Sec 1 Front 9/2/10 4:41 PM Page 1 - ATF

Sec 1 Front 9/2/10 4:41 PM Page 1


B U R E A U O F A L C O H O L , T O B A C C O , F I R E A R M S A N D E X P L O S I V E S

Message from the Office of the Director ....................................................................................i

Introduction..........................................................................................................................1

Illegal Firearms Trafficking ....................................................................................................5

Criminal Groups and Gangs ..............................................................................................13

Explosives, Bombs, and Bombings ......................................................................................17

Fire and Arson ....................................................................................................................25

Modernization ....................................................................................................................31

Workforce .......................................................................................................................... 35

Alignment to DOJ’s Strategic Plan......................................................................................37

Strategic Management Approach ........................................................................................38

Appendices

Appendix A: Policy Environment..................................................................................43

Appendix B: Measuring ATF’s Performance ..................................................................47

Appendix C: Glossary of Acronyms ..............................................................................54

TABLE OF CONTENTS

Sec 1 Front 9/20/10 11:23 AM Page 4


Iam pleased to present ATF’s Strategic Plan for FY 2010 - FY 2016, which provides broaddirection to guide our organization for the next six years. It is our blueprint for the future andarticulates how ATF will focus its resources to combat and reduce violent crime and meet

future challenges.

ATF is dedicated to protecting our Nation from the illicit use of firearms and explosives in vio-lent crime and acts of terrorism. ATF protects our communities from violent criminals and crim-inal organizations by investigating and preventing the illegal use and trafficking of firearms, theillegal use and improper storage of explosives, acts of arson and bombings, and the illegal diver-sion of alcohol and tobacco products.

ATF is at the frontline in the reduction of violent crime. Combating violent crime is our special-ty, our niche. ATF’s regulatory and enforcement missions are interwoven, providing a compre-hensive approach to reducing violent crime, protecting the public, and protecting national secu-rity. The integrated efforts of our special agents, industry operations investigators, attorneys, sci-entists, technical experts, forensic auditors, and administrative professionals allow ATF to effec-tively identify, investigate, and recommend for prosecution violators of the Federal firearms andexplosives laws and ensure that licensees and permittees are operating within established laws andregulations. External partnerships with other Federal, state, local, tribal and international lawenforcement entities further enhance this synergy.

Our Strategic Plan defines four mission activities and two management activities as strategicgoals. The mission goals in illegal firearms trafficking, explosives, criminal organizations, andfire/arson reflect our core areas of expertise, which we consistently work to strengthen. The man-agement goals — managing our workforce and modernizing our organization — will supportour mission and ensure its successful accomplishment.

IMESSAGE FROM THE OFFICE OF THE DIRECTOR

MESSAGE FROM THE OFFICE OF THE DIRECTOR


1INTRODUCTION


The Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) is a law enforcementorganization within the U.S. Department of Justice (DOJ). ATF is dedicated to thereduction of violent crime, prevention of terrorism, and protection of our Nation.

ATF investigates and prevents crimes that involve the unlawful manufacture, sale, possessionand use of firearms and explosives; acts of arson and bombings; and illegal trafficking of alco-hol and tobacco products. ATF regulates the firearms and explosives industries from manu-facture and/or importation through retail sale. We screen and license entities that engage incommerce in these commodities, and specify the form and content of their business records.In the case of explosives, we have established standards for the safe storage of materials towhich licensees must adhere.

ATF uses partnerships in all aspects of our regulatory, law enforcement, training, and forensicmission areas. Our partners include industry groups, professional organizations, international,Federal, state, local, and tribal law enforcement, other Federal and public safety agencies, acade-mia, and the communities we serve. We work closely with all our partners to achieve our mutu-al goal of reducing violent crime and protecting national security. We rely on industry’s sup-port and participation to maximize our effectiveness to prevent violent crime and work withindustry to minimize regulatory constraints that hinder legitimate business.

F Y 2 0 1 0 - 2 0 1 6 S T R A T E G I C P L A N

ATF is committed to a strategic management framework to promote continuous assessment andimprovement. The framework focuses on strategic planning, budgeting, performance measure-ment, and Bureau operations.

Our commitment to the security and safety of the people we serve has never been stronger. I amproud to lead this remarkable organization.

Kenneth E. MelsonDeputy Director,Bureau of Alcohol, Tobacco, Firearmsand Explosives

MESSAGE FROM THE OFFICE OF THE DIRECTORII

Project1 9/20/10 11:33 AM Page 1

3INTRODUCTION


Of our six strategic goals, four strategic goalsare mission activities and two strategic goalsare management activities. These are:

Mission Activities:

Illegal Firearms Trafficking

Criminal Groups and Gangs

Explosives, Bombs, and Bombings

Fire and Arson

Management Activities:

Workforce

Modernization

INTRODUCTION2


ATFgroups its activities into 10core functions. Throughthese 10 core functions

ATF reduces violent crime by enforcing fed-eral laws and regulations related to firearms,criminal groups and gangs, explosives, arson,alcohol and tobacco. Appendix B describeshow ATF measures performance in each ofthese 10 core functions.

As further described in this document, ATF’sStrategic Leadership Team has prioritized sixof the 10 core functions and developed corre-sponding strategic goals.

v

v

v

v

v

v

We are ATF.

A dedicated team securing America’s future by accomplishing a critical mission today.

We Protect America.

We Protect Your Community.

We are ATF.

A unique law enforcement agency in the United StatesDepartment of Justice that protects our communitiesfrom violent criminals, criminal organizations, the illegaluse and trafficking of firearms, the illegal use andstorage of explosives, acts of arson and bombings, actsof terrorism, and the illegal diversion of alcohol andtobacco products.

We partner with communities, industries, law enforcement, and public safety agencies to safeguard the public we serve through information sharing, training, research, and use of technology.

We value our people and those we serve.

We value professionalism, integrity, diversity, commitment, innovation, and excellence.

We value partnerships that promote the safety of our communities.

V i s i o n

M i s s i o n

V a l u e s

Figure 1: ATF Vision, Mission, and Values

A T F C O R E F U N C T I O N S

Alcoholand Tobacco

CriminalGroups and

Gangs

Explosives,Bombs, andBombings

ExplosivesIndustry

OperationsFire and Arson

FirearmsCriminal

Possession andUse

FirearmsIndustry

Operations

IllegalFirearms

TraffickingModernization Workforce

Strategic GoalsFigure 2: ATF Core Functions

Our six strategic goals, the challenges andthreats to which they respond, and our corre-sponding programs, strategic objectives, andstrategies are described on the following pages.

Sec 2 Intro 9/2/10 4:43 PM Page 2

INTRODUCTION4


IllegalFirearms

Trafficking

Criminal Groupsand Gangs

Explosives, Bombs,and Bombings

Fire and Arson

Workforce

Modernization

Mission Activities

ManagementActivities

SIX

STRA

TEG

IC G

OA

LS

Figure 3: ATF Strategic Goals: Mission and Management Activities

5ILLEGAL FIREARMS TRAFFICKING


STRATEGIC GOAL 1ILLEGAL FIREARMSTRAFFICKING

CHALLENGES AND THREATSIN THE ILLEGAL FIREARMSTRAFFICKING DOMAIN

Firearms violence associated with drug traf-ficking and violent crime continues to erodethe quality of life in many American commu-nities. There is widespread traffic in firearmsmoving in or otherwise affecting interstate andinternational commerce. States and citiesacross the country seek effective programs toreduce or eliminate violent crime by stem-ming the flow of illegally trafficked firearmsinto their communities.

Mexico’s drug traffickers have aggressivelyturned to the United States as a source of

firearms and routinely transport firearmsfrom the United States into Mexico. TheU.S.-Mexican border is the principal arrivalzone for most illicit drugs smuggled into theUnited States, as well as the predominant stag-ing area for the subsequent distribution ofdrugs throughout the country. Firearms are anintegral part of these criminal enterprises. Theyare the “tools of the trade” that drug traffick-ers use against each other as well as againstMexican and American law enforcement offi-cials and innocent civilians on both sides ofthe border.

Illegal firearms trafficking via the Internet isan emerging threat. The privacy of the Internetmakes it an ideal means for gang members,violent criminals, terrorists, and juveniles totraffic and obtain illegal firearms.

ATF’S ROLE IN ELIMINATINGILLEGAL FIREARMSTRAFFICKING

The goal of ATF’s illegal firearms traffickingenforcement and industry regulation is toreduce violent crime and protect national secu-rity. We investigate and arrest individuals andorganizations who illegally supply firearms toprohibited individuals. ATF is the Federal lawenforcement organization that regulates thefirearms industry. We deter the diversion offirearms from lawful commerce into the illegalmarket with enforcement strategies and tech-nology. ATF regulates and partners with thefirearms industry to promote compliance, toprevent diversion, and to detect those crimi-nals that bring violence to our communities.

ATF’s illegal firearms trafficking and violentcrime strategies provide state and local govern-

Project2 9/20/10 11:39 AM Page 1



Illegal Firearms Trafficking Information andIntelligence: Because of ATF’s unique combi-nation of criminal and regulatory authoritiesunder the GCA, the National Firearms Act(NFA), and the Arms Export Control Act(AECA), ATF has developed specialized expert-ise, information, and intelligence resources tomore effectively enforce these laws. ATF intelli-gence research specialists combine ATF propri-etary data (e.g., Multiple Sales and FederalFirearms Licensee (FFL) Out of BusinessRecords) and all source information to identifyfirearms traffickers, illegal firearms traffickingcorridors, and armed violators. ATF intelligenceproducts provide special agents comprehensiveinformation to detect, investigate, apprehend,and recommend for prosecution those individ-uals or groups of individuals who illegally traf-fic in or possess firearms. They also assist indus-try operations investigators (IOIs) in conduct-ing thorough application and complianceinvestigations. ATF’s sharing of our informa-tion and intelligence products contributes toour national security efforts.

The National Integrated Ballistic Inform-ation Network (NIBIN) facilitates the shar-ing of crime gun evidence across Federal, state,local, tribal and international law enforcement

agencies. Through NIBIN, ATF deploys theIntegrated Ballistics Identification System(IBIS) to law enforcement agencies for theiruse to image and compare crime gun evidence.The NIBIN system enables the quick discov-ery of links between crimes, and provides lawenforcement agencies with access to a valuableintelligence tool. ATF’s FSLs analyze evidencerecovered in ATF cases using NIBIN, andmaintain the system so that it can be used byother law enforcement agencies.

ATF manages the Gun Desk at the DrugEnforcement Administration’s (DEA) El PasoIntelligence Center (EPIC). The Gun Deskqueries and disseminates crime gun relatedintelligence information to Federal, state, local,and tribal law enforcement agencies, as well asforeign governments.

The Federal Firearms Licensing Center(FFLC) issues Federal firearms licenses. TheFFLC processes applications from individualsor businesses seeking to engage in commerce infirearms in accordance with Federal regula-tions. The FFLC screens all individuals whoapply for a Federal firearms license to ensurethat felons and other prohibited persons donot gain access to firearms.

ILLEGAL FIREARMS TRAFFICKING6


ments a solution for crime that originates with-in and outside of their jurisdictions.

The focus of the Integrated Violence Reduc-tion Strategy (IVRS) is to remove violentoffenders from our communities, keepfirearms from prohibited possessors, eliminateillegal weapons transfers, and prevent firearmsviolence through community outreach. IVRSbuilds upon traditional enforcement effortswith the use of state-of-the-art technology,intelligence and information sharing, industryregulation, and community outreach.

Project Gunrunner is ATF’s primary South-west Border firearms enforcement initiative.The Southwest Border initiative brings togetherthe resources of DOJ’s various law enforce-ment components in a concerted effort toreduce cross-border drug and weapons traffick-ing and the extremely high level of violenceassociated with these activities. It is a forcefulstrategy that meets the threats that affect theU.S.-Mexican border and is consistent withthe U.S. Department of State’s proposal toaddress U.S.-based illegal firearms traffickingrelated to the illicit international drug market.ATF’s primary role in this strategy is to stem thetrafficking of illegal weapons across the borderand to reduce the firearms driven violenceoccurring on both sides of the border.

As part of the Southwest Border initiative,ATF’s Forensic Science Laboratories (FSLs)analyze recovered firearms for trace evidence,DNA, fingerprints, and tool marks. They alsoanalyze recovered grenades and other explo-sives to identify the origin of these com-modities for U.S. and Mexican law enforce-ment. To facilitate the cross-border sharingof forensic information, the FSLs are estab-lishing real time access to ATF’s National

Integrated Ballistic Information Network(NIBIN) and Spanish eTrace systems for theGovernment of Mexico.

The ATF National Tracing Center (NTC) isthe Nation’s firearms tracing facility. The regu-latory framework established in the GunControl Act (GCA) establishes the “paper trail”that allows ATF to “trace” each firearm from itspoint of manufacture or importation to thepoint of its first retail sale. The NTC tracescrime guns for Federal, state, local, and inter-national law enforcement to provide inves-tigative leads. By tracing firearms recovered bylaw enforcement authorities, ATF is able to dis-cern patterns of names, locations, and weapontypes. This information provides invaluable leadsthat aid in identifying persons engaged in thediversion of firearms into illegal commerce, linkssuspects to firearms in criminal investigations,identifies potential traffickers, and can detectintrastate, interstate, and international patternsin sources.

Sec 3 Firearms Trafficking 9/20/10 11:42 AM Page 6



ATF regulates the importation of firearms,ammunition, and other defense articles throughthe issuance of import permits. ATF main-tains close liaison with the Department of Stateand U.S. Customs and Border Protection toensure that issued permits do not conflict withthe foreign policy and national security inter-ests of the United States.

ATF firearms inspection programs ensurethat only qualified applicants receive a Federalfirearms license. ATF informs the new licenseeabout regulatory requirements and recom-mended internal controls that promote com-pliance and prevent diversion during thecourse of application inspections. ATF part-ners with the licensee to improve complianceand recommend internal controls that helpsafeguard the community. Inspections of FFLspromote voluntary compliance through educa-tion, detect the diversion of firearms, if present,and enhance our ability to trace firearms.When willful violations are uncovered, IOIsrecommend the revocation of the license and

work with special agents if criminal activity issuspected. ATF uses risk indicators to identifywhich FFLs should be inspected. This ensuresthat investigator resources are more efficientlyand effectively allocated.



Enforcement of the NFA addresses the con-trol of machine guns, short barrel rifles andshotguns, silencers and destructive devices. Itrequires that firearm importers, manufacturersand makers register NFA weapons. ATFapproves or disapproves all NFA transfers andprocesses all applications and notices to manu-facture, transfer, and register NFA items. ATFuses the National Firearms Registration andTransfer Record (NFRTR) to support fieldFFL inspections and criminal investigationsand continually provides technical informationto the industry and the public concerning therequirements of the NFA.

The Brady Handgun Violence PreventionAct (Brady Act) requires a check through theNational Instant Criminal Background CheckSystem (NICS) for the transfer of every firearmfrom an FFL to a non-licensee. While theFederal Bureau of Investigation (FBI) or stateagencies perform the NICS record checks,ATF analyzes Brady Act denials, and investi-gates and enforces Brady Act violations,including the actual or attempted acquisitionof a firearm by a prohibited person.

Sec 3 Firearms Trafficking 9/2/10 4:44 PM Page 8





Strategic Goal:Illegal FirearmsTraffickingReduce violentfirearms crimes bystrengthening firearmstrafficking intelligencegathering, analysis,inspection, and inves-tigative activity.

PerformanceGoal Statement: Reduce the risk topublic safety causedby illegal firearmstrafficking.

StrategicObjective 1: Interdict and preventillegal firearms trafficking.

Strategies

1. Deploy Integrated Firearms Enforcement Teams:Identify, investigate, and dismantle illegal firearms traf-ficking organizations and individuals engaged in illegalfirearms trafficking through the deployment of integratedfirearms enforcement teams to identified source areasand trafficking routes.

2. Expand Risk-Based Approach to Inspections:Prevent the illegal trafficking of firearms throughexpansion of our risk-based approach to inspectionswhile striving to achieve a three-year periodic inspec-tion cycle in partnership with FFLs.

3. Enhance Use of Internet Trafficking Units: Enhance utilization of Internet crime units and FieldIntelligence Groups to identify, investigate, and preventillegal Internet firearms trafficking.

4. Increase Targeted Import Inspections: Prevent the importation of prohibited firearms andfirearms kits through a targeted inspection process ofinbound shipments and automation of the importationprocess.

5. Increase ATF’s Illegal Firearms Trafficking andTechnical Training: Provide ATF personnel, Federal, state, local, tribal, andinternational law enforcement officers and prosecutorsa cooperative investigative framework to combatunlawful access to firearms.

6. Advance Uniformity in Crime Gun Recovery Protocols: Provide leadership in the advancement of uniformcrime gun recovery protocols in all law enforcementagencies to enhance the quality of criminal casesreferred for prosecution.

7. Expand Awareness and Outreach: Reduce the potential for diversion of firearms into ille-gal commerce, such as unlawful sales conducted viathe Internet or at gun shows through expanded aware-ness, outreach, and investigation.

8. Improve Inventory Control of Firearms Licensees:Reduce the potential for diversion of firearms into ille-gal commerce by improving the FFL’s inventory control.

Because of the importance and relevance of the issue, illegal firearms trafficking is a strategic goalfor ATF. The strategic objectives and strategies related to this goal are provided below.

ATF partners with the firearms industry toupdate members about statutory, regulatory,and policy changes that affect their day-to-dayoperations. ATF publishes and distributesopen letters to all licensees of firearms, ammu-nition, and other regulated commodities toadvise them of important issues that affecttheir operations. ATF also publishes pertinentarticles in its semi-annual FFL Newsletter, onits industry-focused website, and conductsseminars for licensees at various locationsacross the country.

Firearms Policy in International Agreements:At the request of the Department of State, ATF

represents the firearms policies of DOJ andthe United States in international forumssuch as the United Nations and the Organ-ization of American States. ATF ensures thatthe international firearms agreements inwhich the United States participates are con-sistent with U.S. laws, regulations, policies,and practices. The United Nations Programof Action (reviewed biannually), the Organ-ization of American States convention onfirearms (reviewed annually), and the Inter-national Tracing Instrument (reviewed in2008) are just a few of the agreements inwhich ATF represents the United States ininternational settings.

Sec 3 Firearms Trafficking 9/2/10 4:44 PM Page 10



Strategic Goal:Illegal FirearmsTraffickingReduce violentfirearms crimes bystrengthening firearmstrafficking intelligencegathering, analysis,inspection, and inves-tigative activity.

PerformanceGoal Statement: Reduce the risk topublic safety causedby illegal firearmstrafficking.

StrategicObjective 2: Lead the advance-ment of illegalfirearms traffickingintelligence capabili-ty through compre-hensive informationmanagement andresearch in emergingtechnology.

Strategies

1. Establish a Comprehensive Firearms Tracing Program:Improve our ability to detect and investigate firearmstraffickers through a coordinated and comprehensivefirearms tracing program.

2. Modernize and Integrate Firearms Databases:Improve our ability to detect, investigate, and deter traffickers by improving the accessibility and accuracyof the ATF firearms-related data through the modern-ization and integration of our firearms databases.

3. Increase Participation in State Fusion Centers:Expand our ability to identify leads for criminal investi-gations and inspections through strengthened partner-ships with state and local law enforcement, utilizingState Fusion Centers.

4. Enhance Partnerships with Academia:Enhance our partnerships with academia to improveprogram performance through program review and thedevelopment of innovative performance measures.

5. Increase Research and Development in FirearmsTechnology:Continually build our industry and investigative expert-ise through research and development in existing andemerging firearms technology. Exploit those technolo-gies with the potential to improve business practices,our ability to regulate industry, and our ability to solvecrimes.

Illegal Firearms Trafficking Performance Indicators:

w Number of defendants referred for prosecution, in the given fiscal year, for violations related to firearms tracfficking

w Number of defendants convicted, in the given fiscal year, for violations related to firearms tracking, regardless of the year of referral

w Estimated number of firearms tracffickedw Number of traces submittedw Percent of domestic law enforcement agencies with an e-Trace accountw Number of people (ATF employees and Federal, state, local and international law enforcement)

receiving firearms investigation trainingw Percent of firearms traces completed within ten daysw Number of NIBIN hitsw Number of items entered into NIBIN

13CRIMINAL GROUPS AND GANGS


STRATEGIC GOAL 2CRIMINAL GROUPS ANDGANGS

CHALLENGES AND THREATSIN THE CRIMINAL GROUPSAND GANGS DOMAIN

Criminal groups and gangs affect communi-ties across the country. Once found princi-pally in large cities, violent street gangs nowaffect public safety, community image, andthe quality of life in communities of all sizesin urban, suburban, and rural areas. While

many gangs have members in a number ofstates and worldwide, the vast majority ofgangs operate on local or regional levels.

Gangs remain key distributors of narcoticsin the United States and are sophisticatedand flagrant in their use of firearms for vio-lence and intimidation. Because gangs fre-quently use firearms, ATF uses its expertisein illegal firearms trafficking deterrence andenforcement to address violent crime andgang activity.

Violence is not the only form of gang-relatedcriminal activity that threatens the welfare ofthe public. There is evidence of a link betweencriminal groups trafficking tobacco and thoseengaging in acts of terrorism.

ATF’S ROLE IN DISMANTLINGCRIMINAL GROUPS ANDGANGS

ATF works to reduce violent crime by target-ing and dismantling those criminal groups andgangs that pose the greatest threat to publicsafety and national security. Through collabo-ration with Federal, state, local and tribal lawenforcement agencies, ATF helps remove vio-lent criminals from our streets. These partner-ship programs include the following:

Violent Crime Impact Teams (VCITs) areATF-led, geographically focused enforce-ment groups composed of Federal, state andlocal law enforcement officers and prosecu-tors that remove violent criminals and crim-inal organizations from the community.

15CRIMINAL GROUPS AND GANGS


CRIMINAL GROUPS AND GANGS14


VCIT uses innovative technologies, analyticalinvestigative resources, and an integratedFederal, state, and local law enforcement strat-egy to identify, disrupt, arrest, and prosecutethe criminals and gangs responsible for

violent crime in targeted hotspots.

Beyond VCIT, thereare numerous otherATF-sponsoredinter-agency taskforces, which work to

disrupt gang activityin communities across

America. ATF personnelserve critical roles on these

teams, as they work with other law enforce-ment partners to coordinate anti-gang efforts.ATF is a managing partner at the NationalGang Targeting, Enforcement, and Coordin-ation Center (GangTECC) which serves tocoordinate multiagency, multistate gang inves-tigations throughout the country. ATF fullysupports the sharing of gang intelligencethrough the National Gang IntelligenceCenter (NGIC).

ATF agents investigate the trafficking ofcontraband tobacco products that deprivesstate governments of tax revenue and insome cases is linked to the funding of ter-rorist organizations. ATF enforces theContraband Cigarette Trafficking Act(CCTA), which focuses on detecting anddisrupting tax evasion at the state and excisetax levels. The CCTA is a tool to deprive crim-inal groups and terrorist organizations of thefinancial assets gained through the illegal traf-ficking of cigarettes. ATF’s FSLs analyze con-

traband tobacco products to determine theirauthenticity. ATF trains counterparts in theDepartment of the Treasury on these analyticaltechniques where they are used to determineproper classification of tobacco products andapplicable tax rates.

Strategic Goal:Criminal Groupsand GangsMake our communi-ties safer by expand-ing our efforts toidentify, target, anddismantle those criminal gangs andorganizations that utilize firearms,arson, and explosivesin furtherance of violent criminal activity.

PerformanceGoal Statement: Reduce the risk topublic safety causedby criminal organiza-tions and gangs.

StrategicObjective 1: Expand ATF'senforcement effortsto identify, disrupt,and dismantle violentgangs and criminalorganizations emphasizing the useof state and localintelligence to identify the worst of the worst offenders.

StrategicObjective 2: Increase and improvecoordination with our law enforcementpartners by effectivelygathering, managing,and sharing intelli-gence to supportinvestigations of vio-lent gangs and crimi-nal organizations.

Strategies

1. Expand Use of Gang Task Forces:Work with state and local law enforcement to identifygang-related cases where ATF's expertise can have asignificant impact, and establish additional gang taskforces in high risk areas, utilizing VCIT best practices.

2. Leverage Investigative Technology for Complex Cases:Effectively use investigative technology to conduct longterm, complex investigations. Identify and attack ganghierarchies to disrupt the command and control struc-ture of gangs whose criminal activity is responsible forviolent or firearms-related crime in a community.

3. Increase Internal Training on Criminal Groups and Gangs:Develop and deliver specific, in-depth training on criminalgroups and gangs, including a basic component for newspecial agents and advanced training for employees andsupervisors.

4. Partner with GangTECC for Federal Investigations:Fully participate at both the headquarters and fieldoffice level in Federal investigations of regional andnational gangs via GangTECC.

1. Develop and Share Gang Intelligence: Be a leader in developing and sharing gang intelligenceby more aggressively using technology to gather, analyze,and disseminate key trends from and to internal compo-nents and external partners.

2. Participate in Multiagency Systems and Communitiesof Interest: Fully participate and collaborate in multiagency environ-ments including GangTECC, the GangNet IntelligenceDatabase, NGIC, and communities of interest.

3. Create Gang Intelligence Positions: Structure ATF's gang intelligence to support criminalinvestigations in the field by dedicating positions to gangintelligence issues.

The prevalence of criminal groups and gangs means that they are a strategic goal for ATF. Strategicobjectives and strategies to dismantle these groups are listed below.

Sec 4 Gangs 9/20/10 11:47 AM Page 14

CRIMINAL GROUPS AND GANGS16


Strategic Goal:Criminal Groupsand Gangs (cont.)Make our communi-ties safer by expand-ing our efforts toidentify, target, anddismantle those criminal gangs andorganizations that utilize firearms,arson, and explosivesin furtherance of violent criminal activity.

PerformanceGoal Statement: Reduce the risk topublic safety causedby criminal organiza-tions and gangs.

StrategicObjective 3: Connect ATF to thecommunities weserve.

StrategicObjective 4: Reduce the traffick-ing of contrabandtobacco products.

Strategies

1. Expand Gang Training for Our Partners:Expand efforts to provide training for our state and localpartners about criminal groups, gangs, and ATF's role ingang investigations, through national conferences, localpresentations, and seminars.

2. Expand Involvement in GREAT Program:Expand involvement in the Gang Resistance Educationand Training (GREAT) program by training special agentsto be GREAT instructors to work with at-risk youths andprevent them from joining gangs.

1. Deploy Tobacco Trafficking Investigative Groups:Investigate, recommend for prosecution, and seize theassets of criminal organizations that traffic contrabandtobacco products.

2. Lead and Coordinate with Our Partners:Provide effective leadership in the area of contrabandtobacco enforcement. Effectively coordinate with lawenforcement and regulatory agencies, domestic andinternational, the U.S. Attorney's Office, and the tobacco industry.

3. Expand Contraband Cigarette Trafficking TrainingPrograms:Improve our ability to detect and investigate contra-band cigarette traffickers through the expansion anddelivery of high quality, best practice training programs.

Criminal Groups and Gangs Performance Indicators:

w Number of criminal group or gang related defendants convicted, in the given fiscal year, for violating laws, regardless of the year of referral

w Number of criminal group or gang related defendants referred for prosecution, in the given fiscal year, for violating laws

w Number of criminal group or gang related defendants whose cases have the active involvement of state and local law enforcement partners

w Number of students provided instruction from ATF-certified GREAT instructors

17EXPLOSIVES, BOMBS, AND BOMBINGS


STRATEGIC GOAL 3EXPLOSIVES, BOMBS, ANDBOMBINGS

CHALLENGES AND THREATSIN THE EXPLOSIVES, BOMBS,AND BOMBINGS DOMAIN

Criminal bombings and the illegal use ofexplosives are a threat to our national securityat home and abroad.

The Use of Improvised Explosive Devices(IEDs) in Violent Crime. A common trendemerging in explosives and bombing incidentsis the increased use of IEDs. The Internet hasmade the knowledge available to a broaderrange of the public than ever before, includingthose who would use that knowledge tocommit violent crimes. Many of the materialsrequired to produce an explosive device arecommon household goods, available with min-imal or no regulation. The law enforcementcommunity must continually adapt our regula-tory and investigative practices to address thisnew reality.

The Link Between Explosives and Terrorism.Terrorists aim to inflict mass civilian casualtiesand cause maximum losses of life and proper-ty, and explosives are typically their weapons ofchoice. American troops deployed abroad facethe constant threat of roadside bombs andimprovised explosives, and we cannot ignorethe reality that these attacks could one dayreach within our borders. While our under-standing of terrorist tactics is growing, so dothe range of tools and techniques employed bythe terrorists. Therefore, it is critically impor-tant that we have effective intelligence androbust information-sharing practices, and that

we use innovative research, training, and inves-tigative tactics to meet this evolving threat.

ATF’S ROLE IN INVESTIGATINGTHE ILLEGAL USE OFEXPLOSIVES, BOMBS, ANDBOMBINGS; AND REGULATINGTHE EXPLOSIVES INDUSTRY

Approximately 99 percent of all bombings inthe United States fall under the jurisdiction ofATF. ATF investigates bombings, thefts, recov-eries of explosives, and the criminal misuse ofexplosives, and regulates the explosives indus-try. Since 1978, ATF has investigated morethan 25,000 bombings and attempted bomb-ings, more than 900 accidental explosions,and more than 21,000 incidents involvingrecovered explosives or explosive devices. Themajority of these criminal bombings involvedthe use of IEDs. ATF also provides our explo-



Federal explosives license, and anyone whoacquires for use or transports explosives musthold a Federal explosives permit or license.The Federal Explosives Licensing Center(FELC) screens license and permit applicants,in conjunction with the FBI, to ensure appli-cants’ eligibility to lawfully receive and useexplosives. ATF informs new licensees andpermittees about regulatory requirements,effective internal controls and security meas-ures that promote compliance and preventdiversion. It further screens employees of suchlicensees and permittees to ensure prohibitedpersons do not have access to explosives. ATFestablished standards for the storage of explo-sive materials and related record keepingrequirements to ensure explosives accounta-bility and traceability to which licensees andpermittees must adhere. ATF’s IOIs conductcompliance inspections of approximately11,000 explosives licensees and permittees on atriennial basis to prevent diversion and pro-mote the safe and secure storage of explosives.IOIs also detect and assist in the investigationsof the theft, loss, and diversion of explosives.

Industry seminars are conducted to updatemembers about statutory, regulatory, andpolicy changes that affect their day-to-dayoperations. ATF publishes and distributesopen letters to all explosives licensees andpermittees to advise them of importantissues that affect their operations. ATF alsopublishes pertinent articles in its semi-annualAFT Explosives Industry Newsletter, and main-tains an industry-focused website for licenseesand permittees.

SPECIALIZED RESOURCES

The ATF National Center for ExplosivesTraining and Research (NCETR) is aunique center for state-of-the-art explosivestraining and research, for ATF and ourFederal, state, local, tribal, and internationalpartners. The NCETR promotes efficiencythrough consolidation of other DOJ andDepartment of Defense (DOD) explosivestraining, research, and data-sharing efforts.The Nation’s coordinated efforts to confrontthe threat posed by terrorists and other vio-lent criminals will rise to a new level uponcompletion of the multi-functional facility.NCETR will provide the highest quality

EXPLOSIVES, BOMBS, AND BOMBINGS18


sive expertise and resources to the investiga-tion of explosives incidents that are classifiedas “terrorist bombings.”

ATF is recognized for its expertise in bomb-ing and explosives investigations and in thereconstruction of explosives incidents. ATF’s3,300 special agents, IOIs, Explosives Enforce-ment Officers (EEOs), and forensic personnel

are each highly trained in the investigation ofexplosives incidents. ATF trains Federal, State,local, tribal, and international law enforcementagencies in methods and techniques to solvesuch crimes.

ATF Protects Our National Security. ATF’scontribution to national security is unique.Our agents investigate the criminal misuse ofexplosives. Our IOIs enforce the comprehen-sive regulatory provisions of the Federalexplosives laws that ensure the safe storage ofexplosive materials. Our Explosives DetectionCanine Program incorporates the researchand development of ATF’s Forensic ScienceLaboratories and the technical expertise ofATF explosives experts into a training regi-men that produces an extremely reliable,mobile, accurate, and durable explosivesdetection tool, capable of assisting lawenforcement with the escalating explosivesthreat faced by communities worldwide. Thisoverarching strategy combines criminal intel-ligence, investigation, regulation, and canineassets in a concerted effort to protect ournation. Beyond our borders, ATF providesextensive explosives training and explosivedetection canines to protect American inter-ests abroad, to include our military troopsdeployed in Iraq and Afghanistan.

ATF combats the criminal use of explosivesby the use of effective intelligence-gatheringand aggressive information-sharing practices.We continue to employ state-of-the-art inves-tigative methods, innovative research, andtraining to meet this evolving threat.

ATF is the only Federal law enforcementagency that regulates the explosives industry.ATF’s criminal and regulatory efforts pro-mote national security and public safety bypreventing criminals and terrorists fromobtaining explosives for use in bombings.Federal law requires that any manufacturer,importer, or dealer of explosives must have a

Sec 5 Explosives 9/2/10 4:47 PM Page 18



The Special Agent Certified ExplosivesSpecialist (CES) Program provides specialagents with explosives investigative expertiseto assist law enforcement at the Federal,state, local, tribal, and international level.The CES acquires explosives expertise throughextensive training, and years of experience inthe field ensure continued proficiency in allaspects of explosives.

Explosives enforcement officers (EEOs) haveextensive experience in explosives and bombdisposal. They render explosive devices safe,disassemble explosive and incendiary devices,and give expert testimony. EEOs also provide

assistance and training in all aspects of explo-sives-related matters for ATF, as well asFederal, state, local, tribal, and internationallaw enforcement agencies. ATF has the capa-bility to carry out underwater explosivesrecoveries in an IED response or explosives-related event.

The USBDC is the United States’ repositoryfor all explosives and arson information anddatabases. The USBDC is also home to amultilingual explosives intelligence manage-ment system that ATF and other nations’ law

enforcement agencies use to share informa-tion and intelligence on explosives incidents,devices, methods, terrorist groups, and firesworldwide. The USBDC houses the BombArson Tracking System (BATS) that contains



training experience for those on the front-lines of Federal, state, local, and internation-al efforts to prevent and investigate bomb-ings. It will also co-locate cutting-edge train-ing initiatives with the United States BombData Center (USBDC) as well as with explo-sives laboratories and research facilities.

ATF’s Forensic Science Laboratories (FSLs)provide expert examination of explosive mate-rials and unexploded IEDs as well as post-blasttrace evidence recovered from explosion scenes.The FSLs are collaborating with the explosivesindustry to compile a comprehensive explo-sives materials reference library to analyze thephysical and chemical properties of explosivesfor use by the forensic science community.ATF shares its expertise in explosives-relatedforensics through training provided to domesticand international partners.

ATF’s world-recognized canine training pro-gram produces reliable, mobile, and accurateexplosives and accelerant detection caninesthat are able to assist law enforcement, fireinvestigators, and military personnel world-wide. ATF’s canine training programs areconducted under the supervision of the FSLsto ensure the canines’ ability to detect eventrace amounts of explosive residues. TheAccelerant and Explosives Detection CaninePrograms place canines with state and local

agencies to support their arson and explosiveinvestigation activities. Through an agree-ment with the Department of State’s Office ofAnti-Terrorism Assistance, the ExplosivesDetection Canine Program trains explosivesdetection canines for use in foreign countriesin the war against terrorism and to protectAmerican travelers abroad. ATF works withagencies that have received ATF-certifiedexplosives detection and accelerant detectioncanines and supports those who are withoutcanine services in their communities. ATFcoordinates with canine training associations,law enforcement and military agencies tostandardize the protocols for training acceler-ant and explosives detection canines.




detailed data on more than 185,000 domesticand international arson, explosives, andbombing incidents.

The USBDC maintains a unique set of dataassociated with the tracing of explosives prod-ucts in interstate and international commercefrom the manufacturer to the end user in sup-port of criminal investigations. The USBDCprovides explosives tracing services to lawenforcement agencies worldwide to identifysuspects involved in criminal violations. ATFtraces and maintains the official records forthe theft and recovery of foreign and domes-tic commercial explosives, military explosivesand ordnance, and other munitions.

Combined Explosives Exploitation Cells(CEXCs) were developed by DOD to provide

immediate, in-theater technical and opera-tional analysis of IEDs used by insurgents.Since March 2005, ATF has deployed person-nel to Iraq and Afghanistan to support CEXCactivity. ATF explosives experts provide onsiteinvestigative assistance to process post-blastincidents directed at U.S. and allied forces.

The Terrorist Explosive Device AnalyticalCenter (TEDAC) coordinates and managesa unified national effort of law enforcement,military, and intelligence assets to exploit allIEDs of interest to the U.S. Government. AnATF special agent/CES serves as deputy direc-tor of the TEDAC, and many ATF CESs andEEOs examine, classify, and disseminate intel-ligence about IED debris that the CEXCs sub-mit from Iraq and Afghanistan.



Strategic Goal:Explosives,Bombs, andBombingsAdvance domesticand internationalexplosives expertiseto prevent, detect,and investigate actsof violent crime andterrorism and toenhance public safety.

PerformanceGoal Statement: Reduce the risk topublic safety causedby bombs and explosives.

StrategicObjective 1: Continually addressand mitigate emerg-ing explosives andbombing threats bydeveloping andimplementing proac-tive regulatory andinvestigative tactics.

StrategicObjective 2: Lead the advance-ment of worldwidebombing and explo-sives expertise byconducting in-depthresearch and analy-sis and providing highquality training in allfacets of explosivesstorage, detection,disruption, investiga-tion, and disposal.

Strategies

1. Utilize ATF’s Specialized Explosives Resources:Utilize ATF’s specialized explosives resources, tools,and partnerships with Federal, state, local, tribal, andinternational law enforcement agencies to thoroughlyinvestigate explosives and bombing incidents.

2. Partner with Industry and Public Safety Agencies:Regulate explosives commerce, in partnership withindustry and public safety agencies, to ensure compli-ance with Federal laws and regulations, enhance publicsafety, and detect and prevent thefts and diversion toviolent criminals and terrorists.

3. Prevent Misuse of Precursor Materials:Exploit opportunities for preventing the misuse of pre-cursor materials used in homemade and improvisedexplosives, with particular focus on means of acquisi-tion and distribution, such as the Internet.

4. Expand ATF’s Laboratory Capacity:Strengthen explosives and bombing incident preven-tion, detection, and investigation through expansion ofATF laboratory capabilities and capacity.

1. Fully Develop NCETR: Fully develop NCETR as theleading source for explosives and bombing training,research and intelligence sharing.

2. Expand ATF’s Explosives Research FellowshipProgram: Develop innovative solutions to current andfuture operational threats and challenges through anexpanded ATF Explosives Research Fellowship Program.

3. Provide Analysis of Explosives and Bombing Trends:Impact governmental policy development and decision-making by providing analysis of trends and researchrelating to car bombs, suicide bombers, explosives inci-dents, and terrorist tactics from around the world.

4. Increase Explosives Training for Law EnforcementPartners: Provide state-of-the-art explosives training andenhance the explosives-related expertise of Federal,state, local, and international law enforcement agenciesand the U.S. military.

5. Increase Numbers of Certified Explosives DetectionCanine Teams: Increase the numbers of certifiedFederal, state, local, and tribal explosives detectioncanine teams trained under the National CertificationStandard.

Regulating and investigating the illegal use of explosives and bombings is an important part of ATF’swork. This strategic goal is outlined below.


25FIRE AND ARSON


STRATEGIC GOAL 4FIRE AND ARSON

CHALLENGES AND THREATSIN THE FIRE AND ARSONDOMAIN

Annual Property Loss Due to ArsonRemains Significant. The loss of lives anddecline in property values that result fromarson cases in the United States each yearremain significant. In 2007, according to theU.S. Fire Administration (USFA), inten-tionally set structure fires resulted in an esti-mated 295 civilian deaths and $733 millionin property damage.

Economic downturns in the United Statesmay lead to an increase in arson for profit.Small business owners and other individualsmay feel financial pressure to intentionallyburn their properties to collect insurance. Asthe lead Federal agency for arson investigation,ATF investigates all significant arson cases.

ATF’S ROLE IN INVESTIGATINGARSON

ATF’s state-of-the-art technology in fire inves-tigation and research allows the Bureau toserve as a valuable resource to Federal, state,local and tribal partners who are responsiblefor fire investigation and public safety.

ATF’s highly trained and experienced Cert-ified Fire Investigators (CFIs) are our pri-mary resource in fire-related matters. Theyconduct fire scene examinations, render originand cause determinations, and provide experttestimony on fire scene determinations. Thespecial agents also lend technical guidanceand analysis in support of field arson inves-

tigative activities. CFIs conduct arson-relatedtraining for other Federal, state, local, and trib-al fire investigators, and conduct research toidentify trends and patterns in fire incidents.

ATF’s National Response Team (NRT) con-sists of highly trained special agents, forensicchemists, EEOs, electrical engineers, fire pro-tection engineers, canine handlers, and othertechnical experts who can be deployed within24 hours to major explosion and fire scenesanywhere in the United States. The NRTassists Federal, state, local and tribal officers infire and explosives incidents by providingexaminations of the scene, interviews, assis-



Strategic Goal:Explosives,Bombs, andBombings (cont.)Advance domesticand internationalexplosives expertiseto prevent, detect,and investigate actsof violent crime andterrorism and toenhance public safety.

PerformanceGoal Statement: Reduce the risk topublic safety causedby bombs and explosives.

StrategicObjective 3: Strengthen thedetection, prevention,and investigation ofexplosives and bomb-ing incidents throughpartnerships, collab-oration, and compre-hensive intelligenceand information sharing.

Strategies

1. Enhance Industry and Public Safety CommunityOutreach:Increase awareness of potential misuse of commerciallyavailable products used to produce homemade explo-sives through enhanced industry and public safetycommunity outreach programs.

2. Increase Collaboration in Training and Research:Exploit the analysis of operational data, validate bestpractices, and enhance training and research initiativesby sharing information with industry, law enforcement,public safety agencies, the military, and academia.

3. Provide Broader Access to Information via USBDC:Provide broader access to explosives- and bombing-related information and build a single, universal knowl-edge base through the USBDC and the use of ATF infor-mation-sharing tools by Federal, state, local, and triballaw enforcement and public safety partners.

4. Promote Domestic and International Partnerships:Proactively foster domestic and international workingpartnerships to combat the risk to public safety causedby the illegal use of explosives.

Explosives, Bombs, and Bombings Performance Indicators:

w Number of defendants convicted, in the given fiscal year, for violations related to explosives, regardless of the year of referral

w Number of defendants referred, in the given fiscal year, for prosecution for violations related to explosives

w Number of explosive destructions/disposals executed in the interest of public safetyw Number of explosives devices recoveredw Number of people (ATF employees and Federal, state, local and international law enforcement)

trained in explosives through the National Center for Explosives Training and Researchw Number of canine teams (ATF and Federal, state and local law enforcement) trained to meet the

national odor recognition standardw Number of active Bomb and Arson Tracking System (BATS) usersw Number of BATS accounts

27FIRE AND ARSON


explosives analysis. FSL expertise includes analy-sis of trace evidence, DNA, fingerprints, andtool marks, and is a major scientific resource inthe forensic examination of fire and explosionincidents. In addition, FSL personnel providecritical support to, and share their uniqueexpertise with, partner law enforcementorganizations domestically and internationally.

FIRE AND ARSON26


tance with the resulting investigations, andexpert court testimony.

The International Response Team (IRT)investigates explosives and fire incidents outsidethe United States. Modeled after the NRT, theIRT also consists of ATF’s most experiencedinvestigators, technicians, and forensic experts.The IRT deploys at the request of the Depart-ment of State.

The Fire Research Laboratory (FRL) is acritical component to ATF’s fire investiga-tion mission. Established to support ATF’sarson investigative requirements, the FRL is aunique fire testing facility that can replicatefire scenarios under controlled conditions.The FRL is an innovative resource for lawenforcement, fire services, public safety agen-cies, industry, and academia. Our scientistsand engineers use advanced scientific, techni-cal, and educational methodologies to makeATF and its partners leaders in fire investiga-tion science.

ATF is a definitive source of science-basedfire investigation training. In partnershipwith USFA’s National Fire Academy, ATFredesigned the Fire/Arson InvestigationsCourse. This curriculum offers current sci-ence-based fire origin and cause training tostate, local, Federal, and tribal investigators.ATF engineers, special agent/CFIs, and

USFA/ATF contract instructors deliver theseclasses to fire investigators from across theUnited States. To complement the new cur-riculum, ATF contributed significant improve-ments to the National Fire Academy’s train-ing facilities.

ATF’s Forensic Science Laboratories (FSLs)specialize in the analysis of physical evidenceobtained from fire and explosion scenes. Thethree labs provide field support nationwideand leadership in the areas of fire debris and

Sec 6 Fire and Arson 9/2/10 4:48 PM Page 26

29FIRE AND ARSON


FIRE AND ARSON28


Strategic Goal:Fire and ArsonAdvance the scienceof fire investigationglobally, by settingand delivering thehighest standards inresponse, research,information sharingand training.

PerformanceGoal Statement: Reduce the risk topublic safety causedby the criminal use of fire.

StrategicObjective 1: Ensure the highestpossible level ofinvestigativeresponse, expertise,and capability at alllevels of government.

StrategicObjective 2: Provide the Nationwith a definitivesource of technicalexpertise, research,analysis, and data in the fire disciplineusing the FRL andother sources ofadvanced technologies.

Strategies

1. Deploy Specialized Resources: Make communities safer from fires by stationing expertpersonnel and specialized resources in targeted areas.

2. Provide Ongoing Investigative Assistance at Scenesof Fires: Assist Federal, state, local, and tribal fire service/publicsafety entities at the scenes of fires to help determinethe cause(s) of fires and provide ongoing investigativesupport.

3. Enhance Training Programs for Fire Service/PublicSafety Community: Equip the fire service/public safety community withthe most advanced knowledge and technical expertisepossible by developing and delivering training programsthat will advance their abilities to respond to and inves-tigate fires.

4. Support the Judicial Process: Ensure arson offenders are punished by supporting thejudicial process, including working with Federal and stateprosecutors and providing expert testimony in court.

1. Increase Fire and Arson Research and Development:Advance the science of fire investigation by:

a) Conducting research and sharing the results with fire investigators throughout the United States;

b) Identifying and evaluating the use and impact of emerging technologies in the fire investiga-tion discipline;

c) Providing expert forensic analysis of fire investigation evidence; and

d) Making our state-of-the-art facilities available for collaborative research with universities and the commercial sector.

2. Share Information with the Fire InvestigativeCommunity: Bring the fire investigative community, including the pri-vate sector, Federal agencies, and local fire depart-ments, together on a national level by capturing its col-lective knowledge regarding investigative data,research results, fire trends, and technical issues.Share this information in a real-time environment viathe USBDC and the FRL.

Protecting our country and our communities from the illegal use of fire is one of ATF’s key roles andtherefore is one of the Bureau’s strategic goals.

ATF’s Financial Investigative Services Div-ision’s (FISD) auditors, certified public account-ants and certified fraud examiners identify finan-cial incentives and motivations for arson. Morebroadly, these experts uncover the financialmechanisms that enable a wide range of illegalactivities, including firearms trafficking anddiversion of tobacco and alcohol products.FISD experts provide critical courtroom testi-mony that helps to explain the financialmotives for crime and the movement of ille-gal proceeds of those crimes through criminalenterprises and banking systems.

Sec 6 Fire and Arson 9/2/10 4:48 PM Page 28

FIRE AND ARSON30


Fire and Arson Performance Indicators:

w Number of defendants convicted, in the given fiscal year, for violations related to arson, regardless of the year of referral

w Number of defendants referred, in the given fiscal year, for prosecution for violations related to arsonw Number of people (ATF employees and Federal, state, local and international law enforcement)

trained to investigate and support Federal arson casesw NRT Satisfaction Rating (%) related to arsonw Annual number of fire research activities conducted in support of criminal investigations

31MODERNIZATION


STRATEGIC GOAL 5MODERNIZATION

EXPANDED USE OF E-GOVERNMENT ANDTECHNOLOGY

Government agencies are pursuing and inte-grating cost-effective information technologyinto everyday business. Driven by the E-Gov-ernment Act of 2002 and subsequent presi-dential initiatives around transparency andopenness, government agencies have beendirected to ensure that information technolo-gy systems are funded, developed, and operat-ed in a manner that manages risk, providesthe greatest level of performance, and offersrobust services to citizens. With anticipatedexpansion of these initiatives and programs,government agencies must commit to contin-uously improving performance, service, andsecurity. ATF is working diligently to shareinformation and standardize information-sharing policies.

ATF’S CURRENT SYSTEMS,SERVICES, AND MODERNIZA-TION ACTIVITIES

ATF delivers a variety of technological serv-ices and information to its employees and toits external law enforcement and industrypartners. Examples include ballistics imagingthrough NIBIN, firearms tracing througheTrace and the NTC, requests to import fire-arms using the online e-Form 6, and bomband arson information through BATS.Additionally, ATF shares, to the extent per-mitted by law, information from its internalcase management and intelligence-gatheringsystem throughout the law enforcement com-munity. Given the critical importance of this

information to the effective execution ofATF’s and its partners’ missions, it is impera-tive that these systems provide integrated,seamless, reliable, and readily available accessto relevant data. Accordingly, we continu-ously improve our data capabilities so thattimely and integrated information is avail-able for ATF employees and, as appropriate,ATF’s Federal partners, industry members,stakeholders, and the public.

Automation and e-Government: In expand-ing e-Government, ATF has upgraded BATS,using architecture that allows ATF to expandthe user population in a safe, secure, and con-sistent manner. The expansion assisted DOJin meeting the Office of Management andBudget (OMB) mandate to authenticate atleast one public access system in FY 2006 insupport of DOJ’s Law Enforcement Informa-tion Sharing Program (LEISP) and OneDOJ.

The National Tracing Center (NTC) workswith firearms manufacturers and wholesalersto decrease completion time and reduce costsassociated with traces. Ongoing investmentsin eTrace specifically, and ATF’s firearms

33MODERNIZATION


Strategic Goal:ModernizationModernize businessprocesses and sys-tems for improvedinformation sharing,knowledge manage-ment, and use ofinnovative technolo-gies to support ATF’scritical mission.

PerformanceGoal Statement: Modernize businessprocesses and sys-tems for improvedmission effectivenessand transparency.

StrategicObjective 1: Modernize ourapproach to businessprocess reengineer-ing to be at the fore-front of governmentmanagement.

StrategicObjective 2: Strengthen our capa-bility to capture,manage, and shareknowledgeBureauwide and withour partners.

StrategicObjective 3: Proactively identify,research, and inte-grate innovativetechnology to furtherATF’s effectiveness inaccomplishing ourmission.

Strategies

1. Reengineer Business Processes Bureauwide:Further strengthen the alignment of business processesto strategic goals and technology through a reengineer-ing initiative, focusing on continuous process improve-ment and ensuring that processes are reengineeredprior to being automated.

2. Redesign Management Operations: Improve the efficiency and quality of our managementoperations by applying industry best practices in busi-ness process analysis and redesign.

1. Consolidate Data Systems:Further strengthen data integrity across the Bureauthrough consolidation of data systems and eliminationof data redundancies.

2. Standardize the ATF Architecture:Move to a more simplified and standardized technicalarchitecture that maximizes flexibility, efficiency, andscalability, and that adopts and embraces commonsolutions and services wherever practicable.

3. Implement an Innovative Knowledge ManagementEnvironment:Strengthen our ability to capture and disseminate real-time information throughout ATF, through migration to aprocess and service-centric knowledge managementenvironment that eliminates stovepipes and makes inte-grated data available seamlessly to those who need it,through common access points and using common tools.

4. Enhance External Information-Sharing Capability:Support law enforcement missions, industry operations,and intelligence gathering and dissemination by devel-oping a robust information-sharing capability andencouraging broad participation so that our partnersand ATF employees have mutual access to informationthat supports our mission.

1. Identify Emerging Technologies:Increase our awareness of new technologies’ potentialapplicability to ATF by institutionalizing a proactiveapproach to explore technological innovations.

2. Create a Formal Technology Review andImplementation Process:Evaluate new technologies in a streamlined, effectivemanner through creation of a formal process for tech-nology review and investment decisions; enable rapidadoption of transformational technology.

MODERNIZATION32


information systems more broadly, willimprove the range and quality of services andinformation provided by the NTC.

ATF has also implemented a portfolio man-agement tool that closely aligns ATF’s invest-ments with its mission and ensures that ATF’sinformation technology investments deliverenhanced capability.

Information Sharing: ATF works with DOJand its components to share information effi-ciently and seamlessly with other law enforce-ment partners. LEISP and OneDOJ enhance

the ability of special agents and IOIs to shareinvestigative information to link and solvecomplex cases that involve explosives, arson,or firearms. The National Field Office CaseInformation System (NFOCIS) enhancesATF’s ability to collect, disseminate, manage,and analyze data by providing an integratedand centralized data management solutionthat allows for oversight of all criminalenforcement and industry regulatory opera-tions in the field.

Modernization is a strategic management goal for the Bureau, and steps for accomplishing it areoutlined below.

Sec 7 Modernization 9/2/10 4:49 PM Page 32

MODERNIZATION34


Modernization Performance Indicators:

� Percent customer satisfaction� Number of databases normalized, standardized, and NIEM conformant� Number of common services provided� Percent of ATF databases or functionality made available through a common services platform� Percent of technology service categories within a current ATF enterprise standard� Percent of investment $ expenditures in alignment with enterprise standards� Percent of technology capital investment compared to operating expenditures� Percent of Lab infrastructure within its recommended useful life� Percent of NIBIN infrastructure within its recommended useful life

35WORKFORCE


STRATEGIC GOAL 6WORKFORCE

CHANGING WORKFORCECOMPOSITION

According to data from the U.S. CensusBureau, the U.S. population is undergoing amajor change. In 2050, the Census Bureauestimates that less than 46 percent of the pop-ulation will be non-Hispanic white, 15 per-cent will be African American, the Hispanicpopulation will grow to 30 percent, and theAsian and Pacific Islander group will grow to9.2 percent. Government agencies, includingATF, will market their careers to diversedemographic groups and increase their cul-tural diversity and understanding.

The “baby boomer” population is reachingretirement age. The Office of Personnel Manage-ment (OPM) predicts that 61.3 percent ofthe Federal workforce will retire before 2016.Government agencies must develop a newgroup of leaders and redesign knowledge man-agement to plan for the potential loss ofinstitutional knowledge and experience thatwill result from these retirements.

A new generation of workers will soon enterthe Federal government. “Generation Y” con-sists of 75 million people who will enter theworkforce in this decade. To attract, develop,and retain members of this talent pool andprepare them to become future leaders, gov-ernment agencies, including ATF, need tomodify workplace cultures, programs, andpolicies to meet their changing demands.

ATF’S CURRENT WORKFORCEACTIVITIES

Our workforce is ATF’s core resource. Exec-ution of our mission requires the skill andcommitment of everyone in ATF. Our work-force is highly skilled, motivated, and com-mitted to the service of our nation.

Training and Professional Development:ATF provides a comprehensive integratedleadership development program to supportcurrent and future supervisors, managers,and executives in the continuous develop-ment and enhancement of their leadershipcompetencies. Employees have opportuni-ties to enhance specific job skills and pursue

Project1 9/9/10 3:46 PM Page 1

37WORKFORCE


programs are used to hire veterans and per-sons with disabilities. Programs for veteransinclude the Veterans’ Preference, VeteransRecruitment Appointment (VRA) authority,and the Veterans Employment OpportunitiesAct (VEOA). The “Operation Warfighter”program allows ATF to further focus on vet-erans’ opportunities.

Alignment to DOJ’s Strategic Plan. DOJ’smission is “...to enforce the law and defendthe interests of the United States according tothe law; to ensure public safety against threatsforeign and domestic; to provide Federal lead-ership in preventing and controlling crime; toseek just punishment for those guilty ofunlawful behavior; and to ensure fair andimpartial administration of justice for allAmericans.”

The three primary DOJ strategic goals for FY2007 - FY 2012 are:

Prevent terrorism and promote theNation's security;

Prevent crime, enforce Federal laws, andrepresent the rights and interests of theAmerican people; and

Ensure the fair and efficient administra-tion of justice.

As a critical component of DOJ, ATF sharesthis vision and dedication to the Americanpeople and is committed to meet the strategicgoals set forth by DOJ. Furthermore, in accor-dance with the DOJ Management Initiativesand Human Capital guidance, ATF will focusits resources and attention on business mod-ernization and workforce strategies. The figurebelow illustrates the alignment of ATF’s strategicgoals with DOJ’s strategic goals.

WORKFORCE36


various career development activities througha wide variety of technical and professionalskills training classes.

ATF leverages technology to provide increasedtraining opportunities for employees throughan extensive e-learning program. Employeeshave continual access to a suite of over 1,500business and IT skills courses and an onlinereference library. ATF’s virtual classroomcapability allows students to attend and par-ticipate in courses taught by live instructorson the Internet, as part of a podcasting effort.This virtual classroom captures the knowl-edge and expertise of experienced specialagents and is available throughout theBureau. The ATF Learning ManagementSystem streamlines and automates the train-ing request and approval processes, tracks alltraining completions, and supports the cre-ation and approval of Individual Develop-ment Plans (IDPs).

Work/Life Balance Activities: ATF usesnumerous work/life balance programs toincrease employee satisfaction. These include

telework, flexible work weeks, retirementplanning, and a pay demonstration programthat links pay increases to performance. ATFalso provides financial rewards to employeeswho obtain job-related certificates, licenses,and diplomas, and offers retention, reloca-tion, and recruitment bonuses to providegreater opportunities for high performers.Other programs available to all employeesinclude public transportation incentives, ahealth improvement program, employeerecognition, and employee assistance.

Hiring Programs: ATF seeks to know thecommunities we serve by incorporating theirdiversity and cultures into our organization.ATF embraces the distinct role that diversityserves in achieving our success. ATF uses fourtypes of hiring programs to ensure that ATFhas an avenue to acquire the highest qualifiedindividuals. ATF uses Merit Promotion torecruit and select candidates with civil service

competitive status. Delegated ExaminingUnit (DEU) authority allows ATF to hirecandidates who do not have competitive sta-tus, either within or outside of government.Special agents and IOIs are hired underExcepted Service authority. Special hiring

�

�

�

DOJ Strategic Plan FY 2007-2012

Goal 1: Prevent Terrorismand Promote the Nation’s

Security

Goal 2: Prevent Crime, EnforceFederal Laws and Represent the

Rights and Interest of theAmerican People

DOJ ManagementInitiatives


Illegal FirearmsTrafficking

Criminal Groups andGangs

Fire and Arson

Workforce

Modernization

Figure 4: Alignment to DOJ Strategic Plan

Sec 8 Workforce 9/20/10 12:00 PM Page 36

39WORKFORCE


The SPACs review and revise ATF’s outcome-based performance measures that demon-strate the value that ATF brings to the public.The Strategic Plan also drives ATF’s budget.The SPACs and SLT work to formulate budgetrequests and use the goals, strategic objectives,and strategies laid out in the Strategic Plan as aguide. OSM facilitates this process and providesstrategic guidance, support, and coordination.

The aforementioned groups continue to over-see the implementation of the Strategic Planto ensure that ATF’s actions are in line withits stated goals. ATF continually strives towardsmeasureable results that reduce violent crimeand make America safer.

WORKFORCE38


Strategic Management Approach. The Officeof Strategic Management (OSM) facilitatedthe development of this Strategic Plan, whichis an ongoing Bureauwide effort. Key playersin this endeavor includemembers of the StrategicLeadership Team (SLT),which consists of ATF’sDirector, Deputy Director,Assistant Directors, andDeputy Assistant Directors.In addition, cross-function-al Strategic Priority ActionCommittees (SPACs), com-prised of senior level man-agers and subject matterexperts, developed the strate-gic objectives and strategieslinked to the strategic goals.Internal stakeholders at

headquarters and the field re-viewed this Plan, and their inputis incorporated into the Plan.

ATF has institutionalized a man-agement process and structureto implement the StrategicPlan. The Strategic Manage-ment Approach is a roadmap tomeasure progress towards meet-ing the plan, link the budget tostrategic goals, and adjust the planaccording to changing externalconditions and priorities.

Using the Strategic ManagementApproach, the SLT, SPACs, andOSM work in coordination tomove through all five steps in thecycle. The SPACs develop actionplans for all of the goals, strategic

objectives, and strategies. These action plansidentify the operational processes, skills andtechnology, human capital information, andother resources required to implement thegoals and strategies.

StrategicPlanning

PerformanceReporting

and Evaluation

BudgetFormulation

and Execution

PerformanceMeasurementDevelopment

ActionPlanning

Strategic Management Approach

Figure 5: Strategic Management Approach


41WORKFORCE


Strategic Goal:Workforce (cont.)Attract, develop, andretain an expertworkforce to executethe ATF mission inthe emerging busi-ness environment.

PerformanceGoal Statement: Attract, develop, andretain an expertworkforce to execu-tive the ATF mission.

StrategicObjective 3 Streamline the com-plaint and disciplinaryprocesses to fairlyand expeditiouslyaddress and resolveworkplace disputes.

StrategicObjective 4: Develop and imple-ment successionstrategies to transferknowledge to andfoster leadership inthe next generation.

Strategies

1. Enhance the Dispute Resolution Program: Foster an environment of open communication andrespect in the workplace by emphasizing the use ofAlternative Dispute Resolution (ADR) to resolve work-place disputes informally at the lowest possible level tominimize organizational disruption, preserve internaland external relationships, and efficiently utilize theBureau’s financial and human capital resources.

2. Provide Management and Employees the ResourcesNeeded to Proactively Resolve Workplace Disputes:Support a healthy work environment by developing andimplementing education and training programs thatassist managers and employees in addressing andresolving workplace disputes.

3. Improve the Efficiency of the DiscriminationComplaint Process: Promote a discrimination-free work environment bypreventing, processing and resolving workplace dis-putes in a timely and effective manner. Continue toexplore innovative ways to improve the overall manage-ment of the complaint process.

1. Increase Mentoring, Training, and DevelopmentOpportunities:Develop the next generation of ATF leaders throughfocused mentoring, training, and developmental oppor-tunities.

2. Implement Knowledge Transfer and SuccessionPlanning: Improve our retirement and attrition forecasting capa-bility and align the results to a targeted recruitmentplan and a process for transferring knowledge.

3. Strengthen Relationships with Former ATF Employees:Strengthen relationships with retirees and other formerATF personnel to encourage their participation inrecruitment, mentoring, training, and advocacy.

WORKFORCE40


Strategic Goal:WorkforceAttract, develop, andretain an expertworkforce to executethe ATF mission inthe emerging busi-ness environment.

PerformanceGoal Statement: Attract, develop, andretain an expertworkforce to execu-tive the ATF mission.

StrategicObjective 1: Implement a compre-hensive recruitmentstrategy focused onselecting a diverseand committed work-force.

StrategicObjective 2: Foster retention andcareer advancementby providing opportu-nities for the continu-ous professionaldevelopment of everyemployee.

Strategies

1. Market Work/Life Flexibility and Employee Incentives: Attract top candidates to our workforce by building aculture that supports work/life flexibility options andemployee incentives.

2. Utilize Targeted Recruitment Programs: Enhance the diversity and skill of our workforcethrough targeted recruitment programs designed toreflect the population we serve.

3. Establish Critical Mix of Professional Disciplines:Establish the right critical mix of professional disci-plines, and administrative and technical personnel, torespond successfully to the multidimensional aspectsof our mission.

4. Ensure Rapid Recruitment and Integration: Ensure candidates are rapidly recruited and integratedinto our workforce by streamlining application andselection procedures, and efficiently conducting a highquality clearance process.

1. Offer Innovative Benefits, Flexible Work, andRecognition Programs: Increase employee job satisfaction through an integrat-ed retention program that includes meaningful work,innovative benefits, flexible work options, and effectiverecognition programs.

2. Enhance Training and Professional DevelopmentOpportunities: Enable our employees’ continued self-developmentthrough enhanced training and development opportuni-ties that meet their needs at all stages of their careers.

3. Implement Targeted Leadership Development Program: Enhance accountability and overall workforce perform-ance by providing a comprehensive integrated leader-ship development program that supports current andfuture supervisors, managers, and executives in thecontinuous development and enhancement of theirleadership competencies.

ATF considers strengthening its workforce to be a strategic management goal, as shown below.


WORKFORCE42


Workforce Performance Indicators:

w Recruitment, Development, and Retention Index score in the Federal workforce surveyw Job Satisfaction Index score in the Federal workforce surveyw Personal Work Experience Index score in the Federal workforce surveyw Leadership Index score in the Federal workforce surveyw Performance Culture Index score in the Federal workforce surveyw Percent of respondents answering favorably to "Arbitrary action, personal favoritism and coercion

for partisan political purposes are not tolerated" in the Federal workforce surveyw Percent of respondents answering favorably to "Prohibited Personal Practices (for example, illegally

discriminating for or against any employee/applicant, obstructing a person’s right to compete for employment, knowingly violating veterans’ preference requirements) are not tolerated" in the Federal workforce survey

w Learning (Knowledge Management) Index score in the Federal workforce survey

43APPENDIX A: POLICY ENVIRONMENT


APPENDIX A:POLICY ENVIRONMENT

ATF’s operations are guided by Federalstatutes, the Code of Federal Regulations, for-mal memoranda of understanding, interna-tional partnerships, and policy guidance.Federal statutes, such as the GCA, the NFA,the Arms Export Control Act, and sections ofthe Organized Crime Control Act of 1970(including the Safe Explosives Act) govern

ATF’s critical mission activities. ATF enforcesthese statutes and regulations with a multi-disciplined and balanced approach, in accor-dance with guidance issued by DOJ.

In accordance with Presidential Directives,ATF will continue to play a key role in shap-ing the national response to domestic inci-dents and coordinating efforts with partnersto ensure safety for all Americans.

STATUTES

l Gun Control Actl National Firearms Actl Arms Export Control Actl Title XI of the Organized Crime Control Act of 1970

(including the Safe Explosives Act)l Jenkins Actl Additional parts of the U.S. Code relating to

explosives, liquor tra!cking, contrabandcigarettes, and money laundering

CODE OFFEDERAL

REGULATIONS(CFR)

INTERNATIONAL COOPERATION

l G8l United Nationsl Organization of American Statesl Central American Integration System (SICA)l European Unionl Organization for Security and Cooperation in Europel Interpoll Europol

POLICY GUIDANCE

l National Implementation Plan for War on Terrorl Presidental Directives

l HSPD-5 Management of Domestic Incidentsl HSPD-19 Combating Terrorists Use of Explosivesl PPD-39 Policy on Counterterrorism

l DOJ Strategic Planl National Response Planl National Response Framework

DOMESTICMEMORANDUM OFUNDERSTANDING

(MOU)ATFPOLICY

ENVIRONMENT

ATFPOLICY

ENVIRONMENT

Figure 6: Policy Environment for ATF Strategy

45APPENDIX A: POLICY ENVIRONMENT


APPENDIX A: POLICY ENVIRONMENT44


U.S. Code (U.S.C.) Chapter 4027 CFR Part 555

18 U.S.C. Chapter 4427 CFR Part 478

18 U.S.C. Chapter 59


22 U.S.C. 227827 CFR Part 447


18 U.S.C. 1952 and 3667

15 U.S.C. 375-378

18 U.S.C. 1956 and 1957 insofar as they involve violations of:

18 U.S.C. 844(f) or (i) (relating to explosives or arson)

18 U.S.C. 922(l) (relating to the illegal importation offirearms)

18 U.S.C. 924(n) (relating to illegal firearms trafficking)

18 U.S.C. 1952 (relating to traveling in interstatecommerce in aid of racketeering enterprises inso-far as they concern liquor on which Federal excisetax has not been paid)

18 U.S.C. 2341 - 2346 (trafficking in contraband cig-arettes)

Section 38 of the Arms Export Control Act, as addedby Public Law 94-329, § 212(a)(1), as amended, 22U.S.C. 2778 (relating to the importation of items onthe U.S. Munitions Import List, except violationsrelating to exportation, in transit, temporary import,or temporary export transactions

18 U.S.C. 1961 (Racketeer Influenced and CorruptOrganizations, or RICO, Act) insofar as the offenseis an act or threat involving arson that is charge-able under State law and punishable by imprison-ment for more than one year

Explosives

GCA

Liquor Trafficking

Trafficking in Contraband Cigarettes

Importation of Defense Articles

NFA: Firearms and Destructive Devices

Interstate non-Federally Tax-paid Liquor Trafficking

Jenkins Act: Registration and Record KeepingRequirement for Interstate Cigarette Sales

Money Laundering

LAWS FOCUS

Any offense relating to the primary jurisdiction ofATF which the United States would be obligatedby a multilateral treaty either (1) to extradite thealleged offender or (2) to submit the case forprosecution if the offender were found within the territory of the United States; and

Subject to the limitations of 3 U.S.C. 301, exercisethe authorities of the Attorney General under sec-tion 38 of the Arms Export Control Act, 22 U.S.C.2778, relating to the importation of defense articlesand defense services, including those authoritiesset forth in 27 CFR Part 47.

Money Laundering

LAWS (cont.) FOCUS (cont.)

Appendix A 9/2/10 4:54 PM Page 44

APPENDIX A: POLICY ENVIRONMENT46


47APPENDIX B: MEASURING ATF’S PERFORMANCE


APPENDIX B:MEASURING ATF’SPERFORMANCE

ATF has developed a Performance Index tomeasure ATF’s 10 core functions as well as thestrategic goals and strategic objectives out-lined in this Plan. The Index includes a per-

formance goal statement for each core func-tion to provide comprehensive tracking andmeasurement of ATF’s performance acrossthe enterprise. ATF’s outcome-based perform-ance goal statements are shown below:

Illegal FirearmsTra�cking

Firearms CriminalPossession and Use

Firearms IndustryOperations



Explosives IndustryOperations

Fire and Arson

Alcohol and Tobacco

Modernization

Workforce

CORE FUNCTIONPERFORMANCE GOAL

STATEMENT

Reduce the risk to public safety caused byillegal !rearms tra"cking

Reduce the risk to public safety caused bycriminal possession and use of !rearms

Improve public safety by increasing compliancewith Federal laws and regulations by !rearmsindustry members

Reduce the risk to public safety caused bycriminal organizations and gangs

Reduce the risk to public safety caused bybombs and explosives

Improve public safety by increasing compliancewith Federal laws and regulations by explosivesindustry members

Reduce the risk to public safety caused bythe criminal use of !re

Reduce the loss of tax revenues caused bycontraband alcohol and tobacco tra"cking

Modernize business processes and systems forimproved mission e#ectiveness and transparency

Attract, develop, and retain an expert workforceto execute the ATF mission

ATF, the Index number moves up or downand portrays the progress made against pre-established performance goal statements.

The Index measures progress against quantifi-able goals or targets. ATF has established a tar-get for each performance indicator included inthe Index based on historic performance and

ATF’s current or anticipated operating envi-ronment. OSM will guide the Bureau toupdate the targets every year in conjunctionwith the development of the Bureau’s budgetsubmission. The Bureau can establish interimgoals to reflect progress within an annualperiod (e.g., quarterly).

49APPENDIX B: MEASURING ATF’S PERFORMANCE


APPENDIX B: MEASURING ATF’S PERFORMANCE48


In the Index, each performance goal state-ment aligns with specified strategic objectivesand their corresponding performance indica-tors. This structure allows ATF to evaluateperformance at each level: enterprise, budgetdecision unit, core function/performancegoal statement, and strategic objective, usingperformance indicators to track progressagainst targets.

Applying an index to gauge performance is awidely accepted practice for compiling multi-ple performance indicators into a single num-ber. Examples of indices used elsewhere in theFederal government include the EnvironmentalProtection Agency’s UV Index and the FBI’sannual calculation of a crime rate, resulting inthe FBI Uniform Crime Report. As used at

Firearms

Arson andExplosives

Alcohol and Tobacco

Fire and Arson

ExplosivesIndustry Operations



FirearmsIndustry Operations

FirearmsCriminal Possessions

and Use

IllegalFirearms

Tra!cking

Modernization

Workforce

ATFImpact

Alcohol and Tobacco

Strategic Objective 1














Performance IndicatorPerformance Indicator














Figure 7: Conceptual Illustration of ATF Performance Index

Each piece of the Index (performance indica-tor, strategic objective, performance goalstatement, and budget decision unit) has beenassigned a weight to show its strength relativeto the overall Index. The weight assigned toeach of the performance indicators is based onthe indicator’s consistency with four criteria:mission impact, program relevance, dataavailability, and whether the measure is fullywithin ATF’s control (for example, recom-mendations for prosecution are fully con-trolled by ATF, while actual prosecutions aremanaged by DOJ). ATF also assigned weightsto strategic objectives and performance goalstatements, based on professional best judg-ment regarding the Bureau’s goals and input

from the ATF Performance MeasurementWorking Group. Weights are assigned toATF’s budget decision units (firearms, arsonand explosives, and alcohol and tobacco) inaccordance with established Congressionalreprogramming thresholds among these mis-sion areas.

The Index is a compilation of mathematicalcalculations that combine ATF’s actualprogress toward targets, and the weight ofthe performance indicator, strategic objec-tive, performance goal statement, and budgetdecision unit. The calculations to determinethe values for each level of ATF’s PerformanceIndex are as follows:

Per Performance Indicator: Actual ÷ Target x Weight of Performance IndicatorPer Strategic Objective: Sum of Performance Indicator SubtotalsPer Performance Goal Statement: Sum of Strategic Objective Totals x Weight of Performance

Goal StatementPer Budget Decision Unit: Sum of Performance Goal Statement Subtotals x Weight of

Budget Decision UnitATF Performance Index: Sum of All Budget Decision Unit Subtotals

Example of Strategic Objective Calculation

PerformanceIndicator

Actual Target Score(Actual/Target)

Weight(Percent)

Subtotal(Score x Weight)

A

B

C

65

180

50

100

200

250

0.65

0.90

0.20

0.15

0.75

0.10

0.0975

0.675

0.02

0.7925

79.25%

Sum of Totals =

Example of Strategic Objective Value (Sum x 100) =

The calculations at the performance indicator and strategic objective levels are displayed in theexample below.

Appendix B 9/2/10 4:55 PM Page 48

APPENDIX B: MEASURING ATF’S PERFORMANCE50


The sum of the strategic objectives respectiveto each performance goal statement is thenmultiplied by the weight assigned to the per-formance goal statement. The sum of thebudget decision unit subtotals establishes thescore of the ATF Performance Index.

The SLT may change which performanceindicators are included in the Index at anytime, but recognizes that such changes maypositively or negatively affect the Index. TheSLT will review the Index on a yearly basisand provide feedback to OSM. ATF perform-ance measurement subject matter experts sup-port the development of new and updatedperformance goal statements as requested byOSM or the SLT.

Reduce the risk to public safetycaused by illegal �rearms tra�cking

Reduce the risk to public safetycaused by criminal possession anduse of �rearms

Strategic Objective 1:Interdict and prevent illegal �rearmstra�cking

Strategic Objective 2:Lead the advancement of�rearms tra�cking intelligence capabilitythrough comprehensive informationmanagement and research inemerging technology

Strategic Objective 1:Interdict and prevent criminalpossession and use of �rearms

Number of defendants referred for prosecution, in the given �scal year, for violations related to �rearms tra�ckingNumber of defendants convicted, in the given �scal year, for violations related to �rearms tra�cking, regardless of the year of referralEstimated number of �rearms tra�cked

Number of traces submittedPercent of domestic law enforcement agencies with an e-Trace accountNumber of people (ATF employees and Federal, state, local and international law enforcement) receiving �rearms investigation trainingPercent of �rearms traces completed within ten daysNumber of NIBIN hitsNumber of items entered into NIBIN

Number of defendants charged with �rearms related o!enses who were convicted, in the given �scal year, regardless of the year of referralNumber of defendants referred for prosecution, in the given �scal year, for violations related to �rearmsNumber of crime guns taken o! the streets

Improve public safety by increasingcompliance with Federal laws andregulations by �rearms industrymembers

Strategic Objective 1:Ensure the e!ective regulation andoversight of the �rearms industry throughcollaboration with industry partners andconsistent inspection

Number of unquali�ed persons denied access to �rearms licenses through Licensing Center screening and quali�cation processNumber of �rearms found through the reconciliation processNumber of �rearms compliance inspections completed annuallyPercent of licensed retail dealers and pawn brokers who have received a compliance inspection by ATF in the previous �ve yearsInitial number of �rearms that inspected industry members are missing from inventory and cannot account for through required recordsPercent of licensed retail dealers and pawn brokers who have received an inspection (quali�cation and/or compliance) by ATF

in the previous �ve yearsNumber of inadmissible �rearms denied import authorization into the U.S. through the import permit processNumber of illegal NFA transfers prevented through the transfer application processPercent of trace requests that are unsuccessful because of poor records by retail dealers and pawnbrokersPercent of ATF license actions upheld by judicial rulingsPercent of import permits processed within 45 calendar daysPercent of complete �rearms license applications acted upon within 60 daysNumber of ATF presentations and seminars on �rearms

Reduce the risk to public safetycaused by criminal organizationsand gangs

Strategic Objective 1:Expand ATF's enforcement e!orts toidentify, disrupt, and dismantle violentgangs and criminal organizationsemphasizing the use of state and localintelligence to identify the worst of theworst o!enders

Strategic Objective 2:Increase and improve coordination withour law enforcement partners by e!ectivelygathering, managing, and sharingintelligence to support investigations ofviolent gangs and criminal organizations

Strategic Objective 3:Connect ATF to the communities we serve

Number of criminal group or gang related defendants convicted, in the given �scal year, for violating laws, regardless of the year of referralNumber of criminal group or gang related defendants referred for prosecution, in the given �scal year, for violating laws

Number of students provided instruction from ATF-certi�ed GREAT instructors

Number of criminal group or gang related defendants whose cases have the active involvement of state and local lawenforcement partners


Firearms IndustryOperations

Illegal FirearmsTra!cking

CoreFunctions

Performance GoalStatements Strategic Objectives Performance Indicators

ATF PERFORMANCE MEASUREMENT INDEX 51

Firearms CriminalPossession and Use

Reduce the risk to public safetycaused by bombs and explosives

Improve public safety by increasingcompliance with Federal laws andregulations by explosives industrymembers

Reduce the loss of tax revenuescaused by contraband alcohol andtobacco tra�cking

Strategic Objective 1:Continually address and mitigate emergingexplosives and bombing threats bydeveloping and implementing proactiveregulatory and investigative tactics

Strategic Objective 2:Lead the advancement of worldwidebombing and explosives expertise byconducting in-depth research and analysisand providing high quality training in allfacets of explosives storage, detection,disruption, investigation and disposal

Strategic Objective 3:Strengthen the detection, prevention,and investigation of explosives andbombing incidents through partnerships,collaboration, and comprehensiveintelligence and information sharing

Strategic Objective 1:Ensure the highest possible level ofinvestigative response, expertise, andcapability at all levels of government

Strategic Objective 2:Provide the nation with a de!nitivesource of technical expertise, research,analysis, and data in the !re disciplineusing the Fire Research Lab and otheradvanced technologies

Strategic Objective 1:Ensure the e"ective regulation andoversight of the explosives industrythrough collaboration with industrypartners and consistent inspectionand compliance of licensees

Strategic Objective 1:Reduce the tra�cking of contrabandalcohol and tobacco products

Number of defendants convicted, in the given !scal year, for violations related to explosives, regardless of the year of referralNumber of defendants referred, in the given !scal year, for prosecution for violations related to explosivesNumber of explosive destructions/disposals executed in the interest of public safetyNumber of explosives devices recovered

Number of people (ATF employees and Federal, state, local and international law enforcement) trained in explosives through theNational Center for Explosives Training and Research

Number of canine teams (ATF and Federal, state and local law enforcement) trained to meet the national odor recognition standard

Number of active Bomb and Arson Tracking System (BATS) usersNumber of BATS accounts

Number of defendants convicted, in the given !scal year, for violations related to arson, regardless of the year of referralNumber of defendants referred, in the given !scal year, for prosecution for violations related to arsonNumber of people (ATF employees and Federal, state, local and international law enforcement) trained to investigate and support

Federal arson casesNRT Satisfaction Rating (%) related to arson

Annual number of !re research activities conducted in support of criminal investigations

Percent of explosives industry members that have been inspected (quali!cation and/or compliance) in the past three yearsNumber of unquali!ed persons denied access to explosives licenses and permits through screening and quali!cation process

through the Explosives Licensing CenterPercent of explosives thefts investigatedNumber of ATF presentations and seminars on explosives

Number of defendants convicted, in the given !scal year, for violation of the alcohol and tobacco laws, regardless of the year of referralTotal dollar value of all assets seized in alcohol and tobacco casesNumber of defendants referred, in the given !scal year, for prosecution for violation of alcohol and tobacco laws

Reduce the risk to public safetycaused by the criminal use of !re


CoreFunctions

Performance GoalsStatements Strategic Objectives Performance Indicators

ATF PERFORMANCE MEASUREMENT INDEX CONTINUED

Fire and Arson

Alcohol andTobacco

Explosives IndustryOperations

52 53

Modernize business processesand systems for improved missione�ectiveness and transparency

Strategic Objective 1:Modernize our approach to businessprocess reengineering to be at theforefront of government management

Strategic Objective 2:Strengthen our capability to capture,manage, and share knowledgeBureau-wide and with our partners

Strategic Objective 3:Proactively identify, research, andintegrate innovative technology tofurther ATF's e�ectiveness inaccomplishing our mission

Strategic Objective 1:Implement a comprehensive recruitmentstrategy focused on selecting a diverseand committed workforce

Strategic Objective 2:Foster retention and career advancementby providing opportunities for thecontinuous professional developmentof every employee

Strategic Objective 3:Streamline the complaint and disciplinaryprocesses to fairly and expeditiouslyaddress and resolve workplace disputes

Strategic Objective 4:Develop and implement successionstrategies to transfer knowledge to andfoster leadership in the next generation

Percent customer satisfaction

Number of databases normalized, standardized, and NIEM conformantNumber of common services providedPercent of ATF databases or functionality made available through a common services platformPercent of technology service categories within a current ATF enterprise standardPercent of investment $ expenditures in alignment with enterprise standards

Percent of technology capital investment compared to operating expendituresPercent of Lab infrastructure within its recommended useful lifePercent of NIBIN infrastructure within its recommended useful life

Recruitment, Development, and Retention Index score in the Federal workforce survey

Job Satisfaction Index score in the Federal workforce surveyPersonal Work Experience Index score in the Federal workforce surveyLeadership Index score in the Federal workforce surveyPerformance Culture Index score in the Federal workforce survey

Percent of respondents answering favorably to "Arbitrary action, personal favoritism and coercion for partisan political purposes arenot tolerated" in the Federal workforce survey

Percent of respondents answering favorably to "Prohibited Personal Practices (for example, illegally discriminating for or againstany employee/applicant, obstructing a person’s right to compete for employment, knowingly violating veterans’ preferencerequirements) are not tolerated" in the Federal workforce survey

Learning (Knowledge Management) Index score in the Federal workforce survey

Modernization

CoreFunctions

Performance GoalsStatements Strategic Objectives Performance Indicators

ATF PERFORMANCE MEASUREMENT INDEX CONTINUED

Attract, develop, and retain anexpert workforce to execute theATF mission

Workforce

Project2 9/2/10 5:05 PM Page 1

Appendix C: Glossary of Acronyms

AECA Arms Export Control Act

BATS Bomb Arson Tracking System

CCTA Contraband Cigarette Tra!cking Act

CES Certi"ed Explosives Specialist

CEXCs Combined Explosives Exploitation Cells

CFI Certi"ed Fire Investigator

CFR Code of Federal Regulations

DEA Drug Enforcement Administration

DEU Delegated Examining Unit

DOJ Department of Justice

DOD Department of Defense

EEO Explosives Enforcement O!cer

EPIC El Paso Intelligence Center

ETAPS Explosives Threat Assessment and Prevention Strategy

FBI Federal Bureau of Investigation

FEL Federal Explosives Licensee

FELC Federal Explosives Licensing Center

FEP Federal Explosives Permitee

FFL Federal Firearms Licensee

FFLC Federal Firearms Licensing Center

FISD Financial Investigative Services Division

FRL Fire Research Laboratory

FSLs Forensic Science Laboratories

GangTECC National Gang Targeting, Enforcement, and Coordination Center

GCA Gun Control Act

GREAT Gang Resistance Education and Training

HSPD Homeland Security Presidential Directive

IBIS Integrated Ballistics Identi"cation System

IDP Individual Development Plan

IED Improvised Explosive Device

IOI Industry Operations Investigator

IRT International Response Team

IVRS Integrated Violence Reduction Strategy

LEISP Law Enforcement Information Sharing Program

MOU Memorandum of Understanding

NCETR National Center for Explosives Training and Research

NFA National Firearms Act

NFOCIS National Field O!ce Case Information System

NFRTR National Firearms Registration and Transfer Record

NGIC National Gang Intelligence Center

NIBIN National Integrated Ballistic Information Network

NICS National Instant Criminal Background Check System

NRT National Response Team

NTC National Tracing Center

OMB O!ce of Management and Budget

OPM O!ce of Personnel Management

OSM O!ce of Strategic Management

RICO Racketeer In#uenced and Corrupt Organization

SICA Central American Integration System

SPAC Strategic Priority Action Committee

SLT Strategic Leadership Team

TEDAC Terrorist Explosive Device Analytical Center

USBDC United States Bomb Data Center

U.S.C. U.S. Code

USFA U.S. Fire Administration

VCIT Violent Crime Impact Team

VEOA Veterans Employment Opportunities Act

VRA Veterans Recruitment Appointment

[1] “An Older and More Diverse Nation by Midcentury.” U.S. Census Bureau News. August 14, 2008. http://www.census.gov/Press-Release/www/releases/archives/population/012496.html

54

ATF P 1000.5October, 2010

Documents

Sec 1 Front 9/2/10 4:41 PM Page 1 - ATF