1.

What specifically did you do to address these concerns about distrust with
Captains/Chief after the pair of 2011 reports?
We did a lot:
1. We overcame the requirement for officers to work 43 hours at straight pay before
being eligible for overtime, reducing that number to 40.
2. We completely overhauled the pay plan and implemented a highly competitive Stepand-Grade plan. This plan is popular and common in the police industry.
3. We obtained $3 million through a Loveland City Council appropriation for the
replacement of the current records management system. This was in response to the
2011 concerns about redundant computer data entry and inefficient use of time.
4. We initiated a comprehensive work load study for the entire department and
presented the findings to our City Council in August 2013. The result was City
Council adoption of a resolution calling for a 10-year staff and resource plan for the
Police Department, a plan that gives the Police Department the highest priority in
General Revenue budgeting.
5. We created and implemented a supervisor development program for line officers.
Participating officers receive classroom supervisory training and are provided with an
opportunity to test drive shift supervision for two weeks. During those weeks,
supervisor trainees are granted all of the authority, responsibility, and compensation
that police sergeants have.
6. Capt. Rob McDaniel assumed command of the SWAT team and by showing respect
and loyalty to the team, he in turn earned the respect and loyalty of the entire team.
7. We obtained an $18 million commitment from the Loveland City Council for the
development of a law enforcement training facility for shooting and driving.
2. Do you feel like you did enough?
We felt that our response met the challenge. Survey results since then show us that we
still have more work to do.
3. How do you respond to a documented perception of your leadership as being part of a
good ole boys club?
I am not aware that this perception is documented. Can you provide me with the location
in which you found it documented?
4. Why, in the four years between surveys, do you think your FOP disapproval numbers
worsened from 55 percent to 64 percent? And how do you account for 75 percent
disapproval with captains in 2011 AND 2015?
Three reasons:
Short staffing As I pointed out in my last response to you, the Loveland Police
Department has committed itself to work shorthanded as opposed to lowering its
hiring standards of high integrity and character. Unfortunately, in todays times, men
and women that can meet the standards of the Loveland Police Department are harder
to find.
A second contributing factor to short staffing lies in the fact that in 2009, during the
Great Recession, the agency was compelled to reduce its work force. At that time the

Police Administration combined two full time Training and Personnel positions into
one full time function. The result has been work overload and reduced efficiency for
the assigned Personnel/Training Sergeant. We are taking steps to overcome this
problem by requesting funding in the 2016 budget to hire a civilian human resource
professional.

Discipline The captains have been called upon to carry out just discipline on a
number of occasions since 2011, with a number of employees. In each instance, the
subject employees were afforded due process along with confidentiality from the
police administration related the findings and the discipline. The employees who were
subject to the discipline are not bound by confidentiality and some have aired
grievances with other member of the rank and file about how they felt mistreated by
the police administration.

Communication This is a discipline where perfection does not exist in any police
agency and improvement is always possible. The captains and I will invest significant
amounts of time in order to enhance trust between the Administration and line level
employees. We will do this by spending more time with employees one-one-one and
in small groups as a means of listening, understanding, and responding effectively to
work environment concerns.

These two realities, I believe, have lowered the approval ratings of the captains and me.
5. You say in your email to staff that Capt. Klinger has always served the best interests
of LPD. What makes you think he will be better served as a captain outside of
operations? And how many times has he (and other captains) been rotated while
working with LPD?
What makes you think this is whats best for the department given the
continued distrust and frustration between line officers and captains/yourself?
What is the current captain structure (who is in charge, as of Aug. 17, of what
divisions?) Are there any additional plans to reassign individuals?
Is the 12-hour in-service training to address FOP concerns? And is this really
enough?
To your first question: The Operations (uniformed) Division has the largest staff, and
therefore presents the most taxing management assignment, of the three police divisions.
The Operations Division is where the rubber meets that road with public contact, and that
also presents more management challenges. Examples include: meeting minimum
staffing levels, handling citizen complaints, monitoring the use of force, managing
policies around police pursuits, overseeing the training schedule, and administering
proper discipline. Because Capt. Klinger effectively accomplished these tasks in the
Operations Division, I am confident he will be successful in a less arduous division
assignment.

To your second question: I have rotated the Captains three times during my 10 years as
police chief.
To your three bulleted points:
I am transferring Capt. Tim Brown to Operations. He possesses a well-earned
reputation for being both compassionate and empathetic with LPD staff. He will use
these attributes to build trust and productive work relationships.
The agency possesses three work divisions. They are: Operations, Services, and
Information Services. The Operations Division commander is Capt. Bob Klinger.
The Services Division commander is Capt. Tim Brown. The Information Services
Division commander is Capt. Rob McDaniel. On August 17th, Tim Brown and Bob
Klinger will exchange assignments at the captain level. At the lieutenant level, we
plan to transfer a current Operations Division lieutenant to the Services Division in
order to create mid-level management for the Detective Bureau and the Northern
Colorado Task Force where LPD has staff assigned.
As of 2015, Colorado Peace Officer Standards and Training require all certified
officers to participate in twelve hours of annual training for firearms, driving, and
arrest control. For the captains and me, whose job descriptions do not include making
arrests and taking enforcement action, this is enough annual training in these
disciplines.
6. What exactly will this discipline matrix look like? How will this address the concerns
raised in the FOP survey involving inconsistent policies within IA?
The August 2015 edition of the Police Chief Magazine provides the following
description, and it is the one we will use:
Disciplinary matrices are similar to matrix sentencing guidelines used in criminal courts
around the country. The term "matrix" refers to a table that allows the decision maker to
consider at least two things at the same time. Most criminal sentences are based on both the
seriousness of the crime and the extent of the offender's prior record. Both more serious crimes
and longer or more serious criminal histories lead to more severe penalties. The table plots
offense seriousness against prior record and provides a suggested sentence or range of sentence
for each combination of seriousness and prior record.
Progressive discipline is integral to disciplinary matrices or tables. Such tables are
generally divided into several columns representing disciplinary history (a first, second, third, or
even fourth repeat offense) and several rows representing seriousness of the misbehavior.
Penalties increase as either seriousness or disciplinary history increase. For disciplinary history
each repeated offense category carries a harsher form of punishment. Generally, repeated
misconduct does not have to be of the same type or class in order to constitute repeated
misconduct. The department establishes a period of time (typically between one and two years)
wherein misconduct qualifies as a repeated offense.
Generally, disciplinary matrices are used for the imposition of punitive action for acts of
misconduct rather than behavioral problems. Behavioral problems are often dealt with through
counseling, remedial training, mentoring, increased supervision or related approaches. However,
depending on the nature of the misbehavior and the frequency of its recurrence, it may be
subject to sanctions within the disciplinary matrix.

Here is a link to the Police Chief article:

http://www.policechiefmagazine.org/magazine/index.cfm?fuseaction=display_arch&article_id=
1024&issue_id=102006

The matrix will be created by line-level employees and first-line supervisors. These
employees will define the acts of misconduct that warrant discipline, and what the
discipline will be. The administration will honor and deploy the matrix in order to
demonstrate consistency and fairness in the disciplinary process. This process will
address directly the FOP concerns of disciplinary inconsistency.
7. What are you doing to address IA investigation concerns? Is this the goal of the
matrix?
Yes, our use of the matrix is specifically aimed at addressing those concerns.
8. This month, LPD will have an on-site accreditation inspection. Why do you believe, in
wake of so much scrutiny, LPD is going to pass? Or do you think this accreditation will
lapse (as some simulation assessments allegedly suggest).
The simulation (mock) assessment the agency took part in April of 2015 was designed to
expose areas of risk for maintaining CALEA accreditation. It did just that, and the agency
has shored up those areas. The on-site assessment begins on Aug. 9 and concludes on
Aug. 12. While we are not perfect, I firmly believe the agency is prepared to maintain its
status as a CALEA accredited Police Department.
9. You have, by my count, two officers on paid leave and under criminal investigation
(Croner and Koopman). Im hearing multiple other officers in recent months have
resigned, all of which raises public concern. Ill be submitting requests for aspects of
personnel files on several of these cases shortly. What message do you want to
convey to your staff and Loveland residents on these matters?
In recent months, one agency employee has left through natural attrition. Additionally,
three structured resignations have occurred in recent months. In each case the affected
employees were afforded due process.
The message I want to convey to LPD staff is that I value and respect you. I never want
you to be charged with an act of misconduct, but if you are you will be afforded due
process and treated with even-handedness.
To Loveland residents, I would like to convey that I hold their trust as sacred. I want
them to know that the captains and I have dedicated our lives to training, preparing, and
equipping our officers and civilian staff to serve them with the highest level of
professionalism. I also want the community to know that the Loveland Police Department
will only recruit and retain employees who are honest, courageous, and dedicated to
laying down their lives to enhance safety.
10. What is the timeline for meetings with FOP leadership and city leadership to address
the multitude of concerns?
I have already begun to address the concerns of all of the men and women of the
Loveland Police Department. That effort will continue. It is a priority.

11. Finally, regarding your position and that of your captains: Combined, the four of you
have 126 years of experience with the LPD, per my records. Some view this as an
amazing amount of institutional knowledge. But as surveys and multiple community
members have told me, thats indicative of an old school police ideology thats not fit
for 2015 standards. How do you respond to those allegations?
I respond by providing the factual data below that demonstrates how the ideology of the
police administration is reflected in outcomes for the Loveland community:

During 2014, calls for police service increased by 3,501 over 2013. Based on the
81,124 calls for service for the year, eight sustained complaints meaning an
employee violated a policy were received during the year. While it is not a perfect
record, the number equates to just one sustained complaint per 10,140 calls for
service. I regard that as one of our most important measures of success.
Since 2007, the Loveland Communication Center has been accredited as Center of
Excellence for providing Emergency Medical Dispatching. In 2014 alone, the
employees of the call center were awarded life-saving medals on seven occasions. In
2014 the Loveland Emergency Communication Center was recognized by the
Colorado chapter of Association of Public Safety Communications Officials as the
Dispatch Team of the Year.
In 2014 the Loveland SWAT team was called into service 28 times to manage critical
incidents involving cases such as barricaded gunmen and high-risk search warrants.
Each of those missions ended successfully, without the loss of human life and without
shots being fired by SWAT officers.
Between 2012 and 2014 the Loveland Police Department received zero citizen
complaints related to bias-based policing.
During 19 months since the beginning of 2014, Loveland police officers initiated zero
police pursuits. The number stands in contrast with those of other law enforcement
agencies that are now under scrutiny for engaging in questionable high-speed pursuits
that end with serious injury or death, sometimes involving innocent people.
Of the more than 120,000 calls for service that Loveland police officers responded to
in the past 19 months, use of deadly force was used zero times despite the use of
weapons and significant violence by offenders in connection with many of those
calls. The restraint shown by Loveland police officers is a reflection of the
professional, high-quality training they are receiving.
In 2012, after a decade of intense labor by LPD Administrators working
collaboratively with other law enforcement executives in the region and the state, the
Northern Colorado Crime Lab opened. To the hundreds of thousand residents living
in Northern Colorado the Lab provides the most modern and professional forensic
services possible.
Under the management of Captains Bob Klinger and Ray Miller (retired), the
Loveland Communication Center became the first Public Safety Answering Point in
Northern Colorado to implement Internet Protocol and Text-to-911 technology on its
telephone and radio systems.

A 2014 Citizen Satisfaction Survey conducted by LPD shows that 95.1 percent of
respondents are satisfied with the general level of police services, up from 93.1% in
2011.
A city-wide Quality of Life Survey, conducted annually since 2007 to measure
opinions of all City services, shows a steady rise in the number of citizens who agree
Loveland provides quality police services, from 82 percent in 2012 to 90 percent in
the 2014 survey. Results for the 2015 survey will be available in September.

While these survey ratings are reflective of the work of the entire department, they also
demonstrate the police administrations commitment to train, equip, empower, and
support the mission of men and women of LPD. Those efforts are working.