Central Florida, Orlando Public Safety Training Center

Orange County (FL) Fire Rescue—41 fire stations within 1,000 square miles with around 1,000 sworn personnel. IBG developed their training center long term strategic business plan. The particular challenge facing this project was logistics. IBG developed an efficiency plan calling for a centralized training center supported by satellite training sites. This study analyzed each OCFRD training class and identified over 338,000 annual training contact hours. IBG developed a series of conceptual site plans and adjacency diagrams. In addition construction cost and operations cost forecasts were developed.

Kenai ARFF Training

Interact Business Group wrote and developed the original feasibility, funding and operational plan for the Kenai Regional ARFF Training Center. As a result of the work completed by IBG the Kenai Peninsula Borough was awarded a $15M FAA grant to design and build the first ARFF Training outside the lower forty-eight.

Update:

The Beacon Training Center (BTC) is one of 40 FAA-certified regional fire training centers throughout the United States. Located in Kenai, Alaska, it is fewer than two miles from world-class salmon fishing on the Kenai River. The BTC houses state-of-the-art training props that offer realistic fire-training scenarios while emphasizing safety as a priority. The 14,000 sq. ft. administration building includes multiple classrooms, student break area, control room and an apparatus bay that houses two aircraft rescue and firefighting (ARFF) vehicles and a structure pumper dedicated to training. The facility meets all the training requirements for airports of all indexes. This course provides the skills necessary to perform aircraft rescue firefighting duties. It includes airport and aircraft familiarization, communications, personal safety, protective clothing, SCBA, fire behavior, extinguishing agents, portable fire extinguishers, tools and equipment, vehicles, forcible entry ventilation, rescue, and strategy and tactics. Live burn evolutions will be performed and both written and practical skills will be evaluated. This course meets the FAR part 139 requirements.

Carlsbad Joint First Responder Training Facility

The new City of Carlsbad Joint First Responder Training Facility  is located on Orion Street, across from the Public Safety and Services Center, which serves as the city’s police and fire headquarters. The $16.5 million project was approved by voters in 2002 and broke ground in March 2010.

As the construction concludes and the facility nears operation the City selected Interact Business Group (IBG) to develop an operations and management plan.

The stated goals of this report are to:

  1. Develop an Internal and External Needs Assessment
  2. Develop a Daily Facility Operations Plan
  3. Develop an Internal Operations and Maintenance Budget
  4. Develop a Revenue Forecast from Outside Users
  5. Develop a Daily Governance Plan

Laramie Fire Department

The City of Laramie, Wyoming Fire Department (LFD) is engaged in the process of planning and securing funding to update its existing training facility located at 2451 County Shop Road.. The City of Laramie commissioned the Interact Business Group Corporation (IBG) of Valley Center, California, to prepare a comprehensive strategic business plan that will serve the LFD and affiliated stakeholders today and well into the future.

The Strategic Business Plan is an important tool that can help key leaders make informed and knowledgeable decisions regarding the safety and well-being of city personnel, the citizens and property in their communities. This Strategic Business Plan evaluates options and recommends the best and most practical course of action for providing required training activities for the Laramie Fire Department. At the direction of the Department, IBG answered the following questions to meet the expressed objectives of this report:

  • Who will use the training center?
  • What training will be provided at the center?
  • What will it cost to build the center?
  • What will it cost to annually operate the center?
  • What are the preliminary site plans and equipment requirements?
  • What is the cost benefit of the training center?
  • What funding options are available?

To accomplish the business plan objectives, the IBG report included in-depth analysis of the following key areas:

  • Background & overview of the city and surrounding areas
  • Overview evaluation of existing training conditions
  • Training needs assessment of the Laramie Fire Department
  • Evaluation of regional training needs
  • Daily training grounds operations plan
  • Facility and Equipment Assessment Plan
  • Financial Estimate and Phased Cost Plan
  • Cost Benefit Analysis
  • Funding Strategy
  • Go Forward Plan

Renton Police Department

The City of Renton (WA) engaged the Interact Business Group, to prepare an assessment of a proposed training center designed to meet the needs of the City of Renton Police Department (RPD). The proposed facility has been tentatively named the “Renton Police Training Center” (RPTC).

This needs assessment is an important first step in helping key leaders make informed and knowledgeable decisions for the safety and well-being of first responders, the citizens, and property in their community.

To accomplish the needs assessment objectives, the Training Needs Assessment consisted of the following key elements.

  • Renton Police Internal Needs Assessment – A complete needs assessment of training population size (number of students) and the training hours required by the RPD at current training levels as well as anticipated future levels. Interact Business Group reviewed and validated existing needs assessment data gathered by the staff. Guidelines from national, state, and local training standards were identified. A complete analysis of Renton’s total training hours, class curricula, and training priority categories is documented.
  • Review and Evaluation of Existing Renton Police Training Conditions – A complete review of the RPD’s current training assets, locations, and methods.
  • An Evaluation of Potential Outside Users – An assessment of potential outside user training needs with information gathered at a focus group meeting of key law enforcement entities in the region.

Pflugerville

Travis County Emergency Services District #2 wanted to explore options for updating and improving its existing training center located at 18412 Cameron Road in Travis County, Texas. The District commissioned the Interact Business Group , to prepare a comprehensive strategic business plan that will serve the agency and potential stakeholders today and well into the future. At the direction of the Department, IBG answered the following questions to meet the expressed objectives of this report:

  • Who will use the training center?
  • What training will be provided at the center?
  • What will it cost to build or enhance the center?
  • What will it cost to annually operate the center?
  • What are the preliminary site plans and equipment requirements?
  • What is the cost benefit of the training center?
  • What funding options are available?

Travis County ESD #2 places a high level of importance on ensuring that its personnel are well-trained and prepared to protect those they serve. Per its vision statement, the Training Division “exists to enable all members of all divisions to accomplish the mission of the Pflugerville Fire Department in a competent and professional manner. The Training Division will provide appropriate and necessary training and coordination, make training experiences meaningful for learners, and provide support to all fire service instructors; so that the members can meet the Department’s mission. Members know what they do, how to do it, and why they do it.”

In addition to its role in recruit training, the Training Division also oversees all in-service training. The District currently provides all firefighters with a wide variety of didactic (classroom) and hands-on skills (field) classes, training exercises and drills. The type of training is detailed in the District’s Master Training Plan.

The existing training center has served the District well for many years, providing the kinds of facilities that have enabled TCESD #2 personnel to achieve a high level of competency. However, District leadership recognizes the need to maximize the training opportunities offered at the training center as the department continues to grow in size and expand its scope of emergency services. TCESD #2 and IBG have collectively identified some issues and concerns regarding the current training center that could constrain the Department’s desire to achieve training excellence

This study has analyzed TCESD #2’s training requirements and identified almost 11,000 annual training contact hours. In addition, the Project Team has identified approximately 23,600 future hours of training consisting primarily of regional and high school fire technology academies. Of these training hours, 28% consist of training being completed at a satisfactory level; however, with enhanced facilities this training can be improved and maximized. Further, 68% of training hours is training the department aspires to provide and will be able to do so with enhanced facilities. In total, 96% of TCESD #2’s current and future training can be taken to a higher level of excellence with an improved training center.

The foremost consideration applied while developing new or improved facilities was the training needs of TCESD #2. Guided by the information developed in the detailed internal training needs assessment, IBG provided its professional recommendations for the project’s success and gives the TCESD #2 a blueprint for growth and expansion that it can follow into the future. The following summarizes the four IBG recommendations:

  • Recommendation #1: Develop A Phased Improvement Plan
  • Recommendation #2: Seek And Secure Project Funding
  • Recommendation #3: Design Team Selection
  • Recommendation #4: Reinforce The Regional Aspect Of The Training Center

Round Rock

The City of Round Rock Police & Fire Departments are collaborating on a project to build a Public Safety Training Center. The location for the center being considered is the 72-acre site adjacent to the Police Department Headquarters.

The City of Round Rock has commissioned the Interact Business Group, to conduct research on several key issues related to the training of the city’s police and fire service personnel.

The primary task of this project is to develop a complete Strategic Business Plan that may be used by key decision makers to make informed and competent decisions for the safety and well-being of the city personnel, the citizens and property in the community.

This Strategic Business Plan evaluates options and recommends the best and most practical course of action for providing required training activities for Round Rock’s Police & Fire Departments.

This report includes a complete needs assessment of the training population size (number of students) and the training hours required by the Partners at current training levels, as well as anticipated future levels. Conclusions were formed after a lengthy analysis of these requirements. Round Rock Police and Fire senior staff personnel were made available to IBG and provided guidance for this report. These interviews were conducted in person, video conference and telephone by IBG. Further, IBG identified federal, state, and local training standards such as; Texas Commission on Law Enforcement Officer Standards and Education, Texas Commission on Fire Protection, and Commission of the Accreditation of Law Enforcement Agencies and incorporated those standards into the needs assessment. The completed needs assessment identified each required training class, total training hours, number of students for each class, training presentation level, and training facilities needed to successfully accomplish the training (classroom, training props, and so on).

In addition IBG completed the following tasks

  • Facility Program – Identification of all required major training components of the new Training Center. A conceptual site plan we created that shows the center’s primary components and their relationships to one another.
  • Operations Plan – A blueprint for developing formal operational procedures for the new Training Center. Also, job descriptions were developed for key center personnel.
  • Financial Estimate – A full construction cost estimate based on information provided by Round Rock and data gathered by IBG from existing operational training facilities. The estimate was based on an assessment of local construction costs and historical area cost data.
  • Annual Operations and Maintenance Expenses – Based on the Center construction scope, an annual operations and maintenance (O&M) budget has been established.
  • Benefits of a Dedicated Training Center – Analysis of monetary and non-monetary benefits of building a Training Center in Round Rock.

UPDATE:

The $29-million, 65,000-square-foot building is being paid for by bond funds approved by voters in 2013.

The Round Rock Training Center is in construction with dedicated and opening anticipated in September 2018. The facility will include:

  • Police and Fire administration and training offices
  • Classrooms
  • Training room
  • Warehouse
  • Fire scenario training warehouse
  • Firing range and associated classroom and storage space
  • Highway response course and driving skills pad
  • Five story burn tower
  • Fuel spill, drafting tank, and derailed train props

Portland Community College

Develop a Strategic Blueprint

Portland Community College is considering the purchase of around 270 acres of land in the Scappoose area. The college is undertaking a research effort to determine the practicality and feasibility of developing a Public Services Training Campus (PSTC) on this land. The Interact Business Group (IBG) has in-depth knowledge and experience with this endeavor as a result of its previous engagement with the college on a previous project with similar scope and intent.  The engagement will consist of consultation services as well as several deliverables, including the following:

  • Establishing the Success — IBG will lead initial work sessions which are designed to answer the question, “What will success look like?” These sessions will be essential brain storming exchanges to determine and document the project’s vision, opportunities, roadmap, risks and flaws. Held over a few consecutive days, these sessions will allow us to ascertain a true and comprehensive view of the envisioned “successful finished product” and gain consensus of all stakeholders regarding expectations. Participating in the work sessions will be IBG, college staff and any other stakeholders that may be identified. Visits to the site during this time may also be anticipated.
  • Overview of Past Efforts and Current Logistic Conditions — IBG will examine previous technical and research work accomplished in association with past project efforts. In addition, current site boundaries, limitations, and benefits will be explored and documented. For example, a review of current site specific conditions will be reviewed based on prior assumptions and circumstances.
  • Benchmark Facilities of Similar Scope and Mission — “Validation of the possible” is the purpose of this benchmarking undertaking. From a national perspective, IBG will determine the best practices of management, partnerships and facilities by researching other government agencies, academic and industry facilities. IBG will evaluate other training center curriculums, facilities and technologies; determining what is being done right (as well as what is wrong and what they would change).
  • Determine the best and most feasible use of land and resources — Taking into consideration the vision, site attributes, and benchmarking what is the PSTC strategic direction and priority? For example, should fire service training, law enforcement training, hazardous material training be top priority or should PSTC be a center of excellence for health and environmental safety? After careful review of the all the previous work the framework for a Strategic Blueprint will be developed.
  • Establish PSTC Phasing, Costs and Efficiencies — The Strategic Blueprint is based on past research, current conditions, national benchmarks and future vision. Blending all these elements into a one focused direction forms the basis for establishing a project phasing, cost and efficiency plan. This plan will incorporate information from several sources: 1) IBG facility and technology cost estimates from previous projects, 2) National training trend data from benchmarks, 3) Local construction and development costs.
  • Creation of portfolio presentation materials — The deliverable product for this project will be presentation materials. The Portfolio of materials will consist of a bound written narrative of PSTC vision, scope, description, cost estimate, site typical element photos, and color conceptual site layout. In addition, the Portfolio will be summarized in a power point presentation.

Project Advocate— Bill Booth, IBG President, will serve as Project Advocate and SME (Subject Matter Expert). In this capacity Bill will chair strategy sessions, deliver project public presentations, serve as the technology advisor and act as project manager in other tasks as deemed necessary by the college.

NYPD Police Academy

Interact Business Group was selected to the New York Police Department (NYPD) state-of-the-art training facility Police Academy Value Engineering Team.

NYPD project leadership asked IBG to apply best business practice to the the training center project and answer the question, “Does the design justify the 1 billion dollar cost?” Architects can do a tremendous job of designing an academy; the Interact Business Group ensured the design is justifiable. How many shooting lanes ranges, how many classrooms, forecast of training staff levels? These are expensive decisions, IBG ensured these decisions are prioritized, verified and justified.

Some project Tasks included:

  • Specific training staff job descriptions.
  • Training academy facility planning and efficiency models.
  • Making sure the training props are located in the right locations to maximize staff and student efficiencies.
  • Class cost delivery analysis. What does it cost to deliver training?
  • Academy operations and maintenance cost analysis based on curriculums and facility effectiveness.
  • Training class priority analysis. During funding, planning and construction phasing, what should come first?
  • Future trends in training academy technologies, cost, and effectiveness.

Update:

The 32-acre campus, located in College Point, Queens, and operated by the NYPD Training Bureau, is now fully operational, consolidating the old Police Academy in Manhattan and existing training facilities throughout the city into one central location. The 750,000-square-foot facility has nearly three times the amount of useable space as the old academy and features modern classrooms, a gymnasium and indoor track, and a tactical village that emphasizes hands-on scenario-based training. Mock-environment training rooms include a precinct station house, multi-family residence, grocery store, restaurant, park, court room, bank, and a subway car and platform.

Cottage Grove and Woodbury

Health and Emergency Response Occupations (HERO) Center

The Cities of Cottage Grove and Woodbury (MN) selected the Interact Business Group Corporation to prepare a Strategic Business Plan for a proposed public safety training facility designed to meet the needs of both cities. IBG applied its 7 Step Process to develop the full training center strategic business plan.

IBG assisted the cities to select  Leo A Daly Architects to create a pre-design site layout. The proposed facility has been named the “Health and Emergency Response Occupations Center” (HERO Center).

The Strategic Business Plan (SBP) is an important tool that can help key leaders make informed and knowledgeable decisions for the safety and well-being of first responders, the citizens, and property in their communities. This SBP evaluates options and recommends the best and most practical course of action for providing required training activities for the Partners.