The FLETC was established by Treasury Order 217 on July 1, 1970 as a bureau within the

Department of the Treasury. Originally located in Washington D.C., the FLETC relocated its

headquarters and main training center to Glynco, Georgia in 1975. In 1989, the FLETC expanded its 

operations to Artesia, New Mexico with the purchase of a 2,200 acre site that supports Bureau of 

Indian Affairs and other advanced training needs. In FY 1991, a temporary center was added in

Charleston, South Carolina to provide U.S. Border Patrol training. In FY 2001, the FLETC added a

247-acre facility in Cheltenham, Maryland for firearms and vehicle operation requalification training 

for Federal law enforcement officers in the metropolitan area. The facility is planned to be fully 

operational in FY 2003. The FLETC is an interagency center providing training to over 70 partner 

organizations and many more space available agencies. The FLETC is currently expanding its

facilities to meet the demands for law enforcement training-basic, advanced, requalification,

state/local, and international. 

Overall policies and participation of the FLETC are governed by a Memorandum of Understanding 

which is signed by the agencies participating in training. An Interagency Board of Directors, chaired 

by the Under Secretary of Enforcement for the Treasury, sets policies on training matters. There are 

eight members of the Board: five voting and three non-voting.

The voting members are:

• Treasury

• Justice

• Interior

• General Services Administration

• Rotating (currently vacant)

The non-voting members are:

• Office of Management and Budget

• Office of Personnel Management

• U.S. Capitol Police

The Board of Directors meets quarterly. Typically, the meetings alternate between Washington, D.C. 

and Glynco, Georgia. 
ii

In Memory Of

...Our fellow

Americans,

Civil Servants,

airline and uniformed

personnel, including

emergency, fire, and law

enforcement officers, as

well as military

personnel, who died

courageously while

performing noble

duties for their

country during the

terrorist attack on the

United States

of America on

September 11, 2001.
iii

Table of Contents

Executive Summary........................................................................................1

Message from the Director.............................................................................2

Message from the Chief Financial Officer........................................................3

FY 2001 Highlights.........................................................................................4

Management Discussion and Analysis...........................................................11

Federal Managers' Financial Integrity Act (FMFIA) Summary...........................42

Auditor's Report............................................................................................44

Financial Statements.....................................................................................48

Notes to the Financial Statements.................................................................54

Custodial Financial Statements......................................................................67

Supplemental Information.............................................................................70
1

EXECUTIVE SUMMARY

This report marks the sixth year that the Federal Law Enforcement Training Center (FLETC) has 

prepared an Accountability Report. FY 2001 is the second year in which the FLETC had an

independent financial audit conducted.

The report includes messages from both the FLETC's Director and Chief Financial Officer, FY 2001 

Highlights, Management Discussion and Analysis, Federal Managers' Financial Integrity Act

Summary, Auditor's Report, Financial Statements, Notes to the Financial Statements, and

Supplemental Information. The Management Discussion and Analysis section addresses the FLETC's 

organizational structure, mission, vision, performance goals, the future, and financial highlights.

A copy of the FLETC's FY 2001 Accountability Report is available for public review and downloading 

at the FLETC's Web Page: http://www.fletc.gov
2

Message from the Director

Fiscal Year (FY) 2001 has been filled with challenges and opportunities for the Federal 

Law Enforcement Training Center (FLETC). As an aftermath of the events of September 

11, the FLETC was tasked with the challenge of providing immediate training for the 

Federal Aviation Administration’s (FAA) Air Marshals. In addition, the FLETC received 

requests from our seventy plus Partner Organizations to train over 1,000 additional 

Criminal Investigators to combat terrorism.

While our workload for basic training increased by 25 percent compared to FY 2000, 

funding for our base budget remained relatively static. As a result, FLETC maintained 

its focus on improving organizational structure and efficiency at a time of increased 

demand for our services. The FLETC implemented an organizational change to better 

align our personnel with the Center’s training mission. This change will ensure that 

the FLETC continues to provide high quality and cost effective training for law 

enforcement professionals. The FLETC has been executing a rigorous construction 

program to increase facility capacity at both the Glynco, GA and the Artesia, NM 

centers. This additional capacity will be used to accommodate the additional training 

being requested.

To comply with Congressional direction for a Capitol Metropolitan area Law Enforcement Training Facility, i.e., a facility for 

firearms and vehicle operation requalification, the FLETC secured the former Cheltenham Naval Communication Detachment, 

in Clinton, MD. This will be the FLETC’s third training facility, which will deal with perishable skills requalification

requirements for officers and agents in the Capitol Metropolitan area. We are vigorously involved in the process of renovation 

of existing buildings and construction of firearms and driving ranges. We have set a target date of December 2003 to be fully 

operational.

The FLETC continues to modify its premier training programs based on the emerging trends in the law enforcement

community. During FY 2001, the FLETC integrated into the training programs the Unified Training Principles, Holistic

Curriculum using Graduated Phases of Training, and the Student-Centered Learning Methodology. These initiatives are 

designed to meet the needs of law enforcement professionals. The FLETC also continues to work towards establishing the 

standards and procedures for accreditation of Federal law enforcement training. A Task Force composed of representatives of 

numerous federal organizations was established to develop a body of procedures and standards for training academies, 

programs and instructors.

The FLETC continues to make significant strides through technology. In FY 2001, the FLETC successfully implemented a 

Wireless Network to support several of its training classes. Although the use of wireless technology is still in its infancy, the 

instructors and technical staff have expressed enthusiasm about its potential.

The FLETC looks forward to the challenges ahead. The FLETC’s accomplishments in FY 2001 were a direct result of the 

Bureau’s dedication and results-driven workforce. The FLETC will continue to work with our Partner Organizations to ensure 

that the very best training is provided.

W. Ralph Basham

Director

W. Ralph Basham
3

Message from the Chief Financial Officer

I am pleased to present the Federal Law Enforcement Training Center’s (FLETC) FY 

2001 Accountability Report. This report includes audited financial statements, 

program performance measures, and Federal Managers’ Financial Integrity Act

(FMFIA) plans and accomplishments.

In April 2001, the Secretary of the Treasury challenged the bureaus to improve their 

financial reporting capabilities by targeting a three day monthly closeout. The FLETC 

has gradually progressed toward the target. In August and September 2001,

including the year-end closeout, the FLETC has successfully met the three day target. 

The FLETC has continuously improved its financial processes to achieve the financial 

reporting goal.

After using Momentum Financials as its core financial system for the past year, the 

FLETC has increased the competency of its financial operations. The FLETC will 

proactively evaluate the appropriate software enhancements and upgrades to take

advantage of the cost-effectiveness inherent in technology advancement.

The FLETC remains committed to achieving and maintaining the highest standards of financial management by ensuring 

that its Finance staff receives proper training and stays abreast of the Treasury directives, the Joint Financial Management 

Improvement Program, Office of Management and Budget directives and Statements of Federal Financial Accounting

Standards.

For the second straight year, the FLETC received an unqualified opinion on its financial statements – a prime indicator of 

good financial management and stewardship of the FLETC assets, liabilities, and funds. The achievement of an unqualified 

opinion requires a tremendous amount of effort by many people throughout the organization.

These landmark events demonstrate the FLETC’s commitment for continuing efforts to improve our financial processes. 

The CFO organization remains committed to achieving the highest levels of professional excellence while providing the 

guidance and support necessary to ensure responsible stewardship of the FLETC’s resources. We look forward to the 

challenges in the future.

D. Kenneth Keene

Chief Financial Officer

D. Kenneth Keene
4

DEPARTMENT OF THE TREASURY

FEDERAL LAW ENFORCEMENT TRAINING CENTER

HIGHLIGHTS

FISCAL YEAR 2001
5

FY 2001 HIGHLIGHTS

The FLETC has been in operation since 1970. During its 30 plus years of operation, the FLETC has 

seen many changes. Two of the most important were the selection of Glynco, Georgia as the 

headquarters site in 1975 and the opening of the Artesia, New Mexico facility in 1989. These two 

permanent locations ensure that the original intent of the interagency law enforcement training 

task force that created the FLETC has been met. Specifically, the FLETC was established to provide 

consistent, high quality law enforcement training programs in state-of-the-art facilities. The

following FY 2001 selected highlights reflect the most recent accomplishments "in furtherance of 

our mission to provide" world class law enforcement training to our partner organizations.

TRAINING INTEGRATION

During FY 2001, the FLETC integrated the following three significant training initiatives:

♦ the Unified Training Principles

♦ Holistic Curriculum using Graduated Phases of Training, and

♦ the Student-Centered Learning Methodology

The Unified Training Principles (UTP)

The UTP are four common law enforcement principles that have applications in each of the primary 

training disciplines. The UTP are: 1) position of advantage, 2) threat perception/assessment, 3) 

response, and 4) evaluation. The UTP are an integral component of the accepted laboratory and 

practical exercise evaluation protocols that are used to provide instructors with a consistent and 

effective student feedback mechanism. The UTP provide students with a roadmap or blueprint for 

working through law enforcement situations. Through prior preparation and recall of these

principles during law enforcement encounters, students are able to access a body of relevant 

information, validating all acceptable tools and tactics within the scope of the principle.

Holistic Curriculum Development

Holistic curriculum development employs the Graduated Phases of Training (GPT) as a major

component. The GPT are a building block approach to curriculum development, organized around 

three distinct phases or stages. The three training phases are static, dynamic and interactive. In 

static training, basic theory, concepts, and fundamentals are introduced and essential skills or 

techniques are mastered through repetition in a controlled environment. The dynamic training 

facilitates the training transfer and transitional proficiency through the combining of skills and the 

fluid integration of decision making and tactical concerns. The interactive training is the most 

realistic training offered and requires students to participate in job-related scenarios that replicate 
6

law enforcement encounters. The holistic curriculum concept is consistent with accepted

education instructional system design protocols and is viewed as a career-long endeavor, rather 

than a short-term infusion of skills and knowledge at the onset of a career. Basic training

programs proportionately place a greater emphasis on the static and dynamic phases, while

follow-on or in-service training programs emphasize the interactive stage and build on previous 

learning objectives. The targeted curriculum is based on a sound justification or needs assessment, 

accurate logistical requirements, and is designed to progressively build toward pre-determined 

training outcomes or end goals.

Student-Centered Learning

In a student-centered methodology, the students engage in activities and problem solving, and are 

given more responsibility for their own learning. Issues and problems are often discussed in teams, 

and the learners themselves provide solutions to problems. Case studies, discussions, practice 

sessions, and skits or role-plays all lend themselves to student-centered instruction. In

conjunction with learner-centered methodologies, facilitative techniques are now more widely 

employed. The classroom facilitator, rather than the all-knowing purveyor of knowledge, functions 

more as guide, coach and tutor, and, together with the students, adopts the role of learner as well. 

The classroom facilitator, by posing problems and designing projects, creates opportunities to 

achieve the learning objectives of both the program and the organization.
7

TRAINING CONDUCTED

PERCENT OF TOTAL

CATEGORY STUDENTS STUDENT-WEEKS ARSP* STUDENT-WEEKS

GLYNCO:

Basic 9,638 66,496 1,279 62.5

Advanced 8,523 12,108 233 11.4

State/Local 1,067 1,522 29 1.4

International 207 451 9 0.4

Subtotal 19,435 80,577 1,550 75.7

ARTESIA:

Basic 268 2,263 44 2.1

Advanced 2,097 3,570 69 3.3

State/Local 178 161 3 0.2

International 0 0 0 0.0

Subtotal 2,543 5,994 115 5.6

CHARLESTON:

Basic 829 16,827 324 15.8

Advanced 0 0 0 0.0

State/Local 0 0 0 0.0

International 0 0 0 0.0

Subtotal 829 16,827 324 15.8

EXPORT:

Basic 0 0 0 0.0

Advanced 905 1,015 20 1.0

State/Local 1,906 1,923 37 1.8

International 71 71 1 0.1

Subtotal: 2,882 3,009 58 2.9

Basic 10,735 85,586 1,646 80.4

Advanced 11,525 16,693 321 15.7

State/Local 3,151 3,606 69 3.4

International 278 522 10 0.5

Grand Total: 25,689 106,407 2,046 100.0

*ARSP=Average Resident Student Population

The FLETC used 106,407 student-weeks to train 25,689 students in FY 2001, an increase 

of 9,071 student-weeks mostly in Glynco, from FY 2000 levels. Of the total studentweeks, 81% and 16% were attributed to the basic and advanced training programs,

respectively. 
8

FEDERAL LAW ENFORCEMENT TRAINING ACCREDITATION

Congress has directed the FLETC to initiate an interagency effort to establish written standards and 

procedures for the accreditation of Federal law enforcement training. The effort includes gaining 

support and commitment from Cabinet levels to establish a Federal Law Enforcement Training 

Accreditation (FLETA) Board, under the provisos of a Memorandum of Understanding (MOU)

between participating departments, to represent law enforcement agencies throughout the Federal 

Government and their various training academies and programs. The Board will make final

decisions on the format and authority for a government-wide accreditation process. Until the

Board is established, and to assist in establishing standards that represent the best practices of law 

enforcement training development, delivery, and evaluation, the FLETC has established an

accreditation office and a task force under the administrative supervision of the FLETC’s Planning 

and Development Directorate. Since January 2001, the Task Force has been researching several 

models for accreditation standards and procedures and leading the development of the

accreditation model, and the MOU. The Task Force is composed of representatives of numerous 

federal organizations that are involved in law enforcement training. Also included are

representatives of state Police Officer Training and Standards (POST) organizations, the

Commission on Accrediting Law Enforcement Agencies (CALEA), the American Society for Crime 

Lab Directors (ASCLAD), the International Association of Directors of Law Enforcement Standards 

and Training (IADLEST), and academic representatives from university level criminal justice

programs. During FY 2001, the Task Force committees have already developed a body of

procedures and standards for training academies, programs, and instructors that will be presented 

to the FLETA Board for approval. The third and most recent meeting of the Task Force was held at 

the Drug Enforcement Administration (DEA) Academy in Quantico, VA, and was jointly sponsored 

by the Federal Bureau of Investigation (FBI) and the DEA. Future meetings will be alternately

conducted at the FLETC and other prominent federal law enforcement training locations.

CONSTRUCTION

The FLETC continued to construct new facilities and renovate existing infrastructures at Glynco and 

Artesia in FY 2001. At Glynco, several new facilities, including a dormitory, a new classroom

building and two indoor/outdoor firearms ranges were completed. Also, a chilled water plant is 

nearing completion. The new dormitory was completed in June 2001. The 60,000 square-foot 

three-story structure joined to a recreation building by a covered walkway houses 233 students in 

private rooms with shared baths. The adjoining 6,500 square-foot single story recreation building 

contains TV rooms, game rooms, a laundry facility, and offices. The new 135,000 square-foot 

two-story state-of-the-art classroom building, named the Paul D. Coverdell Learning Center, was 

completed in August 2001. The building contains 16 large classrooms, seven small classrooms 

and numerous breakout rooms. Specialized areas include three courtrooms with jury video rooms 

and an interview complex equivalent to five 12-person breakout rooms. There are two language 
9

rooms, as well as two storage rooms for equipment and supplies. Similarly, the two new

indoor/outdoor firearms ranges were completed in August 2001, bringing the number of similar 

ranges at Glynco to eight. The two 33,000 square-foot, 25-point multi-purpose ranges will

accommodate a wide variety of firearms training programs. The new chilled water plant nearing 

completion at Glynco is the third campus-wide chilled water plant, and will support approximately 

30 of the Center’s buildings. The new 3,000-ton chilled water distribution system will more than 

double the existing central plant cooling capacity. At Artesia, the expansion of the Physical

Techniques Building was completed in August 2001. This expansion provides an additional 34,000 

square feet for state-of-the-art weight rooms, mat rooms, classrooms, instructor offices, trainer 

and health facilities, locker and shower rooms, a gymnasium, and equipment issue space. In 

addition, the FLETC awarded a contract in August 2001 for the construction of a 47,000-squarefoot three-story office building in Artesia to house administration and staff personnel.

WIRELESS INFORMATION TECHNOLOGY

In FY 2001, the FLETC successfully implemented a wireless network to support the Internal

Revenue Service Criminal Investigation (IRS-CI) training program. The FLETC installed wireless

access points in the necessary classrooms allowing students with laptops equipped with wireless 

radio cards to connect to the computer network. The wireless network alleviated scheduling

difficulty for computer-based training and allowed IRS-CI coordinators to successfully meet the 

increased demand for training of newly recruited agents. The IRS-CI commended the performance 

of the wireless network. The network response times remain robust even with 20 to 24 students 

simultaneously accessing the network. In addition, the FLETC realized the cost-effectiveness of 

the wireless network. After completing its first four nine-week classes, IRS-CI had yet to replace a 

single wireless radio card. Similarly, the FLETC successfully implemented a wireless network in 

support of the Immigration and Naturalization Service Border Patrol Enforcement/Identity training. 

Students use stationary desktops outfitted with fingerprint readers and other devices to aid in their 

training application. The FLETC eagerly anticipates other training applications of the wireless

technology in FY 2002.

FLETC REORGANIZATION

During FY 2001, the FLETC completed a substantive refinement to the primary bureau organization 

structure that was established in FY 1998. The Center created the Planning & Development

Directorate to focus on strategic planning and workforce development matters for the FLETC. The 

mission of the new directorate includes comprehensive strategic planning; facility master planning; 

policy development; workforce development and succession planning; training program

accreditation; employee development and related services; and workforce issues. The Directorate 

is comprised of the Equal Employment Opportunity, Critical Incident Stress Management, Ombuds 
10

Program, Accreditation Program, Strategic Planning and Analysis Division, and the Workforce 

Development Division. In addition, the FLETC established the Office of Compliance that will

manage the new inspections program as well as provide managerial oversight to the Special

Investigations and Security Division, Inspection Division and Environmental and Safety Division.

CHELTENHAM, MD TRAINING FACILITY

In Public Law 106-346 (Department of Transportation and Related Agencies Appropriation Act of 

2001), the U.S. Congress appropriated $30 million authorizing FLETC to establish a firearms and 

driver training facility in the metropolitan Washington, D.C. area. The principal function of the 

training facility will be for firearms and vehicle operation requalification for Federal partner

organizations with personnel assigned in the area and training for other state and local law

enforcement agencies on a space-available basis. After a survey of several government surplus 

sites, the General Services Administration transferred the former 247-acre Naval Communications 

Detachment facility in Cheltenham, MD and its 61 structures to the FLETC on May 10, 2001. 

Following the transfer of the property into its inventory in FY 2001, FLETC has begun the process 

of designing the renovation and construction of new structures necessary to convert the site into a 

world class training facility.
11

DEPARTMENT OF THE TREASURY

FEDERAL LAW ENFORCEMENT TRAINING CENTER

MANAGEMENT DISCUSSION AND ANALYSIS

FISCAL YEAR 2001
12

MANAGEMENT DISCUSSION AND ANALYSIS

INTRODUCTION

The FLETC is an interagency organization that provides law enforcement training to the majority of 

Federal law enforcement officers. The FLETC, which began training operations in 1970, also trains 

State, local, private sector security, and foreign law enforcement officers. The number of agencies 

attending training and the number of students trained and student-weeks delivered have steadily 

increased over the 30 plus years of the FLETC's existence. The FLETC's workload is expected to 

continue increasing as a result of the September 11, 2001 terrorist attack.

After beginning operations in Washington, D.C., the FLETC was relocated to Glynco, Georgia in 1975. 

Located on the southeast Georgia coast, the Glynco training center has classrooms, dining and

residence halls, and state-of-the-art facilities for firearms, physical, driver, marine, and computerbased training activities. A similar, but smaller training center is located in Artesia, New Mexico. 

Artesia, which opened in late 1989, accommodates training principally for the Bureau of Indian Affairs 

and other law enforcement personnel located in the western United States. It also can accommodate 

basic and advanced training that cannot be conducted at Glynco because of space limitations. In 

addition, a temporary training center is located in Charleston, South Carolina to accommodate

training for the U.S. Border Patrol. In May 2001, the former Naval Communications Detachment 

facility in Cheltenham, MD, was transferred to the FLETC for conversion into a firearm and vehicle 

requalification facility for federal law enforcement officers in the metropolitan Washington, D.C. area.

Originally only a handful of agencies trained at the FLETC. However, there are now 74 agencies that 

hold partner organization status (i.e., that have signed the FLETC Memorandum of Understanding) 

and that train at the FLETC. Additionally, other Federal, State and local organizations, along with 

foreign law enforcement officials, train at the FLETC on a space-available basis. The growth in the 

number of agencies that train at the FLETC is a testament to the success of the consolidated training 

concept and to the quality and cost effectiveness of the training provided.

ORGANIZATION

The FLETC is a bureau of the Treasury Department and is headed by a Director who is appointed by 

the Secretary of the Treasury. Organizationally, the FLETC is divided into four directorates led by 

Associate Directors who report to the FLETC Director. During FY 2001, the FLETC implemented

organizational changes in a continuing effort to better align personnel and operations with the

training mission. These changes will ensure that the FLETC continues to provide high quality and 

cost-effective training for law enforcement professionals. The following Table of Organization

displays the entire organizational structure of the FLETC.
13
14

The following describes the elements in the Table of Organization.

Office of the Director: The Office of the Director administers the activities of the FLETC and is 

responsible for accomplishing its mission. The Director provides overall direction for the operation 

of the FLETC's programs within the objective of ensuring effective, efficient and economical

administration. The Director develops, manages and directs the FLETC's programs. Staffs attached 

to this office include Legal Counsel, Public Affairs, Office of Information Management/Chief 

Information Officer and the Office of Compliance. These personnel aid the Director in accomplishing 

the mission of the FLETC by providing coordination, public affairs, and other activities. The Office of 

Compliance provides managerial oversight to the Environmental and Safety, Inspection, and Special 

Investigations and Security Divisions.

Senior Associate Director for Washington Operations: This Associate Director, serving as the

Director's surrogate in Washington, D.C., provides legislative support, Treasury and OMB

coordination, liaison with our partner organizations and oversees the Cheltenham operation.

Associate Director for Training: Consisting of four offices, Office of Training, Office of Artesia

Operations, Office of State and Local Training, and Office of Training Support, the Training

Directorate is responsible for all law enforcement training activities at the FLETC.

• Office of Training: This office directs faculty and staff and manages programs in support of 

basic, advanced, specialized, and international law enforcement training. There are 12 faculty 

elements within the Office of Training.

- Behavioral Science Division: This division plans, develops, and presents formal training

courses and practical exercise applications related to the area of interpersonal relations 

including interviewing, handling crisis situations, professional ethics, conduct, sexual

harassment, cultural sensitivity, and oral and written communications.

- Driver and Marine Division: This division plans, develops, and presents formal training 

courses and practical exercise applications related to the specialized nature and use of 

vehicles and vessels, including search techniques and operational procedures in a law

enforcement environment. This division is also responsible for the special use equipment 

and facilities assigned to these specific training areas.

- Enforcement Operations Division: This division plans, develops, and presents formal

training courses and practical exercise applications related to various law enforcement 

operational procedures ranging from undercover and surveillance activities to the execution 

of search warrants. This division also provides the overall coordination for practical

exercises.
15

- Enforcement Techniques Division: This division plans, develops, and presents formal

training courses and practical exercise applications related to various criminalistic skills and 

knowledge including laboratory and crime scene activities.

- Financial Fraud Institute: This division plans, develops, and presents formal training

courses and practical exercise applications related to the investigation of white collar crime 

violations, computer fraud, and microcomputer applications in law enforcement. This

division is also responsible for the special use equipment and facilities assigned to this 

specific training area.

- Firearms Division: This division plans, develops, and presents formal training courses and 

practical exercise applications related to the specialized and technical nature of law

enforcement armament and weaponry. This division is also responsible for the special use 

equipment and facilities assigned, including the armory, which provides FLETC-wide 

armament and weaponry security, repair, and maintenance services.

- FLETC Management Institute: This division plans, develops, and presents formal training 

courses and practical exercise applications related to managing and supervising law

enforcement operations.

- International Training Division: This division plans, develops, and presents formal training 

courses and practical exercise applications related to international law enforcement

training.

- International Law Enforcement Academy (ILEA) Africa: This division provides management 

direction for the Botswana ILEA.

- Legal Division: This division plans, develops, and presents formal training courses and 

practical exercise applications related to the U.S. Constitution, applicable case law,

statutory provisions, criminal law and evidence procedures.

- Physical Techniques Division: This division plans, develops, and presents formal training 

courses and practical exercise applications related to trauma management and

cardiopulmonary resuscitation, self defense, arrest techniques, physical fitness, safety and 

water survival. This division is also responsible for special use equipment and facilities 

assigned to the specific training area.

- Security Specialties Division: This division plans, develops, and presents formal training 

courses and practical exercise applications related to anti-terrorism, counter-terrorism, 

and physical security.
16

In addition to the faculty elements, the Training Management Division is also assigned to the 

Office of Training. The Training Management Division provides logistical and administrative 

assistance to the Office of Training, including coordinating advanced training activities and 

support; serving as the repository for lesson plans, syllabi, class reports, and student

performance records; and developing optimal scheduling plans to meet training requirements.

• Office of Artesia Operations: This office administers and ensures the delivery of law

enforcement training programs at our training center in Artesia, New Mexico. In addition to 

conducting training, this office manages all logistical and support activities for Artesia,

including various contractual services providing lodging, food, maintenance and other support 

services.

• Office of State and Local Training: This office presents specialized program offerings that 

enhance networking and cooperation between Federal, State, and local law enforcement

agencies. These programs vary in length from three days to four weeks and have an average 

class size of 25 students. Additionally, technical assistance is provided to State and local law 

enforcement agencies' training initiatives. There is one faculty element within the Office of 

State and Local Training.

- State and Local Programs Division: This division plans, develops, and presents formal

training courses and practical exercise applications related to State and local law

enforcement training.

In addition to the faculty element, the Program Operations Division is assigned to the Office of 

State and Local training. This division provides logistical and administrative assistance to the 

Office of State and Local Training, including coordinating training activities and support; serving 

as the repository for lesson plans, syllabi, class reports, and student performance records; and 

designing scheduling plans to meet training requirements.

• Office of Training Support: This office provides services and materials that most directly relate 

to the training mission. It consists of the following four divisions:

- Media Support Division: This division provides a full range of media and graphic arts services 

for all basic and advanced training activities including visual/media production, library

services, and printing/reproduction.

- Research and Evaluation Division: This division provides institutional research, consultation 

services, student evaluation and testing, and program validation studies.
17

- Student Services Division: This division provides physical therapy, student recreation, and 

contractual support for health services, lodging, meals, student records maintenance, and 

other contractual services.

- Training Analysis and Coordination Division: This division develops both long and short

range plans for training operations, including scheduling of training activities and facilities.

Associate Director for Administration/CFO: This office plans, directs and coordinates the FLETC's 

administrative programs and objectives. It formulates policies and courses of action for programs, 

which include staffing requirements, administrative services, human resources, financial management, 

budgeting, procurement, property management, information systems management, and facilities

management. The Administration Directorate is comprised of seven divisions:

- Budget Division: This division prepares the FLETC budget submissions for the Treasury, 

OMB, and Congressional levels.

- Facilities Management Division: This division develops and administers the facilities

management program, including maintenance, alterations, emergency service, repairs and 

preventive maintenance for all buildings, grounds and equipment. It also coordinates all inhouse, GSA or contract construction/alteration operations, and provides professional

engineering consulting services and assistance.

- Finance Division: This division directs the financial management/accounting system

including accounts payable, accounts receivable, travel, and managerial/financial reporting of 

the FLETC.

- Information Systems Division: This division plans, organizes and coordinates computer,

telecommunications, and electronic information management systems to better employ

technology throughout the FLETC.

- Human Resources Division: This division develops and administers the personnel policies 

and programs at the FLETC.

- Procurement Division: This division develops and administers the procurement and

contracting program at the FLETC.

- Property Management Division: This division plans and directs the overall property

management program including real property and non-expendable personal property at the 

FLETC.
18

Associate Director for Planning and Development: This office develops and implements the FLETC 

strategic plans and workforce related activities including organizational assessments, training

program accreditation and employee development programs. The directorate consists of the Office 

of Accreditation, Critical Incident and Stress Management, Equal Employment Opportunity Office and 

Ombuds Program and two divisions:

- Strategic Planning and Analysis Division: This division develops the FLETC Strategic Plan, 

researches, develops, recommends, and documents policies and procedures and conducts 

management analysis.

- Workforce Development Division: This division conducts workforce and organizational

assessments, workforce structuring and planning, studies and analyses, external marketing 

and diversity programs and employee development programs.

MISSION

The mission of the FLETC is to serve as the Federal government's leader for and provider of worldclass law enforcement training. The FLETC prepares new and experienced law enforcement

professionals to fulfill their responsibilities in a safe manner and at the highest level of proficiency. 

The FLETC also ensures that training is provided in the most cost-effective manner by taking

advantage of economies of scale available only from a consolidated law enforcement training center.

VISION FOR THE FUTURE

The FLETC is committed to providing strong, collaborative leadership for law enforcement training. 

Working as partners with client agencies including State, local and international organizations, the 

FLETC will identify ways that research, training, and education can be used to protect our democratic 

institutions, ensure public safety, and preserve law and order.

PERFORMANCE GOALS AND RESULTS

In order to be effective, training must be closely linked to law enforcement challenges, issues, and 

needs. As law enforcement needs and techniques evolve, training must change to keep pace. Law 

enforcement, as an integral part of society, is not immune from the effects of accelerating and 

multi-faceted change that has become the hallmark of turn-of-the-century America. This change 

involves the nature of crime itself, methods available to law enforcement, and expectations of

society and the political world.
19

Terrorism became a reality in the United States on September 11, 2001. Law enforcement today is 

faced with violent extremists from a variety of foreign and domestic groups ranging from racial 

supremacists, to fringe religious zealots, to environmental extremists. Many of these groups utilize 

Internet technology to spread their message and recruit members, as well as to gain access to 

information that facilitates violent acts. The willingness of a wide variety of groups to use violence 

to further their cause has been amply demonstrated and constitutes a major law enforcement issue.

Increasing awareness of and sophisticated use of computer technology has created an entirely new 

law enforcement arena. The dramatic growth of the Internet has spawned a revolution in technology 

related crime. Financial frauds of all descriptions, money laundering, trafficking in pornography and 

child molestation are only a few of the types of crimes facilitated by Internet communication. The 

globalization of the economy and of information has made it possible to commit crimes against 

American interests without ever setting foot in the United States. Federal law enforcement today 

must have an awareness and understanding of the issues involved when dealing with international 

criminal activity.

The nature of organized crime is also changing. Foreign organized crime has established operations 

in major U.S. cities. Other organized groups have also emerged, including juvenile gangs,

motorcycle gangs, white supremacist and anti-government organizations. These groups present 

serious law enforcement challenges including language barriers, difficulty in penetrating their

structure, their propensity for violence, and their ability to coordinate their activities over large

geographic areas.

New technology benefits law enforcement as well as presents new challenges. Law enforcement 

agencies are able to quickly obtain large amounts of information from public sources via the Internet 

and from increasingly sophisticated databases maintained by various government agencies. Rapid 

identification of individuals, the ability to conduct discrete surveillance and the ability to manage 

large amounts of evidentiary material with computer assistance are only a few of the aids to law 

enforcement made possible by modern technology. Future changes will likely include increased use 

by law enforcement personnel of non-lethal weapons, enhanced requirements for collection and 

analysis of digital evidence, and improved crisis management techniques. At the same time, these 

advances create certain challenges. Law enforcement agencies must integrate these new methods 

into their processes, develop appropriate policies for their use, and ensure that staff is adequately 

trained.

Faced with real problems affecting the very fabric of society, the United States is relying increasingly 

on law enforcement solutions. For example, the dramatic increase in the number of law

enforcement officers mandated by Congress, the enhanced funding for the "war on drugs," and

significantly increased spending for counter-terrorist activities exemplify the expectation on the 

part of policy makers that law enforcement officers are increasingly being called on to act as
20

"problem solvers," taking on roles quite different from those associated with traditional

enforcement.

While being called on to address a widening array of social problems, law enforcement agencies are 

also being held to heightened levels of scrutiny and accountability. In today's world an officer must 

ensure that his or her actions pass not only the test of legality, but they must also pass the more 

subjective tests of appropriateness and propriety. The citizenry expects law enforcement personnel 

to act professionally and react quickly to complaints and lawsuits when this expectation is violated.

Given the changes cited above and the central role in ensuring that law enforcement personnel are 

trained to address them, the FLETC's challenge is to develop strategic priorities that position the 

Center to adjust operations without disruption or diminishing effectiveness. To accomplish its 

mission, the FLETC has identified and will address the issues discussed below.

Mission Clarity

While the stated mission appears clear and straightforward, there has been some confusion and 

disagreement over the FLETC's exact role in the law enforcement arena as well as the kind of 

training organization the Center should aspire to be. It is clear there is a mandate to provide 

"Federal basic law enforcement training" and oversee facilities used by partner organizations to 

conduct their training.

However, there are considerably different perspectives and opinions regarding the FLETC's role in 

providing advanced Federal, State and local, and international training and conducting serious,

focused, results-oriented law enforcement training research. The strategic planning process has 

given the FLETC a forum for discussing these issues and resulted in a broader and more

comprehensive view of the Center's leadership and training role across all venues. While the FLETC 

is fully committed to fulfilling the requirement to provide basic Federal law enforcement training, 

the Center must also meet the advanced training needs of the constituent organizations.

Physical Capacity to Meet Training Demands

Over the last three years, the FLETC has had difficulty meeting demand for basic training,

particularly Border Patrol, the largest partner organization in terms of student-weeks trained, which 

experienced a sudden and dramatic increase in the number of newly hired recruits who needed to 

attend basic training. This trend is expected to continue as a result of the September 11, 2001 

terrorist attack. In addition, the need for in-service and advanced training will continue to grow as 

well because many basic students who graduate will return later for advanced training. Clearly the 

FLETC will have to seek creative and flexible means to better predict and meet the capacity demands 

of all the partner organizations.
21

Quality of Instruction

Since its inception, the FLETC has been committed to its students and to instructional quality. The 

FLETC is fortunate to have a cadre of dedicated instructors who foster innovation and are willing to 

go "beyond the call of duty" to provide quality training. In addition, feedback from students and 

their supervisors indicates that the partner organizations are generally very satisfied with the quality 

of the training. However, as discussed earlier, the law enforcement arena is faced with a more 

complex and hostile environment. The FLETC must be able to anticipate and respond to these needs 

by adopting new instructional technologies, improving instructor training, and ensuring that

instructors have sufficient recent field experience.

Partnerships with Law Enforcement Organizations

Establishing cooperative partnerships with the partner organizations and other State, local, and 

international law enforcement organizations is a key underlying principle of the strategy to improve 

the quality, relevance, and timeliness of the FLETC's training. Currently, the FLETC has excellent 

relationships with the partner organizations, but has recently initiated efforts to further improve 

communications with all its customers. Building on this base, the FLETC will continue to expand 

efforts to better anticipate, understand and respond to customer's needs. The FLETC will need to 

work with partner organizations to develop innovative viable solutions to problems as they arise.

Program Evaluation

The FLETC uses an architecture of linked Performance Evaluations. Training is evaluated in

curriculum review conferences and curriculum development conferences wherein reviews are

conducted course-by-course and program-by-program. The continuous review, evaluation, and

validation are accomplished through a professional team within the Research and Evaluation Division 

(RED). The results are published as documents that FLETC management uses to derive training 

improvement and formulate training doctrine. Program evaluations are a basis for decision-making 

and a way of doing business as a professional training institution.

Survey Instruments

Given the structure and function of the FLETC, survey instruments are prepared and developed 

based upon the Modified Likert Scale, using contemporary survey methodology with anecdotal

comments captured for specificity and clarity. Performance measures, such as Employee

Satisfaction, will be assessed through survey instruments prepared, developed and evaluated by the 

RED. The survey instrument for an Employee Survey has been discussed with Treasury's Office of 

Business Innovation (OBI) and consensus reached between RED and OBI. The FLETC will work with 

the partner organizations to develop a survey that is in concert with key business lines.
22

Strategic Direction

The FLETC continuously assesses, innovates and more clearly focuses its strategic approach to the 

mission. The FLETC is keenly aware of the serious nature of the challenges faced by law

enforcement officers and commits to ensuring that the best training possible is provided. Key 

aspects of the strategy will focus on three lines of business:

• Providing Comprehensive Training to Law Enforcement Officers That Fully Supports the Mission 

of All Partner Organizations--adopting a more holistic view of training that goes beyond the 

development of static skills and requires the student to make decisions and perform under 

stress. The FLETC must also provide career-long training that is responsive to the diverse and 

evolving needs of the law enforcement community;

• Advancing Training Effectiveness Through Dramatic Improvements in Training Development--

establishing meaningful partnerships with the partner organizations in order to anticipate and 

respond to their training needs and to ensure that course content is up-to-date and is taught 

using the most innovative teaching approaches and delivery methods; and

• Working Closely With All the Partner Organizations to Evaluate and Adjust Training Scheduling 

and Availability--ensuring that partner organizations have access to appropriate training and 

that their needs are met on a timely basis.

To fulfill its mission, the FLETC has developed a Strategic Plan that includes goals/objectives. These 

goals/objectives, along with key trends, accomplishments and results follow.

Treasury Objective: Enhance Basic, Advanced, and In-Service Training Programs to

Meet Changing Needs and Increasing Demands

Key Trends

The decline in the number of students receiving basic training between FY 1998 and FY 2000 has 

rebounded in FY 2001, as reflected in the chart below. The increase in the number of students 

receiving basic training in FY 2001 substantiated the Administration and Congressional initiatives to 

curb crime, especially in the areas of immigration, border security, drug control and interdiction, 

anti/counter-terrorism, and firearms enforcement. The number of law enforcement officers

requiring training is expected to increase significantly due to the terrorist attack on the United 

States in September 2001. The projections received from the partner organizations indicate 40,317 

students and 39,985 students for FY 2002 and FY 2003, respectively.
23

 Number of Students Trained

CATEGORY FY 1998 FY 1999 FY 2000 FY 2001

Basic 10,605 9,005 8,635 10,735

Advanced 11,038 11,708 10,985 11,525

State/Local 3,494 3,860 3,383 3,151

International 625 595 323 278

Total 25,762 25,168 23,326 25,689

Treasury Programs

The mission of the FLETC is to serve as the Federal Government’s leader for and provider of worldclass law enforcement training. The FLETC prepares new and experienced law enforcement

professionals to fulfill their responsibilities in a safe manner and at the highest level of proficiency. 

The FLETC accomplishes its mission by utilizing law enforcement and training experts; providing 

facilities, support services, and technical assistance; conducting law enforcement research and

development; and sharing law enforcement technology. Continuous review and revision of training 

programs helps to ensure that law enforcement officers receive training that keeps pace with the 

changing criminal and law enforcement environment. The FLETC also ensures that training is

provided in the most cost-effective manner by taking advantage of economies of scale available only 

from a consolidated law enforcement training organization.

To accomplish its mission, the FLETC must balance the competing needs and demands of its 74 

partner organizations. The FLETC must also be flexible enough to respond to changes resulting 

from budget decisions, fluctuations in training demands, and variations in recruitment within the 

partner organizations.

FY 2001 Accomplishments and Results

In FY 2001, the FLETC trained a total of 25,689 students, a 10% increase from FY 2000 levels. This 

included meeting all basic training for 10,735 law enforcement officers from partner organizations. 

Of the total students trained in FY 2001, 11,525 students received advanced training. Also, 3,151 

State and local and 278 international law enforcement officers were trained.

During FY 2001, the FLETC implemented the revised Criminal Investigator Training Program and

facilitated the integration of three significant training initiatives, namely, the Unified Training

Principles, Holistic Curriculum using Graduated Phases of Training, and the Student-Centered 

Learning Methodology. Additionally, the FLETC in coordination with partner organizations developed 

and or/significantly revised three Center and integrated basic training programs, namely, the

National Park Ranger Integrated Training, Natural Resources Police Training and Federal Air Marshal 

Training Programs (FAMTP). The five-week FAMTP is designed to equip the students with the 

necessary skills to enter the rigorous three-week FAM Follow-on Basic Program.
24

Following is a report on the performance targets in Treasury’s FY 2001 Performance 

Plan related to this objective:

Federal Law Enforcement Training Center Performance Goals:

u Achieve 90% on Student Quality of Training Survey

u Achieve 80% on Partner Organization satisfaction survey by keeping 

 variable costs of training to $149 per student week

FY1998

Actual

FY 1999

Actual

FY 2000

Actual

FY 2001

Planned

FY 2001

Actual Achieve 90% Rating on Student 

Quality of Basic Training Survey 97.9% 99.7% 98.6% 90.0% 99.9%

Explanation of Measure: Basic training program students are surveyed to obtain their views 

on the overall quality of training received. The scale is 0-100%.

 Explanation of Shortfall: (If applicable) N/A

97.9 99.7 98.6 90.0 99.9

0

20

40

60

80

100

Percent

FY 1998

Actual

FY 1999

Actual

FY 2000

Actual

FY 2001

Planned

FY 2001

Actual

Student Quality of Basic Training Survey
25

FY 1998

Actual

FY 1999

Actual

FY 2000

Actual

FY 2001

Planned

FY 2001

Actual

Achieve 90 % Rating on Student 

Quality of

Advanced Training Survey

98.0% 98.0% 99.6% 90.0% 100.0%

Explanation of Measure: Advanced training program students are surveyed to obtain their 

views on the overall quality of training received. The scale is 0-100%.

Explanation of Shortfall: (If applicable) N/A

98.0 98.0 99.6 90.0 100.0

0

20

40

60

80

100

Percent

FY 1998

Actual

FY 1999

Actual

FY 2000

Actual

FY 2001

Planned

FY 2001

Actual

Student Quality of Advanced Training Survey
26

FY 1998

Actual

FY 1999

Actual

FY 2000

Actual

FY 2001

Planned

FY 2001

Actual

Variable Unit Cost per basic 

Student-Week of Training

$129 $165 $146 $149 $133

 Explanation of Measure: The cost is calculated taking the actual expenses divided by the

 number of basic student-weeks trained.

 Explanation of Shortfall: (If applicable) N/A

129

165 146 149 133

0

50

100

150

200

Dollars

FY 1998 

Actual

FY 1999 

Actual

FY 2000 

Actual

FY 2001

Planned

FY 2001

Actual

Variable cost per basic Student-Week
27

Treasury Objective: Develop and Operate State-of-the-Art Facilities and Systems

Responsive to Interagency Training Needs.

Key Trends

In order to comply with a Congressional mandate to close the Charleston, South Carolina training 

site by FY 2004, the FLETC has a Five-year Construction Plan that will provide the facilities required 

to increase the student throughput to accommodate this training workload and the projected

workload of the 74 partner organizations. The FLETC is taking a leadership role in seeking creative 

solutions to expand access and availability. New ideas for distributed learning are under

development. Construction is continuing on facilities that will provide a training environment that is 

compatible with the actual working environment of law enforcement officers and that are equipped 

with the latest technology. Several new facilities were completed in FY 2001, namely, a

dormitory/recreation building, a classroom building, and two indoor/outdoor firearm ranges.

The FLETC is planning a Student Network, which is a predominantly wireless network that will serve 

the Glynco and Artesia campuses. It will provide students with network and Internet access at 

virtually any location on the campus. The Student Network will consist of servers, routers, switches 

and other equipment necessary to support the basic infrastructure of the network, while classroom 

buildings and dormitories will be outfitted with Wireless Access Points to give students the

necessary access. Other servers will eventually be implemented to support on-line training 

materials, tutorials, distributed learning, etc., that instructors, students and agencies deem

necessary to enhance training. Email servers will provide another tool for instructor to student and 

student to student communication access. Internet access will furnish a necessary research tool for 

students during non-duty hours, when library access to the Internet is not available. In FY 2001, the 

FLETC successfully implemented a wireless network to support the IRS Criminal Investigation

Training program and INS Border Patrol Enforcement/Identity training.

Finally, the FLETC continues to move forward with the concept of an accreditation process that 

would lead to the establishment of professional standards for accrediting Federal law enforcement 

training organizations. In FY 2001, the FLETC has established an accreditation office and a task 

force to develop the accreditation model.

Treasury Programs

The FLETC began training students in 1970 with the mission of providing high quality law

enforcement training programs in state-of-the-art facilities. In recent years, the FLETC has become 

recognized in the law enforcement community as the benchmark of excellence in law enforcement 

training. Since 1970, the number of Federal organizations that train at the FLETC has grown from 

18 to 74.
28

One of the FLETC’s strategic goals is to significantly expand the access to and availability of 

quality law enforcement training. One objective toward achieving this goal is to provide

sufficient capacity to meet the training requirements of the partner organizations. In addition, 

the FLETC strives to meet the training needs of law enforcement organizations that would 

otherwise be unable to use the FLETC because of capacity constraints or cost considerations 

and to establish professional standards for accrediting Federal law enforcement training

organizations. Further, the FLETC's goal is to effectively organize, develop, and lead its

personnel in support of the Center's mission and to continually work toward strengthening its 

partnership among the partner agencies. The FLETC also carries out research in the various 

aspects of law enforcement training.

The voluntary affiliation of 74 partner organizations requires that the FLETC continually

balance competing needs and demands among these organizations. The FLETC must also be 

flexible enough to respond to changes resulting from shifting priorities, budget decisions, 

fluctuations in training demands, and variations in recruitment within the partner

organizations.

In order to ensure that the FLETC facilities are state-of-the-art and meet the needs of its

customers, the FLETC conducts a Student Quality of Services Survey. This survey assesses the 

quality of the facilities and services that the FLETC provides the students attending training, 

such as classrooms, dormitories, and dining facilities. It assists the FLETC in the continuing 

review of these facilities and services. In addition to surveying its students, the FLETC

continually reviews and revises the Facilities Master Plan to ensure the plan meets and is 

responsive to training requirements. The review takes into consideration the needs of the 

customers and the FLETC.

FY 2001 Accomplishments and Results

A study was conducted to develop a plan to generate the training capacity needed to meet the 

U.S. Border Patrol’s (USBP) law enforcement training requirements during and after the closure 

of the temporary training facility at Charleston, South Carolina. The study supports the

realignment of all USBP training from Charleston and Glynco to the FLETC’s Artesia facility by 

FY 2004 and the retention of all Bureau of Indian Affairs training at that site. Current funding 

and projected plans/requests allow for significant enhancement to the Artesia training center 

and increase throughput capacity. FY 2001 initiatives were funded and begun to move toward 

that goal.
29

As part of the Master Plan process, the FLETC continued to construct new facilities at Glynco 

and Artesia in FY 2001, as well as to make improvements to existing infrastructure. In June 

2001, a 60,000 square-foot dormitory was completed at Glynco. This three story "L" - shaped 

building accommodates 233 students in private rooms with shared baths. Each room is wired 

for cable and can readily be configured for computer network systems. The construction

included a 6,500-square foot single story recreation building that contains a laundry room, 

game room, and TV rooms. The buildings are connected by a covered walkway. In August 

2001, a 135,000 square foot two story classroom building was completed. The classroom 

building, named the Paul D. Coverdell Learning Center, contains 23 classrooms, specialized 

training areas and state-of-the-art classroom technology. Also in August 2001, two new

indoor/outdoor firing ranges were completed at Glynco. Each new range consists of 33,000 

square feet of floor space with 25 firing points and firing lines of 1.5, 3, 7, 15, 25, and 50 

yards. Range equipment consists of computer controlled turning targets, running targets, and 

portable pop-up target systems. The facility has a ballistic metal projectile trap with air

emission controls and ceiling ballistic metal baffle plate system. A range command center, 

audio command system, weapon cleaning station, and storage areas are included in each

range. Sound absorbing materials were used on interior wall surfaces to reduce noise levels 

during weapons training.

The 34,000 square foot expansion of the Physical Techniques Building at the Artesia training 

center was completed in FY 2001. The expansion provides additional space for physical

fitness activities. The FLETC is leading a collaborative effort with other Federal law

enforcement agencies to establish a training accreditation model, organizational structure, 

and process. The model will be used to establish Federal law enforcement training standards 

and to evaluate the facilities, policies, and procedures by which these standards are met. This 

process is formalized in the FLETC Strategic Plan, which calls for the formation of an

Implementation Team to develop the specific plans and processes to carry out this strategy 

successfully. The establishment of professionally developed, recognized, and maintained

training standards for Federal law enforcement will assist in maintaining public confidence in 

the integrity, professionalism, and accountability of law enforcement. During FY 2001, the 

FLETC established an accreditation office within the Planning and Development Directorate. 

The office has been researching several accreditation models.
30

Following is a report on the performance targets in Treasury’s FY 2001 Performance 

Plan related to this objective:

Federal Law Enforcement Training Center Performance Goal:

u Achieve 90% on Student Quality of Services Survey.

FY 1998

Actual

FY 1999

Actual

FY 2000

Actual

FY 2001

Planned

FY 2001

Actual

Rating on Student Quality of 

Services Survey

-- 99.0% 99.5% 90.0% 99.6%

Explanation of Measure: Students in basic and advanced training programs complete surveys 

on the quality of administrative support services. The scale of the survey is 0-100%. 

Note: During FY 1998 this was measured on a scale from 1-5 and a weighted mean 

response was used to measure overall quality. In FY 1998, the actual rating was 4.5.

Explanation of Shortfall: (If applicable) N/A

99.0 99.5

90.0 99.6

0

20

40

60

80

100

Percent

FY 1998

Actual

FY 1999 

Actual

FY 2000 

Actual

FY 2001 

Planned

FY 2001

Actual

Student Quality of Services Survey

N/A
31

Definition of Performance Measures and Validation of Data

• Performance Measure: Achieve 90% Rating on Student Quality of Training Survey

Definition: This measure deals with the quality of law enforcement training. Basic and

advanced training program students are surveyed to obtain their views as to the overall quality 

of training received at the FLETC. The information obtained from this survey assists the FLETC 

in the continuing review of program curricula. The scale is 0-100% and the FLETC goal is to 

obtain an overall rating of 90%.

Validation: Students in basic and advanced training programs complete surveys on the quality 

of training, including instructors, program material, equipment, etc. Individual programs and 

cumulative reports are generated. From this data, trends can be identified and areas that are 

consistently rated low can be reviewed and corrective action can be taken.

Data Accuracy: Reasonable.

• Performance Measure: Variable Unit Cost Per Basic Student-week of Training

Definition: This measure deals with the variable cost per student-week of funded basic 

training. Data is captured through the automated financial system (costs) and the Student 

Information System (student-weeks trained).

Validation: The cost per week is calculated by taking the actual expenses divided by the 

number of basic student-weeks trained.

Data Accuracy: Reasonable.

• Performance Measure: Rating on Student Quality of Services Survey

Definition: This measure assesses the quality of the services that the FLETC provides to its 

customers, namely the students who attend training. This includes both administrative and 

support services. The information obtained from this survey assists the FLETC in the

continuing review of the administrative and support services provided to the training mission. 

The scale is 0-100% and the FLETC goal is to obtain an overall rating of 90%.

Validation: Students in basic and advanced training programs complete surveys on the quality 

of administrative support services, including cafeteria, dormitory, janitorial, etc. Individual

programs and cumulative reports are generated. From this data, trends can be identified and 

areas that are consistently rated low can be reviewed and corrective actions taken.

Data Accuracy: Reasonable.
32

FUTURE EFFECTS ON EXISTING, CURRENTLY KNOWN DEMANDS, RISKS, UNCERTAINTIES,

EVENTS, CONDITIONS AND TRENDS

As a result of the September 11, 2001 terrorist attacks, a significant number of the FLETC’s 74 

partner organizations are abruptly requesting significant amounts of additional training for new 

law enforcement officers. The following chart summarizes the projections:

Category Students Student-Weeks Students Student-Weeks

Basic 17,463 149,326 15,863 118,888

Advanced 14,851 23,695 15,739 25,006

State and Local 6,073 6,495 6,290 6,727

International 1,930 1,626 2,093 1,727

Total 40,317 181,142 39,985 152,348

FY 2002 FY 2003

The FLETC has conducted extensive planning for responding to these training requirements as 

they are communicated from the agencies. The limiting factors for the FLETC are facility

constraints, instructor staffing, and funding for the direct costs of the additional training. The 

situation is exacerbated by the accelerated timeframes for delivering the training.

Over the past several years, the FLETC has been executing a rigorous construction program to 

increase facility capacity at both the Glynco, GA and the Artesia, NM Centers. This increased 

capacity will now be used to accommodate the additional training being requested. About two 

years ago, the FLETC successfully piloted an extended workday program that indicated training 

could be sustained over a lengthy period at levels beyond the normal 8-hour workday. The FLETC 

implemented an extended workweek in January 2002 at the Glynco center. As a result, the FLETC 

is in a position to complete more training without compressing the training program timelines. 

The additional training being requested by the Federal Aviation Administration Federal Air Marshal 

(FAM) is currently underway utilizing the Artesia, NM center. It is projected that FLETC will conduct 

40 basic FAM Training Program and FAM Follow-On Basic Program, graduating 1,296 students 

through November 2002. Also, in conjunction with the U.S. Border Patrol, the FLETC has

rescheduled the basic training requirements of that agency from Glynco to the temporary training 

center in Charleston, SC. It is expected that this will maximize the capacity available at the 

Charleston site. Additionally, the renovation of the firearms and driver training requalification

facility at Cheltenham, MD is underway. Once operational, the Cheltenham, MD facility will serve 

as a requalification training center for federal law enforcement officers located in the area and the

metropolitan Police Force.
33

Based upon our best assessment of the training needs that are being communicated by partner 

organizations, the FLETC has requested additional funding for the direct cost of the basic training 

and expanded authority to increase the number of approved full-time equivalent positions to 

accommodate the additional training. The FLETC developed a staffing strategy to secure

additional instructors with extensive Federal Criminal Investigator (GS-1811) experience. 

Throughout its history, the FLETC has experienced difficulty recruiting and retaining these

individuals. The FLETC asked for and was granted temporary authority from Treasury and the 

Office of Personnel Management to utilize the Waiver of Dual Compensation Reduction to hire 

retired experienced Federal Criminal Investigators to augment the existing staff. This temporary 

authority allows FLETC to rehire instructors for a period of one year. In an anticipation that the 

increase for expanded levels of training will continue for the next several years, FLETC will need to 

obtain a permanent authority to rehire annuitants.

President Bush has stated that the United States will be in a protracted period of response to the 

war on terrorism and that law enforcement will play a vital role in domestic security. Undoubtedly, 

training will be a key, if not an absolute necessity, for every Federal law enforcement agency. As 

stated in its mission, the FLETC is committed to serving as the Federal government’s leader for and 

provider of world-class law enforcement training.
34

FINANCIAL RESOURCES AND THEIR USES

Budgetary Resources

The FLETC’s budgetary resources have grown over the past five years. Budgetary resources consist 

of the budget authority or annual appropriation, reimbursement for services provided and other 

resources comprised mostly of carryover funds from prior fiscal years. The 37% increase in FY 

2001 budget resources is attributed to the $30 million appropriation received for the renovation 

and operation of the Cheltenham, MD requalification training facility.

78

22

52

98

35

47

110

38

55

110

21

41

154

37

44

0

50

100

150

200

250

Millions

1997 1998 1999 2000 2001

Fiscal Year

Budgetary Resources

Budget Authority Reimbursement Other Resources
35

FY 2000 Total $ 172 Million

Other

11%

S&E

57%

Construction

20%

Reimbursable 

Authority

12%

Sources of Funds

In FY 2001, the FLETC’s $235 million total budget resources consisted of $154 million in budget 

authority, $37 million in earned spending authority, and $44 million carryover from prior fiscal 

years. Of the total budget, the FLETC earmarked $108 million for salaries and expenses, $70 

million for construction, and $57 million for reimbursable and other expenses. The increase in 

total budget resources in FY 2001 was due primarily to additional construction funds provided to 

the FLETC.

FY 2001 Total $235 Million

Other

9%

Construction

30%

S&E

45%

Reimbursable 

Authority

16%
36

Uses of Funds

The FLETC obligated $231 million or 99% of its available budget in FY 2001, an increase of $84 

million from FY 2000. Of the total obligation, the FLETC used $136 million for operation and 

maintenance, $57 million for employee salaries and benefits, and $38 million for construction

and/or renovation of facility structures.

FY 2000 Total $147 Million

Operational 

Costs

53%

Employees 

Salaries & 

Benefits

33%

Construction 

& Renovation

14%

FY 2001 Total $231 Million

Construction 

& Renovation

16%

Employees 

Salaries & 

Benefits

25%

Operational 

Costs

59%
37

KEY FINANCIAL INDICATORS

Exchange Revenue

Pursuant to the OMB/Treasury/FLETC funding policy that was approved in FY 1987, the FLETC 

finances the direct cost of basic training while the partner organizations pay for the cost of travel, 

en route per diem and reimburse the FLETC for actual costs of meals and lodging. The direct cost 

of basic training includes items such as the following:

• utilities/janitorial services for classrooms

• printed materials

• role players

• support contracts

• ammunition

• materials and supplies

In addition to the travel, meal and lodging costs, the partner organizations reimburse the FLETC 

for any variable costs incurred in the advanced training courses. State and local agencies normally 

pay for the actual costs of training.

For FY 2001, the total exchange revenue amounted to $32 million of which $31 million and $1 

million were derived from Federal, State and local agencies, respectively.

19 21

8

10

1 1

0

5

10

15

20

25

Millions

Federal Treasury Public

Exchange Revenue

2000

2001
38

Program Costs

In carrying out its mission of providing world-class law enforcement training programs, the FLETC 

incurred costs for materials and services that were available commercially or from other Federal 

agencies. In FY 2001, the program costs totaled $139 million, of which $117 million or 85% and 

$22 million or 15% were procured from public entities and Federal agencies, respectively.

FINANCIAL PERFORMANCE GOALS

The FLETC proactively updates its financial management vision and goals. It established financial 

performance measures designed to assess progress in accompanying its management objectives.

Goal: Earn an unqualified opinion on FLETC Financial Statements

Measured Results: The FLETC earned an unqualified opinion on its FY 2001 Financial Statements. 

By receiving its second consecutive unqualified opinion, the FLETC clearly demonstrated the

financial integrity and prudent stewardship of taxpayers’ money at the Center.

107 117

12 21

1 1

0

50

100

150

Millions

Public Federal Treasury

Program Costs

2000

2001
39

Goal: Increase number of Automated Clearing House (ACH) Vendor Payments

Measured Results: ACH vendor payments have notably increased by 13% in FY 2001. ACH is an 

expeditious, cost-effective payment method that enhances accuracy and customer service to 

vendors.

Goal: Maintain 98% of employee salary payments via Electronic Fund Transfer (EFT).

Measured Results: All FLETC employees are enrolled and paid via EFT for three consecutive years.

74%

87%

0.0

0.2

0.4

0.6

0.8

1.0

% ACH

2000 2001

ACH Vendor Payments
40

ASSETS

The FLETC’s total assets are $305 million as of September 30, 2001, an increase of $66 million or 

28% over FY 2000. The property, plant and equipment and fund balance increased by $39 million 

and $25 million, respectively, in FY 2001.

Total Assets

163 184

207 239

305

0

70

140

210

280

350

MILLIONS

1997 1998 1999 2000 2001

FISCAL YEAR

Total Assets for 

Fiscal Years 1997-2001

OPERATING 

MATERIALS $5M

2%

ACCOUNTS

RECEIVABLE

$6M

2% OTHER ASSETS 

$2M

1%

PROPERTY, 

PLANT & 

EQUIPMENT 

$176M

57%

FUND BALANCE 

$116M

38%
41

PROPERTY, PLANT, AND EQUIPMENT

The FLETC’s property, plant and equipment are $176 million as of September 30, 2001, an

increase of $39 million or 28% over FY 2000. The increase in the value of the account is attributed 

to the completion of the new buildings and transfer of the facility structures at Cheltenham, MD to 

the FLETC.

Property, Plant and Equipment

CIP $24M

10% LAND $4M

2%

STRUCTURE 

$143M

83%

EQUIPMENT 

$5M

5%

73 78 96

137

176

0

50

100

150

200

MILLIONS

1997 1998 1999 2000 2001

FISCAL YEAR

Property, Plant and Equipment for 

Fiscal Years 1997-2001
42

DEPARTMENT OF THE TREASURY

FEDERAL LAW ENFORCEMENT TRAINING 

CENTER

FEDERAL MANAGERS’ FINANCIAL INTEGRITY 

ACT

FISCAL YEAR 2001
43

SECTION I: OPEN MATERIAL WEAKNESSES AS OF 9/30/01

FMFIA Milestone Dates

Section

(2,4A or 

4F)

Bureau

and

Control

Number

Title of

Material

Weakness:

Description of

Material Weakness:

Major Milestones

a) Short Term

b) Long Term Original

Due Dates

Current

Due Dates

2 ID Number

FLE 911 

(#2)

Environmental

Problem

An environmental 

problem exists at 

the FLETC Glynco, 

Georgia outdoor 

firearms ranges.

a) Complete the environmental 

restoration of the area and 

reconstruction of the Outdoor 

Firearms Ranges. This will be 

accomplished through the 

FLETC’s Remedial Plan.

b) N/A

12/30/98 04/05/05

SECTION II: THE LIST OF MATERIAL WEAKNESSES CLOSED DURING FY 2001 – NONE REPORTED

SECTION III: OPEN REPORTABLE CONDITIONS SECOND TIER ISSUES AS OF 9/30/01- NONE REPORTED

 Annual Assurance Statement for FY 2001

 FLETC management controls are established in 

 accordance with standards required by Section 2 Based upon the results of its annual 

 of the Federal Managers' Financial Integrity Act assessment process the Federal Law

 (FMFIA) and provide reasonable assurance that Enforcement Training Center (FLETC) 

 (1) our programs are achieving their intended can provide reasonable assurance that

 results; (2) resources are used in a manner that its systems of management, accounting

 is consistent with our mission; (3) assets are and administrative control, taken as a

 protected from fraud, abuse, waste, and mis- whole, achieve the objectives of Section 

 management; (4) laws and regulations are 2 of the Federal Managers' Financial 

 followed; (5) continuity of operations planning in Integrity Act (FMFIA). The FLETC can 

 critical areas is sufficient to reduce risk to provide reasonable assurance that its

 reasonable levels; and (6) performance information accounting and financial systems 

 is reliable. There is a reasonable assurance that generally conform to the Comptroller

 the financial system for the FLETC is in Generals' principles, standards and 

 conformance with Governmentwide financial related requirements and achieve the 

 information standards as well as financial system objectives of Section 4 of the FMFIA.

 functional standards for FY 2001 in accordance

 with section 4 of the FMFIA. The FLETC is in 

 substantial compliance with the requirements of

 the Federal Financial Management Improvement

 Act (FFMIA) of 1996. Specifically, FLETC has 

 implemented and maintained financial systems 

 that comply substantially with Federal financial ______________________________

 management system requirements, applicable W.Ralph Basham

 Federal accounting standards, and the United Director

 States Government Standard General Ledger at Federal Law Enforcement Training Center

 the transaction level.

Federal Manager's Financial Integrity Act (FMFIA) Summary
44

DEPARTMENT OF THE TREASURY

FEDERAL LAW ENFORCEMENT TRAINING 

CENTER

AUDITOR’S REPORT

FISCAL YEARS 2001 AND 2000
45

Carmichael

Brasher Tuvell

& Company

C e r t i f i e d P u b l i c A c c o u n t a n t s

678-443-9200

Facsimile: 678-443-9001

www.cbtcpa.com

REPORT OF INDEPENDENT ACCOUNTANTS

To W. Ralph Basham

Director of the Federal Law Enforcement Training Center (FLETC)

We have audited the accompanying balance sheets of the Federal Law Enforcement Training Center 

(FLETC) as of September 30, 2001 and 2000, and the related statements of net cost, changes in net 

position, budgetary resources, financing and custodial activity for the years then ended. These financial 

statements are the responsibility of the FLETC’s management. Our responsibility is to express an

opinion on these financial statements based on our audits.

We conducted our audits in accordance with auditing standards generally accepted in the United States 

of America; the standards applicable to financial audits contained in Government Auditing Standards, as 

amended, issued by the Comptroller General of the United States, and Office of Management and

Budget (OMB) Bulletin No. 01-02, Audit Requirements for Federal Financial Statements. Those 

standards require that we plan and perform the audit to obtain reasonable assurance about whether the 

financial statements are free of material misstatement. An audit includes examining, on a test basis, 

evidence supporting the amounts and disclosures in the financial statements. An audit also includes 

assessing the accounting principles used and significant estimates made by management, as well as 

evaluating the overall financial statement presentation. We believe that our audits provide a reasonable 

basis for our opinion.

In our opinion, the financial statements appearing on pages 48 through 69 of this report present fairly, 

in all material respects, the financial position of FLETC as of September 30, 2001 and 2000, and its net 

costs of operation, changes in net position, budgetary resources, financing and custodial activity for the 

years then ended in conformity with accounting principles generally accepted in the United States of 

America.

REPORT ON INTERNAL CONTROLS

We conducted our audits in accordance with auditing standards generally accepted in the United States 

of America; Government Auditing Standards, as amended, issued by the Comptroller General of the 

United States, and OMB Bulletin No. 01-02, Audit Requirements for Federal Financial Statements.

1647 Mount Vernon Road, Dunwoody Exchange, Atlanta, Georgia 30338
46

In planning and performing our audits of the financial statements of FLETC for the years ended

September 30, 2001 and 2000, we considered FLETC’s internal controls over financial reporting by 

obtaining an understanding of the agency’s internal control, determined whether internal controls had 

been placed in operation, assessed control risk, and performed tests of controls in order to determine 

our auditing procedures for the purposes of expressing our opinion on the financial statements. We 

limited our internal control testing to those controls necessary to achieve the objectives described in 

OMB Bulletin 01-02. We did not test all internal controls relevant to operating objectives as broadly 

defined by the Federal Financial Managers’ Financial Integrity Act of 1982, such as those controls 

relevant to ensuring efficient operations. The objective of our audits was not to provide an opinion on 

internal control. Accordingly, we do not express an opinion on internal control.

Our consideration of the internal control over financial reporting would not necessarily dis close all 

matters in the internal control over financial reporting that might be reportable conditions. Under

standards established by the American Institute of Certified Public Accountants, reportable conditions 

are matters coming to our attention relating to significant deficiencies in the design or operation of the 

internal control that, in our judgment, could adversely affect the agency’s ability to record, process, 

summarize, and report financial data consistent with the assertions by management in the financial 

statements. Material weaknesses are reportable conditions in which the design or operation of one or 

more of the internal control components does not reduce to a relatively low level the risk that 

misstatements in amounts that would be materia l in relation to the financial statements being audited 

may occur and not be detected within a timely period by employees in the normal course of performing 

their assigned functions. Because of inherent limitations in internal controls, misstatements, losses or 

noncompliance may occur and not be detected.

Finally, with respect to internal control over performance measures reported in the “Management

Discussion and Analysis” section on pages 11 through 41, we obtained an understanding of the design 

of significant internal controls relating to the existence and completeness assertions, as required by 

OMB Bulletin No. 01-02. Our procedures were not designed to provide an opinion on internal control 

over reported performance measures, and, accordingly, we do not express such an opinion.

During FY 2001, FLETC made significant improvements in, or created compensating controls for, the 

areas noted as reportable conditions in the FY 2000 internal control report. The progress was sufficient 

to preclude reporting of these as reportable conditions for FY 2001.

We did note certain other matters involving internal control that we have reported to the management 

of FLETC in a separate management letter.

REPORT ON COMPLIANCE WITH LAWS AND REGULATIONS

We conducted our audits in accordance with auditing standards generally accepted in the United States; 

Government Auditing Standards, issued by the Comptroller General of the

United States; and OMB Bulletin No. 01-02, Audit Requirements for Federal Financial Statements. 

Those standards require that we plan and perform the audit to obtain reasonable assurance about

whether the financial statements are free of material misstatement.

1647 Mount Vernon Road, Dunwoody Exchange, Atlanta, Georgia 30338
47

The management of FLETC is responsible for complying with laws and regulations applicable to FLETC. 

As part of obtaining reasonable assurance about whether FLETC’s financial statements are free of

material misstatement, we performed tests of its compliance with certain provis ions of laws and

regulations, noncompliance with which could have a direct and material effect on the determination of 

financial statement amounts and certain other laws and regulations specified in OMB Bulletin 01-02, 

including the requirements referred to in the Federal Financial Management Improvement Act (FFMIA) 

of 1996. However, the objective of our audits of the financial statements was not to provide an opinion 

on overall compliance with such provisions and, accordingly, we do not express such an opinion.

The results of our tests of compliance disclosed no instances of noncompliance with other laws and 

regulations discussed in the preceding paragraph exclusive of FFMIA that are required to be reported 

under Government Auditing Standards or OMB Bulletin No.01-02.

Under FFMIA, we are required to report whether FLETC’s financial management systems substantially 

comply with the Federal financial management systems requirements, applicable Federal accounting 

standards, and the United States Standard General Ledger at the transaction level. To meet this 

requirement, we performed tests of compliance with FFMIA section 803(a) requirements.

The results of our tests disclosed no instances in which the management systems did not substantially 

comply with the three requirements discussed in the preceding paragraph.

Consistency of Other Information

Our audits were conducted for the purpose of forming an opinion on the financial statements of FLETC, 

taken as a whole. The other accompanying information included on pages 1 to 43, and 70 to 73 is 

presented for the purpose of additional analysis and is not a required part of the financial statements. 

Such information has not been subjected to the auditing procedures applied in the audit of the financial 

statements, and, accordingly, we express no opinion on it.

This report is intended solely for the information and use of the management of FLETC, the U.S.

Treasury, OMB and Congress, and is not intended to be and should not be used by anyone other than 

those specified parties.

December 6, 2001

Atlanta, Georgia

1647 Mount Vernon Road, Dunwoody Exchange, Atlanta, Georgia 30338
48

DEPARTMENT OF THE TREASURY

FEDERAL LAW ENFORCEMENT TRAINING 

CENTER

FINANCIAL STATEMENTS

FISCAL YEARS 2001 AND 2000
49

The accompanying notes to the Financial Statements are an integral part of these statements.

ASSETS 2001 2000

 Entity Assets: 

 Intra-Governmental Assets 

 Fund Balance with Treasury (Note 2) $ 115,786 $ 90,728

 Accounts Receivable, (Note 3) 6,530 4,718

 Advances and Prepayments (Note 4) 1,956 2,392

 Total Intra-Governmental Assets $ 124,272 $ 97,838

 Operating Materials and Supplies (Note 5) 4,525 3,521

 Property, Plant and Equipment (Note 6) 175,570 137,006

 Other Government Assets (Note 3) 722 452

Total Entity Assets $ 180,817 $ 140,979

TOTAL ASSETS $ 305,089 $ 238,817

LIABILITIES

 Entity Liabilities Covered by Budgetary Resources:

 Intra-Governmental Liabilities

 Accounts Payable $ 35 $ 52

 Total Intra-Governmental Liabilities 35 52

 Accounts Payable with the Public 3,431 2,948

 Accrued Payroll and Benefits 3,409 2,999

 Other Accrued Liabilities 482 445

 Advances and Prepayments 23 17

 Liabilities of Deposit Funds and Suspense Accounts 127 172

Total Other Liabilities Covered by Budgetary Resources $ 7,472 $ 6,581

Total Liabilities Covered by Budgetary Resources $ 7,507 $ 6,633

Entity Liabilities Not Covered by Budgetary Resources:

 Contingencies (Note 7) $ 1,048 $ 1,223

 Other Liabilities (Note 8) 12,201 10,924

Total Liabilities Not Covered by Budgetary Resources 13,249 12,147

Total Liabilities 20,756 18,780

NET POSITION (Note 9) 284,333 220,037

TOTAL LIABILITIES AND NET POSITION $ 305,089 $ 238,817

DEPARTMENT OF THE TREASURY, FEDERAL LAW ENFORCEMENT TRAINING CENTER

BALANCE SHEETS

AS OF SEPTEMBER 30, 2001 and 2000

(DOLLARS IN THOUSANDS)
50

The accompanying notes to the Financial Statements are an integral part of these statements.

2001 2000

NET COST OF OPERATION $ 106,976 $ 93,228

FINANCING SOURCES

 Appropriations used 127,974 115,735

 Imputed Financing Resources 5,239 3,086

 Transferred In Without Reimbursement 8,460 6,765

 Other Financing Sources 2,794 -

Total Financing Sources $ 144,467 $ 125,586

NET RESULTS OF OPERATIONS $ 37,491 $ 32,358

Prior Period Adjustments 2,288 8,816

Net Change in Cumulative Results of Operation 39,779 41,174

Increase (Decrease) in Unexpended Appropriation 24,517 (6,988)

Change in Net Position 64,296 34,186

Net Position - October 1 220,037 185,851

NET POSITION - September 30 $ 284,333 $ 220,037

DEPARTMENT OF THE TREASURY, FEDERAL LAW ENFORCEMENT TRAINING CENTER

STATEMENTS OF CHANGES IN NET POSITION

FOR THE YEARS ENDED SEPTEMBER 30, 2001 AND 2000

(DOLLARS IN THOUSANDS)
51

The accompanying notes to the Financial Statements are an integral part of these statements.

 

 

2001 2000

COSTS:

Program: LAW ENFORCEMENT TRAINING

 Intra-Governmental Costs $ 21,573 $ 18,548

 With the Public 116,949 102,261

 Total Costs 138,522 120,809

 Less Earned Revenue (31,546) (27,581)

 NET COSTS OF OPERATION (Note 10) $ 106,976 $ 93,228

DEPARTMENT OF THE TREASURY, FEDERAL LAW ENFORCEMENT TRAINING CENTER

STATEMENTS OF NET COST

FOR THE YEARS ENDED SEPTEMBER 30, 2001 and 2000

(DOLLARS IN THOUSANDS)
52

The accompanying notes to the financial statements are an integral part of these statements.

BUDGETARY RESOURCES (Note 12) 2001 2000

Budget Authority $ 154,007 $ 110,038

Unobligated Balance 25,271 31,275

Spending Authority Earned 37,025 21,103

Adjustments, Anticipated for Rest of Year 18,967 9,879

Total Budgetary Resources $ 235,270 $ 172,295

STATUS OF BUDGETARY RESOURCES (Note 12)

Obligations Incurred 184,201 147,024

Unobligated Balances Available 46,802 -

Unobligated Balances Not Available 4,267 25,271

Total Budgetary Resources $ 235,270 $ 172,295

OUTLAYS

Obligations 184,201 147,024

Spending Authority from Offsetting Collections

 and Adjustments (57,702) (33,029)

Obligated Balance, Net-Beginning of the Period 65,286 71,499

Obligated Balance, Net-End of Period (64,591) (65,286)

Total Outlays $ 127,194 $ 120,208

DEPARTMENT OF THE TREASURY, FEDERAL LAW ENFORCEMENT TRAINING CENTER

STATEMENTS OF BUDGETARY RESOURCES

FOR THE YEARS ENDED SEPTEMBER 30, 2001 AND 2000

(DOLLARS IN THOUSANDS)
53

The accompanying notes to the financial statements are an integral part of these statements.

OBLIGATIONS AND NON-BUDGETARY RESOURCES 2001 2000

Obligations Incurred $ 184,201 $ 147,024

Less Spending Authority from Offsetting Collections

 and Adjustment (57,702) (33,029)

Transferred In 8,460 6,764

Inputed Financing 5,239 3,086

Exchange Revenue not in Budget (2,082) (1,684)

Total Obligations as Adjusted and 

 Non-budgetary Resources $ 138,116 $ 122,161

RESOURCES NOT FUNDING NET COST OF OPERATIONS

Change in Undelivered Orders $ (156) $ (1,276)

Capitalized Costs (39,978) (41,103)

Financing Sources that Fund Costs of Prior Periods (888) (186)

Total Resources not Funding Net Costs of Operations $ (41,022) $ (42,565)

COSTS NOT REQUIRING RESOURCES

Depreciation and Amortization $ 6,858 $ 5,529

Disposition of Assets (409) 610

Bad Debts 5 6

Total Costs not Requiring Resources $ 6,454 $ 6,145

FINANCING SOURCES YET TO BE PROVIDED (Note 13)

 3,428 7,487

NET COST OF OPERATIONS $ 106,976 $ 93,228

FOR THE YEARS ENDED SEPTEMBER 30, 2001 AND 2000

(DOLLARS IN THOUSANDS)

DEPARTMENT OF THE TREASURY, FEDERAL LAW ENFORCEMENT TRAINING CENTER

STATEMENTS OF FINANCING
54

DEPARTMENT OF THE TREASURY

FEDERAL LAW ENFORCEMENT TRAINING CENTER

NOTES TO THE FINANCIAL STATEMENTS

FISCAL YEAR 2001
55

NOTES TO THE FINANCIAL STATEMENTS

NOTE 1: SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

A. REPORTING ENTITY

The Federal Law Enforcement Training Center (FLETC), a component of the Department of the 

Treasury, serves as an interagency law enforcement training center. The FLETC provides

facilities, equipment, and support services for conducting law enforcement training for Federal 

agencies and specialized programs for State and local agencies and foreign governments. The 

FLETC was established on July 1,1970, by Treasury Department Order No. 217, as an

organizational entity within the Department of the Treasury, and placed under the supervision 

of the Assistant Secretary (Enforcement and Operations). This oversight position subsequently 

became the Under Secretary (Enforcement). Training sites and offices include Glynco, Georgia; 

Artesia, New Mexico; Washington, D.C.; Charleston, South Carolina; and a new site at

Cheltenham, Maryland. Currently, the FLETC conducts training in three International Law

Enforcement Academies (ILEA) located in Budapest, Hungary; Bangkok, Thailand; and Gaborone, 

Botswanna. The programs and operations of the FLETC are funded principally through

Congressional appropriations on an annual, multi-year, and no-year basis. Accordingly,

operating costs incurred and recorded as expenses are offset by an equal amount of

appropriated funds that are recorded as financing sources or an offset by reimbursable revenue 

or other financing sources.

B. BASIS OF ACCOUNTING AND PRESENTATION

The FLETC maintains its accounting records and prepares its financial statements on the accrual 

basis of accounting. The FLETC has historically prepared its financial statements in accordance 

with generally accepted accounting principles, based on accounting standards issued by the 

Financial Accounting Standards Board (FASB), the private-sector standards-setting body. In 

October 1999, the Federal Accounting Standards Advisory Board (FASAB) was designated by the 

American Institute of Certified Public Accountants (AICPA) as the standards-setting body for 

financial statements of Federal government entities, with respect to the establishment of 

generally accepted accounting principles. FASB has indicated, however, that financial

statements prepared based upon accounting standards published by FASB may also be regarded 

as in accordance with generally accepted accounting principles for those Federal entities, such 

as the FLETC, that have issued financial statements based upon FASB accounting standards in 

the past. Therefore, consistent with historical reporting, the FLETC financial statements are 

presented in accordance with accounting standards published by the FASB.
56

C. ASSETS AND LIABILITIES

Entity intra-governmental assets and liabilities result from activity with other Federal Agencies. 

All other entity assets and liabilities result from activity with parties outside the Federal

government, such as domestic and foreign persons, organizations, or governments outside the 

U.S. Government. Assets represent tangible items that have probable economic benefits that 

can be obtained or controlled by the FLETC. Liabilities represent the amount of monies or other 

resources that are likely to be paid as a result of a transaction or event that has already 

occurred. However, no liability can be paid absent an appropriation. Liabilities for which an 

appropriation has not been enacted are, therefore, classified as Liabilities not covered by 

Budgetary Resources. Although future appropriations to fund the liabilities are likely and

anticipated, it is not certain that appropriations will be enacted to fund these liabilities. Also, 

liabilities arising from other than contracts can be abrogated by the Government, acting in its 

sovereign capacity.

D. FUND BALANCES WITH TREASURY AND CASH

Fund balances with Treasury represent appropriated funds available to pay liabilities and finance 

authorized expenditures. The cash held outside Treasury represents imprest fund balances.

E. ACCOUNTS RECEIVABLE AND RELATED ALLOWANCES FOR UNCOLLECTABLE AMOUNTS

Outstanding billed reimbursable costs for goods and services provided to other Federal

agencies and State and local governments comprise the majority of accounts receivable. The 

FLETC uses the allowance method for recognizing bad debt expense on accounts receivable.

F. INTRA-TREASURY ADVANCES

The Treasury's Working Capital Fund (WCF) was established by Section 104 of Public Law 91-

614, December 31, 1970, and amended by Section 442 of Public Law 98-369, July 1984. 

Amounts in the fund are available for expenses of operating and maintaining common

administrative services of Treasury that have been determined to be carried out as centralized 

services. In accordance with established WCF procedures, funds for these services are collected 

from Treasury bureaus in advance. This advance is expended as services are provided by the 

WCF.
57

G. GOVERNMENTAL ADVANCES

The majority of governmental advances consist of advances to the United States Department of 

Agriculture (USDA) Graduate School for specialized projects. Advances are expended when 

services are provided by USDA.

H. OPERATING MATERIALS AND SUPPLIES

Operating materials and supplies are tangible personal property that takes one of three forms: 

held for sale under the reimbursable program; consumed in the process of production for 

reimbursable services; or consumed in the provision of direct program services. Recognition as 

a financial resource occurs when title passes to the FLETC, or goods are in the FLETC's

possession. At the time title passes to the purchaser, or the goods are used in the provision of 

a service, the financial resource is removed from the account.

I. PROPERTY, PLANT, AND EQUIPMENT

Property, plant, and equipment purchased individually that costs $50,000 or more are

capitalized. Depreciation is calculated on a straight-line basis over the useful life of the asset.

J. ACCRUED ANNUAL, SICK, AND OTHER LEAVE AND COMPENSATORY TIME

Annual leave, compensatory time, and other leave time are accrued when earned. The accrual is 

presented as a component of liabilities not covered by budgetary resources in the Balance Sheet 

and is adjusted for changes in compensation rates and reduced for annual leave taken. Sick 

leave is not accrued when earned, but is expensed when taken.

K. PENSION COSTS AND OTHER RETIREMENT BENEFITS

In general, FLETC employees hired prior to January 1, 1984, participate in the Civil Service 

Retirement System (CSRS), while employees' hired after that date participate in the Federal

Employees' Retirement System (FERS). FLETC and its employees contribute to the retirement 

plan a certain percent of base pay as provided by the Office of Personnel Management (OPM). 

The costs of providing these benefits by OPM is more than the amounts contributed by FLETC 

and its employees. As a result of SFFAS No. 5, FLETC is required to report the full cost of 

providing pension benefits, to include the cost financed by OPM. The additional cost is included 

as an expense and as an imputed financing source in the FLETC's Statement of Change in Net 

Position.
58

L. ACCRUED WORKERS’ COMPENSATION

The Federal Employees Compensation Act (FECA) program is administered by the U.S.

Department of Labor (DOL) and provides income and medical cost protection to covered Federal 

civilian employees who have been injured on the job or have incurred a work-related 

occupational disease. Beneficiaries of employees whose death is attributable to a job-related 

injury or occupational disease receive compensation. The DOL initially pays valid FECA claims 

for all of the Federal government and seeks reimbursement two fiscal years later from the 

Federal agencies employing the claimants. Estimated future FECA costs are determined by the 

DOL for Treasury, which in turn, allocates to the FLETC the actuarial liabilities not covered by 

budgetary resources. This governmental liability is determined by using the paid loses

extrapolation method calculated over the next 37-year period. This method utilizes historical 

benefit payment patterns related to a specific incurred period to predict the ultimate payments 

related to that period.

M. LITIGATION CONTINGENCIES AND SETTLEMENTS

Probable and estimable unsettled litigation and claims against the FLETC are recognized as a 

liability and expensed for the full amount of the expected loss. Expected litigation and claim 

losses include settlements to be paid from the Treasury Judgement Fund on behalf of the FLETC 

and settlements to be paid from FLETC appropriations. Settlements paid from the Judgement 

Fund for the FLETC are recognized as an expense and imputed financing.

N. REVENUES AND FINANCING SOURCES

The FLETC receives the majority of its funding through annual, multi-year, no-year, and trust 

fund appropriations that may be used within statutory limits for operating and capital

expenditures. Appropriations are recognized as financing sources when the related expenses 

are incurred. The FLETC enters into reimbursable agreements with Treasury and other Federal 

entities for services or goods provided. Under these arrangements, one entity provides goods 

or services to another at an agreed-upon price, and revenue from reimbursable agreements is 

recognized when the services are provided. Other minor financing sources include gifts and 

transfers from the Department of Justice's Violent Crime Reduction Trust Fund.
59

NOTE 2: FUND BALANCES WITH TREASURY

Entity fund balances with Treasury as of September 30, 2001 and 2000, are as follows (in 

thousands):

2001 2000

Trust Funds $2,834 $8,028

Appropriated Funds 112,825 82,664

Other Fund Types 127 36

TOTAL $115,786 $90,728

Trust fund balances are comprised of gifts and transfers from the Department of Justice's 

Violent Crime Reduction Trust Fund. Other fund balances result from the FLETC's authority to 

use the proceeds from the sale of surplus items and recyclable materials to purchase like-items.

NOTE 3: ACCOUNTS RECEIVABLE

ENTITY INTRA-GOVERNMENTAL ACCOUNTS RECEIVABLE

Intra-governmental Accounts Receivable due from other Federal agencies, as of September 30, 

2001 and 2000, respectively, total $6.5 and $4.7 million, and are considered fully collectable.

ENTITY ACCOUNTS RECEIVABLE, NET

Receivables due from the public are recognized for law enforcement training provided to State, 

local and foreign governments. As of September 30, 2001 and 2000, receivables from the 

public total $722 thousand and $452 thousand, respectively, and are net of uncollectible

amounts totaling $18 thousand and $13 thousand, respectively. The allowance for estimated 

uncollectible accounts receivable due from the public is determined by using the Percentage 

Analysis Method. The Percentage Analysis Method derives an estimated percentage of

uncollectible accounts receivable by account type that is based on the experience of collecting 

past due accounts. The Specific Identification Method is used when actual uncollectible

amounts of receivable are known.
60

NOTE 4: ADVANCES AND PREPAYMENTS

Entity advances and prepayments as of September 30, 2001 and 2000, are as follows (in

thousands):

2001 2000

Working Capital Fund $1,857 $2,292

USDA Graduate School 100 100

TOTAL $1,957 $ 2,392

The Working Capital Fund balance is available for expenses of operating and maintaining

common administrative services of Treasury that have been determined as more advantageous 

and economical to be carried out as centralized service. Advances to the USDA Graduate School 

are for specialized computer based training courses. Expenses are recognized as services, 

which are provided by the Working Capital Fund and USDA.

NOTE 5: OPERATING MATERIALS AND SUPPLIES

Operating materials and supplies as of September 30, 2001 and 2000, consist of the following 

(in thousands):

2001 2000

Ammunition $1,616 $1,137

Uniforms 1,794 1,677

Maintenance materials and supplies 163 169

Training and office supplies 751 386

Gas and oil 13 20

Auto materials and supplies 188 132

TOTAL $4,525 $3,521

The value of operating materials and supplies is determined by the average cost method.
61

NOTE 6: PROPERTY, PLANT, AND EQUIPMENT

Property, plant, and equipment as of September 30, 2001 and 2000, consist of the following (in 

thousands):

2001

Property, Plant 

& Equipment

Depreciation

Method

Service

Life

Acquisition

Cost

Accumulated 

Depreciation

Net Book

Value

Land - - $3,838 $ - $3,838

Structure, Facilities Straight Line 20-30 years 198,131 (55,368) 142,763

Equipment Straight Line 6-10 years 13,010 (8,143) 4,867

Construction

in progress 24,101 - 24,101

TOTAL $239,080 $(63,511) $175,569

2000

Property, Plant 

& Equipment

Depreciation

Method

Service

Life

Acquisition

Cost

Accumulated 

Depreciation

Net Book

Value

Land - - $3,820 $ - $3,820

Structure, Facilities Straight Line 20-30 years 143,664 (49,283) 94,381

Equipment Straight Line 6-10 years 14,824 (10,193) 4,631

Construction

in progress 34,174 - 34,174

TOTAL $196,482 $(59,476) $137,006

Property, plant, and equipment are valued at cost. Property and equipment transferred to the 

FLETC from the Department of Defense on the date that FLETC relocated to Glynco is stated as 

the transfer value that approximates historical cost. Major construction, renovation, and

equipment acquisitions are capitalized, while maintenance, repair, and minor equipment costs 

are charged to expenses as incurred. Property, plant, and equipment purchased individually 

that cost $50,000 or more are capitalized.
62

NOTE 7: CONTINGENCIES

The FLETC is involved in various legal actions and administrative proceedings incidental to its 

operations. Management vigorously contests all claims and lawsuits. As of September 30, 

2001, FLETC recorded contingent liabilities of $1 million for these pending claims and lawsuits. 

This compared with a probable liability as of September 30, 2000 of $1.2 million. An estimate 

of the range of the possible liability as of September 30, 2001 and 2000, follows (in thousands):

2001 2000

Not Covered by

Budgetary 

Resources

Probable

Estimate

Possible

Minimum

Possible 

Maximum

Probable 

Estimate

Possible 

Minimum

Possible

Maximum

TOTAL $1,048 - $1,048 $1,223 - $1,223

NOTE 8: OTHER LIABILITIES NOT COVERED BY BUDGETARY RESOURCES

As of September 30, 2001 and 2000, other liabilities not covered by budgetary resources 

consists of the following (in thousands):

2001 2000

Accrued Payroll and Benefits 3,481 3,230

FECA LIABILITY $8,720 $7,694

TOTAL $12,201 $10,924
63

NOTE 9: NET POSITION

Net position as of September 30, 2001 and 2000, consists of the following (in thousands):

2001

Trust Appropriated

Funds Funds Total

A. Unexpended Appropriations

(1) Unobligated - Unavailable $235 $50,825 $51,060

(2) Obligated/-Undelivered Orders 2,457 61,845 64,302

Total Unexpended Appropriations 2,692 112,670 115,362

B. Cumulative Results of Operations 3,550 165,421 168,972

TOTAL NET POSITION $6,242 $278,091 $284,333

2000

Trust Appropriated

Funds Funds Total

A. Unexpended Appropriations

(1) Unobligated - Unavailable $955 $24,605 $25,560

(2) Obligated/-Undelivered Orders 7,111 58,174 65,285

Total Unexpended Appropriations 8,066 82,779 90,845

B. Cumulative Results of Operations 421 128,771 129,192

TOTAL NET POSITION $8,487 $211,550 $220,037

Unexpended appropriations represent the amount of spending authorized as of year-end that is 

unliquidated or unobligated and had not lapsed, been rescinded, or been withdrawn. No-year 

appropriations remain available for obligation until expended. Annual appropriations remain 

available for upward or downward adjustment of obligations until expired. Cumulative results of 

operations is the net difference between (1) expenses and losses and (2) financing sources, 

including appropriated capital used, revenue, and gains, since the inception of the entity.
64

NOTE 10: STATEMENT OF NET COST

The program displayed is equivalent to the mission listed in the FLETC FY 2000-2005 Strategic 

Plan.

Gross costs and earned revenue by budget functional classification for the years ended

September 30, 2001 and 2000; consist of the following (in thousands):

2001

Functional Classification Gross Cost Earned Revenue Net Cost

Administration of Justice 138,522 31,546 106,976

2000

Functional Classification Gross Cost Earned Revenue Net Cost

Administration of Justice 120,809 27,581 93,228

Program Expense by object code classification for the years ended September 30, 2001 and 

2000, consists of the following (in thousands):

PROGRAM EXPENSES 2001 2000

Personnel Compensation $37,106 $33,011

Personnel Benefits 18,059 15,116

Travel and Transportation of Persons 4,320 4,079

Transportation of Things 584 368

Rent, Communication and Utilities 7,034 4,370

Printing and Reproduction 1,072 780

Services 41,461 32,828

Supplies and Materials 10,002 9,237

Equipment 6,737 10,720

Minor Maintenance 5,747 6,070

Disposition of Assets (409) 610

Depreciation and Maintenance 6,858 5,529

Bad Debts Expense 5 6

Claims and Indemnities (55) (1,916)

Interest 1 1

TOTAL $138,522 $120,809
65

NOTE 11: STATEMENT OF NET POSITION-PRIOR PERIOD ADJUSTMENTS

FLETC adjusted the cumulative results of the operations account balance during FY 2001 and 

2000 for corrections relating to prior year activity associated with Department of Labor and with 

appropriations used for capital investments pertaining to buildings. The net effect of the

adjustments to FY 2001 and 2000 cumulative results of operations account balances totaled 

$2.3 million and $8.8 million, respectively.

NOTE 12: STATEMENT OF BUDGETARY RESOURCES

As of September 30, 2001 and 2000, budgetary resources obligated for undelivered orders total 

$70.4 and $68.4 million, respectively. The FLETC did not have any borrowing or contract 

authority, and did not have any repayment requirements, financing sources for repayments, or 

any other terms of borrowing authority used.

Adjustments to budgetary resources available at the beginning of FY 2001 and 2000 consist of 

the following (in thousands):

2001 2000

Recoveries of prior year obligations $20,677 $11,918

Cancellation of expired and no-year accounts (1,049) (1,068)

Enacted rescissions of prior year balance (338) (436)

Permanently not available PL105-61 (323) (548)

Net Transfers, current year authority realized (4) 3,852

Total $18,963 $13,718

NOTE 13: STATEMENT OF FINANCING

The Financing Sources yet to be provided presented on the Statement of Financing represents 

the change between the beginning and ending balances for Liabilities not covered by Budgetary 

and Other Resources presented on the Balance Sheet.
66

NOTE 14: ENVIRONMENTAL CONCERNS

Firearms Ranges

In 1991 an environmental problem was identified with the FLETC Glynco outdoor firearms 

ranges. A remedial plan of action for the restoration of the outdoor firearms ranges was 

prepared and implementation of the plan was to begin in Fiscal Year 2001. In order to 

accomplish the restoration, several activities had to take place:

1) Four new indoor-outdoor firearms ranges had to be completed and operational before the 

outdoor ranges could be taken off line; and

2) The Georgia Environmental Protection Department and the Federal Environmental Protection 

Agency had to review the plan and give final approval that it met with all regulatory

requirements.

During Fiscal Year 2001, the FLETC let a contract to the U.S. Army Corp of Engineers for $2.1 

million to accomplish the restoration. The four new indoor-outdoor firearm ranges were

completed and became operational during FY 2001. Because of the increased demand for 

training resulting from the September 11, 2001 terrorist attack, the FLETC has deferred taking 

the outdoor firearms ranges offline. The outdoor firearms ranges are expected to be taken offline no later than December 2003 so that the restoration can begin. The restoration should be 

completed by April 2005.
67

DEPARTMENT OF THE TREASURY

FEDERAL LAW ENFORCEMENT TRAINING 

CENTER

CUSTODIAL FINANCIAL STATEMENTS

FISCAL YEARS 2001 AND 2000
68

The accompanying notes to the financial statements are an integral part of these statements.

SOURCES OF CUSTODIAL REVENUE AND COLLECTIONS 2001 2000

 

Revenue Received

 

Fines, Penalties, Interest and Other Revenue $14 $908

Total Revenue Received 14 908

Net Revenue Received 14 908

TOTAL REVENUE $14 $908

DISPOSITION OF REVENUE RECEIPTS

Amounts Provided to Fund the Federal Government $14 $908

Total Disposition of Custodial Revenue and Collections 14 908

NET CUSTODIAL REVENUE ACTIVITY $0 $0

DEPARTMENT OF THE TREASURY, FEDERAL LAW ENFORCEMENT TRAINING CENTER

SCHEDULES OF CUSTODIAL ACTIVITIES

AS OF SEPTEMBER 30, 2001 and 2000

(DOLLARS IN THOUSANDS)
69

NOTES TO THE CUSTODIAL FINANCIAL STATEMENTS

NOTE 1: BASIS OF ACCOUNTING

The Schedule of Custodial Activities reports collections of miscellaneous receipts using the cash

basis of accounting; i.e., when remittance is received. Revenue disposition is also reported on a 

cash basis.
70

DEPARTMENT OF THE TREASURY

FEDERAL LAW ENFORCEMENT TRAINING CENTER

SUPPLEMENTAL INFORMATION

FISCAL YEAR 2001
71

FLETC PARTNER ORGANIZATIONS

3 Branches of Government

31 Member Departments and Independent Agencies

74 Partner Organizations

EXECUTIVE BRANCH:

Agriculture Forest Service

Office of Inspector General

Amtrak Amtrak Police

Central Intelligence Agency Office of Inspector General

Office of Security

Commerce National Institute of Standards and Technology

National Marine Fisheries Service

Office of Export Administration

Office of Inspector General

Office of Security

Defense Air Force Office of Special Investigations

Defense Protective Service

National Security Agency

Naval Criminal Investigative Service

Criminal Investigative Service/Office of Inspector General

Education Office of Inspector General

Energy Office of Inspector General

Environmental Protection Agency Office of Criminal Investigations

Office of Inspector General

Federal Deposit Insurance Office of Inspector General

Corporation

Federal Emergency Security Division

Management Agency Office of Inspector General

General Services Administration Office of Federal Protective Service

Office of Inspector General

Health and Human Services Food and Drug Administration

National Institutes of Health

Office of Inspector General

Housing and Urban Development Office of Inspector General

Interior Bureau of Indian Affairs

Bureau of Land Management

Bureau of Reclamation

National Park Service

U.S. Park Police

Office of Inspector General

Office of Surface Mining, Reclamation and Enforcement

U.S. Fish and Wildlife Service
72

Justice Bureau of Prisons

Drug Enforcement Administration

Immigration and Naturalization Service

U.S. Border Patrol

Office of Inspector General

U.S. Marshals Service

Labor Office of Inspector General

National Aeronautics and Office of Inspector General

Space Administration

Nuclear Regulatory Commission Office of Inspector General

Office of Personnel Management Office of Inspector General

Railroad Retirement Board Office of Inspector General

Small Business Administration Office of Inspector General

Smithsonian National Zoological Park

Office of Protection Services

Social Security Administration Office of Inspector General

State Agency for International Development-Office of Inspector General

Bureau of Diplomatic Security

Office of Inspector General

Tennessee Valley Authority TVA Police

Office of Inspector General

Transportation Federal Aviation Administration

Office of Inspector General

U.S. Coast Guard

Treasury Alcohol, Tobacco and Firearms

Bureau of Engraving and Printing

Financial Crimes Enforcement Network

Internal Revenue Service

Office of Inspector General

Treasury Inspector General for Tax Administration

U.S. Customs Service

U.S. Mint

U.S. Secret Service

U.S. Postal Service Office of Inspector General

Postal Inspection Service-Postal Police

Veterans Affairs Office of Inspector General

JUDICIAL BRANCH:

Supreme Court Supreme Court Police

LEGISLATIVE BRANCH:

U.S. Congress Government Printing Office - Office of Inspector General

Government Printing Office - Office of Security

Library of Congress Police

 U.S. Capitol Police
73

PRINCIPLE OFFICIALS OF THE FLETC

Director....................................................................................W. Ralph Basham

Legal Counsel........................................................................Willis C. Hunter

Assistant Director/CIO............................................................Sandy H. Peavy

Assistant Director for Office of Compliance..............................Bruce J. Bowen

Associate Director for Washington Office......................................John C. Dooher

Deputy Associate Director........................................................Jeffrey L. Hesser

Deputy Associate Director........................................................Paul B. Imbordino

Associate Director for Training...................................................Paul A. Hackenberry

Assistant Director for Artesia Operations..................................G. Ray Havens

Assistant Director for Training..................................................Michael R. Hanneld

Assistant Director for State and Local Training...........................Bruce P. Brown

Assistant Director for Training Support......................................Hobart H. Henson

Associate Director for Planning and Workforce Development..........Connie L. Patrick

Assistant Director for Planning and Workforce Development........Sandra L. Wiggins

Associate Director for Administration/CFO....................................D. Kenneth Keene

Assistant Director for Administration.........................................Gregory G. Carver

For Additional Information Contact:

Public Affairs Office

Federal Law Enforcement Training Center

Glynco, GA 31524

(912) 267-2447

Internet Address

http://www.fletc.gov