ATF – NIBIN

National Integrated Ballistic Information Network

The Federal Bureau of Alcohol, Tobacco, Firearms, and Explosives (ATF) Leadership intends to strengthen its Crime Gun Intelligence (CGI) initiative and recognizes that the first important step is to address critical gaps that currently exist within the National Integrated Ballistic Information Network (NIBIN). The Bureau believes that this initiative would be best accomplished through the creation and implementation of a long-term Strategic Business Plan (SBP).

ATF selected the Interact Business Group Corporation, to develop the SBP. This plan will serve as a long-term roadmap, guiding ATF leaders, NIBIN partner site personnel, and law enforcement personnel so that they can collectively identify and employ best practices to achieve optimal NIBIN and CGI outcomes.

Today, NIBIN is a major law enforcement network, like others operated by the Department of Justice (DOJ) such as the National Crime Information Center (NCIC), the Integrated Automated Fingerprint Identification System (IAFIS), and the Combined DNA Index System (CODIS). NIBIN is a unique national system for ballistics imaging; it is the only nationally-integrated system that enables the capture and comparison of cartridge cases to aid in solving violent crimes involving firearms. Currently, the NIBIN database has over 2.4 million ballistic images.

IBG and ATF agree that four critical steps are essential to the success of NIBIN:

  1. Comprehensive Collection of Evidence
  2. Timely Turnaround
  3. Follow-Up
  4. Feedback Loop

At the direction of ATF, IBG focused its efforts on the following tasks:

  1. Overview of NIBIN and Current Conditions – IBG examined previous technical evaluations and research executed in association with the NIBIN program. In addition, IBG conducted numerous interviews with several ATF Field Operations staff and staff at ATF headquarters in Washington, D.C. IBG also conducted site visits at 12 NIBIN partner sites throughout the country.
  2. Development of a Strategic Business Plan Strategy – IBG identified Five Essential Changes to take NIBIN into a new phase of partnership, participation, and performance. The essential changes will lead to a rebranding of NIBIN with a new moniker: “NIBIN2.0”
  3. Scheduling, Planning, Budget, and Implementation – IBG has identified a timeline, staffing plan, and budget for implementing the Five Essential Changes.

Colorado Department of Wildlife

Cameo Shooting and Education Complex

The State of Colorado will construct and operate a high-end Regional Shooting Sports Park complex offering a variety of entertainment options including rifle, pistol, shotgun, and archery sports. The complex will include specialty facilities for competitions and special events. It may include an adjacent RV park. By offering such a broad base of entertainment options, and by focusing on “Management” creating positive customer experiences, the Cameo Shooting and Education Complex (CSEC) will more closely operate as an amusement park than a traditional shooting range in terms of its appeal to multiple demographics. Selling the entertainment experience will result in a broader customer base, higher revenues, and greater profitability. It will also strive to generate traffic to the Palisade, Colorado area, resulting in significant secondary out- of-county sales to local businesses in the area, especially restaurants, hotels, and motels.

The Interact Business Group (IBG) was selected to prepare a strategic business plan for the shooting ranges and outdoor education complex to be located in Palisade, Colorado. The proposed facility has been named the “Cameo Shooting and Education Complex” (CSEC).

The Strategic Business Plan (SBP) is an important tool that can help key leaders make informed and knowledgeable decisions regarding the establishment, growth, and sustainability of a world-class shooting sports and outdoor education facility. This SBP evaluates options and recommends the best and most practical course of action for providing a wide range of activities that serve shooting sports enthusiasts from throughout the region, state, and country.

To accomplish the business plan objectives, the report has been organized to include the following chapters and sections:

  • Market Analysis Strategy
  • Specialty Range Shooting Disciplines Envisioned
  • Competitive Analysis
  • Marketing Strategy
  • User Forecast
  • Operations Plan
  • Staffing Plan
  • Job Descriptions
  • Revenue Forecast
  • Operational Cost Forecast
  • Establishment of a Non-Profit Foundation

Once it has been completed, the complex will be much more than just another place to safely shoot rifles, pistols, archery and shotguns. It will also be an educational and training facility, where kids can learn about the safe use of firearms and law enforcement can sharpen their skills. Plus, the complex will be a top destination for people from all over the world to participate in organized shooting competition.

Facilities will include:

  • Indoor Classrooms
  • ​Multiple ranges for rifle​, shotgun, pistol & archery​
  • Indoor ranges
  • An on-site pro shop

​Community benefits include:

  • 50,000 visitors expected annually​
  • Designed for education, training & national/international competitions and events
  • Generates year-round community business – increase business in off seasons

UPDATE:

May 2017 – Cameo Shooting and Education Complex inaugurated by Gov. Hickenlooper, state dignitaries and 200 in attendance during ‘First Shot Ceremony”

The shooting range was officially introduced to the public at the May Grand Opening “First Shot Ceremony.”

The amount of partners vested in making this a reality is incredible. The entire community is supporting and acknowledging this project as a significant future economic development benefit.

Progress is underway for a new, world-class shooting and education facility in Western Colorado! The Cameo Shooting and Education Complex is moving forward with Phase 1 range layout and designs. A complex Executive has been hired.

After a lengthy negotiation process, the Town of Palisade, Xcel Energy and Snowcap Coal Company closed a real estate transaction that officially transferred ownership of an ideal site to the Town of Palisade. The purchase clears the way for CPW to begin designing and constructing the 2,000 acre complex in scenic Western Colorado.

Loveland – Fort Collins Regional Training Campus

The Cities of Loveland and Fort Collins are collaborating on a project to build a Regional Public Safety Training Campus. The location is a 40 acre site within the boundaries of the Fort Collins-Loveland Airport. Currently, neither city has a training campus at which its police officers can accomplish the training they need at a level they desire. Loveland and Fort Collins first responders train at different locations both within and outside of their cities and many of these training venues are controlled by other entities. The disparate locations do not support a safe, secure, and consistent approach to training nor do they further the concept of realistic, scenario-based multi-discipline training efforts.

The Strategic Business Plan (SBP) developed by Interact Business Group is an important tool that can help key leaders make informed and knowledgeable decisions for the safety and well-being of city personnel, the citizens and property in their communities. The Strategic Business Plan evaluates options and recommends the best and most practical course of action for providing required training activities for the Loveland Police Department and Fort Collins Police Services.

The Cities of Loveland and Fort Collins wish to investigate the feasibility of constructing and operating a regional training campus for the delivery of law enforcement training to its uniformed staff. The SBP evaluates the existing training conditions, resources, and equipment of Loveland and Fort Collins and reviews existing training requirements, including student population size, detailed course titles, and course lengths. IBG has conducted its research adhering to the following guidelines as prescribed by the Partners:

  • Existing training methods will be reviewed.
  • The need and cost to develop a stand-alone Training Campus for LPD and FCPS personnel as its first priority will be evaluated.
  • Any new training facilities that may be considered should be designed to help personnel meet all federal, state, and local compliance guidelines.
  • All training equipment under consideration for a new training campus will be of the latest technology and design. Also, all facilities considered will meet current codes and the Americans with Disabilities Act (ADA) where required.
  • All training equipment and facilities considered in this report will adhere to the following priorities:
    • Reliability
    • Functionality
    • Longevity
    • Safety

Regional Forensic Crime Laboratory

The Douglas County (CO) Sheriff’s Office, Arapahoe County (CO) Sheriff’s Office, and the City of Aurora (CO) Police Department (the Project Partners) wish to investigate the feasibility of creating and operating a full forensic Regional Forensic Crime Laboratory that would provide timely, expert, and professional examination of evidentiary materials to aid in the investigation, prosecution and/or exclusion of criminal offenses by utilizing sophisticated scientific equipment and proven techniques. Especially important to all Partners is the ability to perform DNA analysis.

The Strategic Business Plan (SBP) developed by Interact Business Group is an important tool that can help key leaders make informed and knowledgeable decisions regarding the safety and well-being of the citizens served by the Project Partners. This SBP evaluates options and recommends the best and most practical course of action for providing a wide range of forensic lab activities deemed critical and necessary for the Project Partners’ communities. At the direction of the Partners, Interact Business Group answered the following questions to meet the expressed objectives of this report:

  • What are the current conditions of the Partners’ existing laboratories?
  • How will the regional laboratory operate on a daily basis?
  • What is the governance structure of the regional laboratory?
  • What are the staffing needs of the regional laboratory?
  • What are the equipment requirements of the regional laboratory?
  • What will it cost to build the regional laboratory?
  • What will it cost to annually operate the facility?
  • What are the potential benefits and drawbacks of the regional laboratory?
  • What funding options are available?

The Regional Forensic Crime Lab is SBP also included a governance structure along with a working agreement framework, cost share methodologies, and financial agreements – all of which will enable the RCL to meet its stated goals.

UPDATE:

The Regional Forensic Crime Laboratory is currently under construction with an opening date planned for September 2018.

City of Aurora Public Safety Training Center

Aurora City Council approved $22 million dollars to build a joint police and fire training facility. It will be paid for through bonds without additional taxes levied on Aurora residents.

The new facility will replace existing, outdated training resources that are spread throughout Aurora and surrounding counties. Currently, the City’s police officers and recruits train in a former military barracks at the old Fitzsimons Army Base in Aurora.

The City wishes to investigate the feasibility of constructing and operating the training facility for the delivery of law enforcement and fire service training to its police officers and firefighters, including both in-service personnel and newly-hired recruits. The City commissioned Interact Business Group (IBG) of Valley Center, California, to develop the strategic business planning component of the project. The Strategic Business Plan is an important tool that can help key leaders make informed and knowledgeable decisions for the safety and well-being of city personnel, the citizens, and property in their community. This Strategic Business Plan evaluates options and recommends the best and most practical course of action for providing required training activities for the City of Aurora Police and Fire Departments (the Partners). The business plan contains the following sections:

  • Aurora Internal Training Needs
  • Regional Training Needs
  • Daily Operations Plan
  • Financial and Resource Assessment
  • Go Forward Plan

UPDATE:

The City of Aurora Public Safety Training Center (CAPSTC) training center is now fully operational. The design team of BRS Architects and RDG Planning and Design worked with the City on programming and planning and assisted with Design-Build team selection.

Located on a 22.7-acre site in southeastern Aurora, the four newly-constructed buildings provide both departments with classroom, administration, and training exercise facilities. Completed in February of 2016, the project achieves the program requirements set forth in the study with these major components:

  • Component A – Educational Training area with classrooms, staff offices, and lecture hall.
  • Component B – Reality Based Training area with gymnasium and defensive tactics lab.
  • Component C – Field Training area with fire department dirty room, engine room, vehicle storage, gear storage, classrooms, shower and locker rooms, and laundry facility.
  • Component D – Field Training area with search and rescue structure, drill tower, burn building, drill ground, driving skid pad and straight away, and K-9 training area

“An extraordinary complex that offers a vast array of training opportunities”

– Lieutenant Chris Juul, Police Academy Commander / Asst. SWAT Commander

Adams County Sheriff Office Flatrock Training Center

The Adams County Sheriff’s Office commissioned the Interact Business Group to conduct research on several key issues related to the training of the Sheriff’s Office’s law enforcement service personnel. IBG is a leading consulting firm specializing in the training needs, facility requirements, and cost relationships of public safety training organizations. This report evaluates options and recommends the best and most practical course of action for providing required training activities for the Adams County Sheriff’s Office.

At the direction of the Sheriff’s Office, IBG answered four questions in order to meet the expressed objectives of this report. The questions are:

  • What are the training needs of the Sheriff’s Office?
  • What training facilities does the Sheriff’s Office need to meet its training demands?
  • What are the cost factors and logistical advantages of creating a dedicated training facility that would meet the Sheriff’s Office’s immediate and long-term needs?
  • What are the cost factors and revenue potential of offering training classes to outside public agencies and industries?

The training center is operational and is known the “FLATROCK Law Enforcement Training Center”

FLATROCK is a state of the art regional training center.  It sits on 399 acres & is centrally located for easy access near the Denver International Airport.  FLATROCK offers 2 Tactical Firearm Ranges, a Force Option Simulator Room, a Defensive Tactics building, Classrooms and an Emergency Vehicle Operation Center featuring a Driving Track and Skills Pad.

Palo Verde College Joint Training Center

Palo Verde College (PVC) has commissioned Traiden Global Solutions (TGS) of San Pedro California, to conduct research on several key issues related to the training of public safety and industry service personnel. TGS has asked Interact Business Group to specifically examine the training and facility needs of these entities. IBG is a leading consulting firm specializing in the training needs, facility requirements and cost relationships of public safety and industry training organizations. This report evaluates options and recommends the best and most practical course of action for PVC. Recognizing the expanded features and activities that are envisioned in this report, the training facility will be referred to as the Palo Verde College Regional Training Center (PVCRTC).

IBG’s approach to this project will be to focus on the training and logistical feasibility of creating a facility and provide training opportunities to the regions emergency response and industrial personnel.

The primary task of this report is to investigate and develop a strategic plan that may be used by key decision makers to make informed and competent decisions for the safety and well being of the citizens, students and property in the region.

PVC is situated on a mesa approximately 6 ½ miles northeast of the City of Blythe, in a fertile agricultural area of Southern California located along the Colorado River known as the Palo Verde Valley. The College’s service area includes approximately 20,556 people, with 12,456 of them residing in Blythe. PVC was founded in 1947 and opened its doors as a junior college within the Palo Verde Unified School District. The College experienced steady student growth and a few location changes over a fifty-four year period. It also separated from the Unified School District in 1973.

Northern California Regional Public Safety Training Authority

The Northern California Regional Public Safety Training Authority (NCRPSTA) is an organization formed to provide regional training for public safety agencies in Northern California.  The JPA members are:

  • Los Rios Community College District (LRCCD)
  • Sacramento County Sheriff’s Department (SSD)
  • City of Sacramento Police Department (SPD)
  • California Fire and Rescue Training Authority (CFRTA) a Joint Powers Authority consisting of
    • Sacramento Metropolitan Fire Department
    • City of Sacramento Fire Department
    • Governors Office of Emergency Services

The Northern California Regional Public Safety Training Authority member agencies provide mandatory pre-service and in-service training in three primary areas of public safety instruction.  The law enforcement curriculum provides basic law enforcement pre-service and advanced officer certification training for sworn and non-sworn programs.  Fire curriculum provides fire protection, hazardous materials, and rescue training.

The JPA’s facilities are located at McClellan Park, California.  There are currently nine buildings managed by the JPA.  Facilities include an existing short range shooting facility, a future new long range shooting range, an all weather quarter mile running track, a tactical village/storage facility, five modular classrooms, and training facilities for in-service and recruit academy training for both law enforcement and fire agencies.  In addition, the JPA manages the premises located at the Sacramento Regional Homeland Security and Emergency Operations Training Center.

The JPA leases its 40-acre campus the County of Sacramento for a dollar a year.  The JPA subleases Building 600, which houses the Sacramento Regional Homeland Security and Emergency Operations Training Center, from the County of Sacramento.

The NCRPSTA engaged IBG to prepare a Strategic Plan. IBG formed a four-person Project Team of individuals with a broad range of experience in strategic planning, business management, project management public safety training centers.

El Paso de Robles Fire and Police Department

The City of El Paso de Robles (Paso Robles) Emergency Services and Police Departments are collaborating on a project to build a Public Safety Training Center on city-owned property.

At the direction of the Partners, IBG answered five questions in order to meet the expressed objectives of this report. The questions are:

  • Who will use the training center and what are their current/future training needs?
  • What training will be provided at the center?
  • How will the training center be managed and operated?
  • What will it cost to annually operate the center?
  • What is the potential of offering training classes to outside public agencies and, possibly, private industry?

The Paso Robles ESD and Police Department each place a high level of importance on ensuring that their personnel are well-trained and prepared to protect those they serve. They allocate a significant amount of time throughout the year providing classroom and hands-on training to their firefighters and police officers, most of which is required by regulation or policy. Currently, Paso Robles does not have a single, consolidated training center in the city at which its police officers and firefighters can accomplish the training they need to do at a level they desire. Paso Robles’s first responders train at different locations within and outside of the city; on both publicly-owned and privately-owned property.

The Project Tasks included:

  • Training Needs Assessment, for Paso Robles Police and Fire Department
  • Potential Outside Users
  • Outside User Questionnaire
  • Needs Assessment Report Data
  • Daily Operations and Management Plan
  • Governance Plan and Working Agreements For Outside User Agencies
  • Annual Operations and Maintenance Cost Estimate
  • Develop an best economic and logistics “phased” O&M cost estimate that parallels the projecting construction & training equipment phasing plan.

Ventura County Fire Department

The Ventura County Fire Department engaged the Interact Business Group to conduct a needs assessment and prepare a strategic business plan (SBP) for a proposed regional fire training center designed to meet the needs of the Department. At the direction of the VCFD, IBG focused its efforts toward answering the following questions:

  • What training will be provided at the facility?
  • What training props and other assets are needed and what are their priorities?
  • Who will use the training facility?
  • What are the benefits of the training facility to the fire department staff, the community, and the citizens?

Staff from the VCFD were made available to IBG and provided guidance for this report. IBG conducted one-on-one interviews, telephone conference calls, and internet-based video conferences with the project team. The purpose of this interaction was to gain an understanding of the project needs and desired outcomes. These interactions focused on subjects such as organizational structure, existing conditions, training philosophy, changes in staffing, future organization growth factors, and unmet needs.

The foremost consideration applied while developing new and improved facilities was the training needs of the Ventura County Fire Department. Guided by the information, IBG worked with public safety training design experts RDG Planning and Design of Omaha, Nebraska, to develop a conceptual site plan that reflects the facility’s build-out strategy based on VCFD’s identified training needs.