Expense LS $150,000
Special Inspections and Testing $50,000
Total $5,584,351
Total Project Costs $29,099,573
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ANNUAL OPERATIONS AND MAINTENANCE EXPENSES
The following table provides an estimate of the annual O&M costs over a seven year period. An
annual inflation factor of 3.2% is used. The table illustrates the annual operations and
maintenance cost impact of phasing the construction of the facility. Years one, two, and three
reflect construction and operation of the drill ground training props and use of pre engineered
modular structures for administration and classroom activities. Year four reflects the beginning of
the operation of the permanent building that will house all the activities previously conducted in the
modular structures such as administration and classrooms. By year two, a second full-time
administrative assistant position should be added to handle administration, planning, and
marketing for the arrival of outside students to the training facility. The cost to operate and
maintain the training facility on an annual basis is separated into the following categories:
• Permanent Building Structure—These costs include roof maintenance, heating

and air conditioning, lighting, roads, paths and walkways, landscaping, and so on.
• Staff Expenses—These costs are for full-time personnel stationed at the center.
• Annual Prop Maintenance—These costs include costs directly associated with the
delivery of training and equipment maintenance (e.g., repair of live burn props, re
pair and replacement of range targets.
• Police and Fire O&M costs are illustrated by separate spreadsheets
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Table 51—Annual Police Operations and Maintenance Costs
ANNUAL POLICE OPERATIONS AND MAINTENANCE COSTS

Sq. Ft.
Size Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year7
11
Permanent Staff
Center Director $79,125 $81,657 $84,270 $86,967 $89,750 $92,622 $95,585
Administrative Assistant - $49,200 $50,774 $52,399 $54,076 $55,806 $57,592
Administrative Clerk - - $39,900 $41,177 $42,494 $43,854 $45,258
Two, Full Time Mainte
6
nance Person $45,000 $90,000 $92,880 $95,852 $98,919 $102,085 $105,352
Pre-Engineered Buildings
Modular Building Set-
1, 3
Up $60,000
Module Rent Payment -
2
4 Units $20,000 $20,000 $20,000
Utilities (2,400 Total
4, 5
Square Feet) $14,400 $14,861 $15,336
5
Permanent Building Structure
Training Building 82,711 $496,266 $512,147 $528,535 $545,448 $562,903 $580,916
Range Building 27,914 $167,484 $172,843 $178,374 $184,082 $189,973 $196,052
EVOC Building 7,553 $45,318 $46,768 $48,265 $49,809 $51,403 $53,048
Police Annual Prop Maintenance
Range Targeting Sys
7
tem
Consumables (assumes
7
cardboard targets) $4,000 $4,128 $4,260 $4,396 $4,537 $4,682 $4,832
7
Equipment Repairs warranty warranty warranty $3,000 $3,096 $3,195 $3,297
EVOC Area Repairs $4,000 $4,128 $4,260 $4,396 $4,537
Maintenance Other Site
Props $5,000 $5,160 $5,325 $5,496 $5,671
Ongoing Expenses
Marketing For Outside
Users $2,500 $2,580 $2,663 $2,748 $2,836 $2,926 $3,020
Misc. Supplies $1,000 $1,032 $1,065 $1,099 $1,134 $1,171 $1,208
Total Annual O&M Expenses $226,025 $972,526 $1,051,907 $1,052,100 $1,085,767 $1,120,512 $1,156,368
NOTES:
1) Modular size, 20'x40', three modules for classrooms, one for administrative offices.
2) Approximate monthly rental rate, $5,000/yr/module, 36-month commitment.
3) Site work set-up is estimated at approximately $15,000 per module.
4) Costs includes all utilities, plus plumbing, electrical, janitorial, landscaping.
5) Cost based on maintenance cost of $6.00/s.f. Estimate provided using historical utility bills provided by the departments.
6) The Equipment Technicians would be full time in year two.
7) Cost furnished by manufacturer.
8) Costs are estimates based on experience of the Interact Group.
9) All costs use 3.2% per year inflation.
10) Cost of training instructors not included in this estimate.
11) Staff Costs include 36% benefits
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Table 52—Annual Fire Operations and Maintenance Costs
ANNUAL FIRE OPERATIONS AND MAINTENANCE COSTS

Sq. Ft.
Size Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year7
11
Permanent Staff
Center Director $0 $0 $0 $0 $0 $0 $0
Administrative Assistant - $49,200 $50,922 $52,704 $54,549 $56,458 $58,434
Administrative Clerk - - $0 $0 $0 $0 $0
One, Full Time Mainte
6
nance Person $25,000 $25,800 $26,626 $27,478 $28,357 $29,264 $30,201
Pre-Engineered Buildings
Modular Building Set-
1, 3
Up $30,000
Module Rent Payment -
2
2 Units $10,000 $10,000 $10,000
Utilities (1,200 Total
4, 5
Square Feet) $14,400 $14,861 $15,336
5
Permanent Building Structure
Training Building 35,000 $210,000 $216,720 $223,655 $230,812 $238,198 $245,820
Fire Annual Prop Maintenance
Burn Building/Drill
7
Tower warranty $5,000 $5,160 $5,325 $5,496 $5,671 $5,853
Training Consumables
7, 8
(water, linings, etc) $8,000 $8,256 $8,520 $8,793 $9,074 $9,365 $9,664
Propane and nature gas
for live fire burns $5,100 $5,263 $5,432 $5,605 $5,785 $5,970 $6,161
Burn Prop Spanning $1,200 $1,238 $1,278 $1,319 $1,361 $1,405 $1,450
Maintenance of live
7
burn props $4,000 $4,128 $4,260 $4,396 $4,537 $4,682 $4,832
Maintenance Other Site
Props $5,000 $5,160 $5,325 $5,496 $5,671 $5,853 $6,040
Ongoing Expenses
Marketing For Outside
Users $2,500 $2,580 $2,663 $2,748 $2,836 $2,926 $3,020
Misc. Supplies $1,000 $1,032 $1,065 $1,099 $1,134 $1,171 $1,208
Total Annual O&M Expenses $106,200 $342,518 $353,307 $338,618 $349,612 $360,963 $372,683
NOTES:
1) Modular size, 20'x40', two modules for classrooms and office shared
2) Approximate monthly rental rate, $5,000/yr/module, 36-month commitment.
3) Site work set-up is estimated at approximately $15,000 per module.
4) Costs includes all utilities, plus plumbing, electrical, janitorial, landscaping.
5) Cost based on maintenance cost of $6.00/s.f. Estimate provided using historical utility bills provided by the departments.
6) The Equipment Technician would be full time in year two.
7) Cost furnished by manufacturer.
8) Costs are estimates based on experience of the Interact Group.
9) All costs use 3.2% per year inflation.
10) Cost of training instructors not included in this estimate.
11) Staff Costs include 36% benefits
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FUNDING ALTERNATIVES
It has been the experience of the Interact Business Group that federal and state funding avenues
for law enforcement and fire training facilities are not readily available. Most state and federal
government agencies take the approach that facilities (bricks and mortar) are the responsibility of
the local jurisdiction. This section of the report will provide with some guidelines and identification
of grant opportunities, and several other funding potentials including development impact fees,
Tax-Exempt Municipal Leasing, public conveyance, homeland security grants, and surplus
property sales.
GRANTS OVERVIEW
When evaluating potential grant programs, it is important to realize that grants are offered to solve
some governmental or societal problem. Foundation and government grants fill very specific
niches. Based on an evaluation of national, state, and local grant programs, there appears to be
no current interest in the building and construction of law enforcement or fire training academies.
Even in program areas that would appear to have a similar interest and mission, such as
Homeland Security, there is a limit as to how far the funding can be spread around a variety of
missions including border patrol, port and airport security, law enforcement, fire service, and
emergency medical service. With that said, grant programs do exist that will help offset the cost of
facility, curriculum development and delivery, equipment, supplies, and furnishings.
Most government grants address equipment, public education, and consumable supply needs. For
example, the Kalamazoo Public Safety Department in Kalamazoo, Michigan, recently received a
$150,000 federal grant from the Federal Emergency Management Agency (FEMA) for class-
delivery equipment, such as television monitors, overhead projection systems, and electronic
blackboards, for training activities.
A large share of grants for emergency service agencies comes from the federal government. This
funding generally flows through to each state and then on to local governments. Exceptions to this
rule would include the Firefighters Assistance Grant Program where funds flow directly from the
federal agency to the local fire departments. This section of the business plan will track and review
the flow of grants from federal sources to local agencies. Although few grant programs offer
opportunities for a training academy, it is important to document where the grant funding is being
spent.
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Below are descriptions of several funding resources that should be reviewed.
ASSISTANCE TO FIREFIGHTERS PROGRAM (AFG)
“Primary Goal —To provide assistance to meet the emergency response needs of fire
departments and nonaffiliated EMS organizations.”
The AFG program awards grants directly to fire departments of a State to enhance their ability to
protect the health and safety of the public and firefighting personnel, with respect to fire and fire-
related hazards. Grants are awarded on a competitive basis to applicants that address AFG
program priorities, demonstrate financial need, and demonstrate the benefit to be derived from
their projects.
The AFG Program is conducted by the Preparedness Directorate’s Office of Grants Training in
cooperation with the United States Fire Administration. The Preparedness Directorate’s Office of
Grants Training is the principal Federal agency responsible for the preparedness of the United
States for acts of terrorism, including coordinating preparedness efforts at the Federal level, and
working with all State, local, tribal, parish, and private sector emergency response providers on all
matters pertaining to combating terrorism, including training, exercises, and equipment support.
To support this mission, the Preparedness Directorate’s Office of Grants Training administers a
number of programs that provide a wide array of support to our nation's emergency preparedness
and response community.
The primary goal of the Assistance to Firefighters Grants (AFG) is to meet the firefighting and
emergency response needs of fire departments and nonaffiliated emergency medical services
organizations. Since 2001, AFG has helped firefighters and other first responders to obtain
critically needed equipment, protective gear, emergency vehicles, training, and other resources
needed to protect the public and emergency personnel from fire and related hazards. The National
Preparedness Directorate in the Federal Emergency Management Agency administers the grants
in cooperation with the U.S. Fire Administration. For fiscal year 2005, Congress reauthorized the
Assistance to Firefighters Grants for an additional 5 years through 2010. Throughout the process,
career organizations will be competing against other career organizations for up to 45 percent
(45%) of the available funding. Volunteer and combination organizations will compete among each
other for at least 55 percent (55%) of the available funding. Historically, less than 10 percent
(10%) of the applications we receive for AFG program funding are from career organizations.
Therefore, the funding levels may not reach the 45 percent (45%) ceiling for career organizations.
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• A complete copy of the AFG program guide (59 pages) may be downloaded the
following website: http://www.firegrantsupport.com/docs/2007AFGguidance.pdf
• A complete summary of 2007 Application Statistics AFG awards may be viewed at the
following web site: http://www.firegrantsupport.com/docs/2007AFGAppStats.pdf
DEVELOPMENT IMPACT FEES
Impact fees, or development fees, are expenditures that developers are required to make as a
precondition to approval of their project. Impact fees are generally used to finance roads, schools,
affordable housing, transit systems and other projects and services in municipalities throughout
the United States. The fees are frequently passed on by developers to purchasers in the price of a
new property and, therefore, increase the cost of housing and decrease the profitability of a
particular project.
A recent example of Development Impact Fees may be found in Fremont California.
New development increases the demand for health and safety services provided by the City,
affects the quality of the community's infrastructure, and increases the need for public facilities.
Impact fees help pay for the cumulative impact of new development through infrastructure
improvements and additions, thereby also contributing to the community's economic
development. Depending on the type of your project, it may be subject to one or all of the
following fees.
• Park Facilities
• Park Dedication In-Lieu (parkland)
• Capital Facilities (e.g., police station, City offices, library)
• Traffic (e.g., highway interchanges, street improvements, and traffic signals)
• Fire Facilities (e.g., fire and emergency medical equipment and stations)
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Fremont uses a range of funding sources to pay for the improvements listed above. Impact fees
are only one source and represent the share of the cost of the improvements generated by new
development. Impact fees are not used to correct deficiencies in existing infrastructure.
Documents detailing Fremont's standards and the improvements funded by the fee program are
available for your review. Please ask the Development Services Center staff if you would like this
information.
TAX-EXEMPT MUNICIPAL LEASING
Municipal leases are available only to tax-exempt entities such as school districts or municipalities
(Section 265(b)(3) of the Internal Revenue Code). Under this type of lease, the leaser does not
have to pay taxes on the interest portion of the lessee's payments, and can offer an interest rate
that is lower than the usual rate for financing leases. Because of restrictions against multi-year
liabilities, the municipality specifies in the contract that the lease will be renewed each year. This
places a higher risk on the leaser, who must be prepared for the possibility that funding for the
lease may not be appropriated. Therefore, the leaser may charge an interest rate as much as 2%
above the tax-exempt bond rate, but still lower than rates for regular financing leases. Even so,
municipal leases are generally faster and more flexible financing tools than tax-exempt bonds.
Following are several benefits of tax-exempt lease benefits the government in a variety of ways,
including:
• Lower Interest Rates–The interest rates on tax-exempt lease/purchase transactions

are lower than those offered on comparable taxable transactions, and thus save you
money.
• No Bond Election Required–In nearly all cases, no expensive, time-consuming bond

election is required. Since the lease contains a non-appropriation of funds clause, it
does not count against the government’s debt limit nor is it subject to normal debt
incurrence procedures.
• Acquire Current Technology–Obtain tech refresh, upgrades and modifications

smoothly and easily. With a master lease structure, the government can acquire new
technology as it is developed or required without beginning the financing process from
scratch.
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• 100% Financing–Lease the entire asset solution, including desktop, network and
datacomm hardware, software, services and incidental equipment.
• Wide Range of Assets–Leasing is not just for IT acquisition. Any asset essential to
the government’s operation can qualify for a leasing program.
• Convenience–With leasing, the government gets vital equipment immediately with far
less complicated documentation than for a bond, and can structure the lease so that
the equipment is paid for over its useful life.
• Flexibility–Leases can be long or short, paid monthly, quarterly or annually, and can
be tailored to match the ways in which project funds are expended and benefits from
equipment are obtained.
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FEDERAL ASSISTANCE RECOURSES
The following table lists sources of information on federal agencies, opportunities, and guidelines
for grant submittal.
Table 53—Grant Reference Table
Grant Reference Source Corresponding Web Site Address

Firefighting.com Grant HQ (reference http://www.firefighting.com/grants/GrantHQ.asp
source)
http://www.firehouse.com/funding/
Firehouse.com Funding (reference source)
National Volunteer Fire Council Federal http://www.nvfc.org/federalfunding.html

Government Funding Fact Sheet (reference
source)
Community Facilities Grant Program http://www.rurdev.usda.gov/rhs/cf/cp.htm
http://www.cfda.gov/
Catalog of Federal Domestic Assistance
DOJ/Office of Justice Programs Funding http://www.ojp.usdoj.gov/fundopps.htm

Opportunities
Hazardous Materials Emergency Prepared http://hazmat.dot.gov/hmep.htm
ness Grant Program
Western States Fire Grants http://www.fs.fed.us/r6/rogue/media-1-05-04-nr.htm
First Gov Web site (one-stop access to all http://www.firstgov.gov/

online U.S. federal government resources)
Very large web site, all things federal http://www.fedgrants.gov/
Finding and “how to” advice on federal

http://www.grants.gov/
grants
For-a-fee grant finding and writing Web site http://www.grantsoffice.com
For-a-fee service providing direction to pri

http://www.fdncenter.org/
vate grant foundations
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CONCLUSION
Increasing demands for safety and a superior trained workforce are issues that confront and
challenge all emergency response agencies across the nation. Dedicated training facilities provide
numerous benefits that help streamline training efforts and allow for more consistent, realistic, and
repeatable training exercises. Following are several other key benefits of dedicated training
facilities.
LEADERSHIP AND COMMITMENT
The environment in which employees are expected to learn is often challenging. An adverse
psychological impact on the education of emergency responders occurs when they are subjected
to inadequate training facilities and logistical support to meet their ongoing needs. Creating a
proper training center demonstrates leadership and commitment to citizens, employees, and other
agencies.
ONGOING TRAINING
Having local and consistent access to training props and classrooms will enable the Partners to
improve the quantity and quality of emergency response training. The Partners will no longer be
forced to design classes based on their restricted access to the limited physical resources of other
departments. A dedicated training facility will allow personnel to learn new skills and hone existing
ones. Further, a local facility will offer access to simulators for training, enabling the utilization of
training technology on an ongoing basis. Emergency response personnel will greatly benefit from
a modern training center where timely, consistent, and verifiable training can be conducted.
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NON-MONETARY BENEFITS
A new training facility in the Portland area will have many intangible benefits. A dedicated facility
will provide a less costly, better-trained, and more coordinated field service workforce to serve the
citizens of and visitors to the area. Many non-monetary advantages will be realized from
establishing a dedicated training facility. Some examples of these benefits are identified below:
• Improved training capability.
• Better-prepared emergency response personnel.
• Reduced risk of injuries and deaths of trainees, civilians, and emergency re
sponders.
• Increased teamwork abilities of emergency services staff due to a better under

standing of duties and job responsibilities.
• Predictable, consistent training.
• Ongoing training: with the assistance of new training props and classrooms, the
fire and police departments will be able to provide the quantity and quality of train
ing needed in a variety of areas.
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EXECUTIVE SUMMARY .............................................................................................................. 7

MISSION, VISION, AND VALUE STATEMENTS ............................................................................ 13

Portland/Vancouver Regional Public Safety Training Center ...........................................13

Portland Police Bureau......................................................................................................13

Multnomah County Sheriff’s Office....................................................................................14

Washington County Sheriff’s Office ..................................................................................14

Vancouver Police Department ..........................................................................................15

Vancouver Fire Department ..............................................................................................16

Hillsboro Police Department..............................................................................................16

Clackamas County Sheriff’s Office....................................................................................17

Beaverton Police Department ...........................................................................................18

Gresham Police Department.............................................................................................20

Clark County Sheriff’s Office .............................................................................................20

Portland Community College ............................................................................................20

The City of Portland...........................................................................................................25

The City of Gresham .........................................................................................................28

The City of Beaverton........................................................................................................29

The City of Hillsboro ..........................................................................................................31

The City of Vancouver.......................................................................................................32

The County of Multnomah .................................................................................................37

The County of Clackamas .................................................................................................38

The County of Washington................................................................................................40

The County of Clark ..........................................................................................................43

Portland Community College ............................................................................................46

Benefits to Improved Training Facilities ............................................................................47

Project Team .....................................................................................................................57

EXISTING TRAINING CONDITIONS ............................................................................................ 59

Portland Police Bureau......................................................................................................60

Gresham Police Department.............................................................................................63

Beaverton Police Department ...........................................................................................63

Hillsboro Police Department..............................................................................................64

Vancouver Police Department ..........................................................................................65

Vancouver Fire Department ..............................................................................................67

Multnomah County Sheriff’s Office....................................................................................67

Clackamas County Sheriff’s Office....................................................................................68

Washington County Sheriff’s Office ..................................................................................69

Clark County Sheriff’s Office .............................................................................................71

Portland Community College ............................................................................................72

REPORT METHODOLOGY ........................................................................................................ 75

Needs Assessment Methodology......................................................................................75

NEEDS ASSESSMENT ............................................................................................................. 77

Training Class Detail .........................................................................................................78

Training Prop Efficiency ....................................................................................................81

Staff Growth Forecasts......................................................................................................83

Beaverton Police Department, Five- and Ten- Year Forecast ..........................................84

Clark County Sheriff’s Office, Five- and Ten- Year Forecast............................................86

Hillsboro Police Department, Five- and Ten- Year Forecast ............................................87

Multnomah County Sheriff’s Office, Ten- Year Forecast ..................................................88

Portland Police Department, Five- and Ten- Year Forecast .............................................89

Vancouver Police Department, Five- and Ten- Year Forecast .........................................90

Washington County Sheriff’s Office, Ten- Year Forecast .................................................91

OUTSIDE USER REGIONAL TRAINING ...................................................................................... 92

Outside User Revenue Forecast.....................................................................................100

Additional Outside Uses: Community Events Programs.................................................101

FACILITY ASSESSMENT ........................................................................................................ 102

New Facility Plan Details.................................................................................................103

Environmental and Community Impact of Training .........................................................105

Good Neighbor Program .................................................................................................106

Site Plan ..........................................................................................................................106