Arizona Game and Fish Department Statewide Shooting Ranges Project A WORKBOOK FOR THE DEVELOPMENT OF ARIZONA SHOOTING RANGES SHOOTING SPORTS ARE SAFE, FUN, FAMILY BASED, AND SOCIALLY ACCEPTABLE RECREATIONAL ACTIVITIES SITED AT EXCELLENTLY MANAGED AND OPERATED LOCAL SHOOTING RANGES WHICH OFFER CUSTOMER FRIENDLY QUALITY EXPERIENCES WITH A HOMELIKE ATMOSPHERE ARIZONA GAME AND FISH DEPARTMENT MISSION STATEMENT THE MISSION OF THE ARIZONA GAME AND FISH DEPARTMENT IS TO CONSERVE, ENHANCE AND RESTORE ARIZONA'S DIVERSE WILDLIFE RESOURCES AND HABITATS THROUGH AGGRESSIVE PROTECTION AND MANAGEMENT PROGRAMS, AND TO PROVIDE WILDLIFE RESOURCES AND SAFE WATERCRAFT AND OFF-HIGHWAY VEHICLE RECREATION FOR THE ENJOYMENT, APPRECIATION, AND USE OF PRESENT AND FUTURE GENERATIONS. CIVIL RIGHTS ACT AND NOTIFICATION Many programs of the Arizona Game and Fish Department are supported in whole or part by federal funds that require public notification of the provisions of Title VI of the 1964 Civil Rights Act and Section 504 of the Rehabilitation Act of 1973. These acts prohibit discrimination on the basis of race, color, national origin or handicap. If you believe that you have been discriminated against, you may write to: The Office of Equal Opportunity, U.S. Department of Interior, Office of the Secretary, Washington, D.C. 20240. In compliance with the Americans with Disabilities Act, if you need this material in an alternative format or believe you have been discriminated against contact: the Deputy Director, Arizona Game and Fish Department, 2221 W. Greenway Road, Phoenix, Arizona 85023, (602) 942-3000. ARIZONA GAME AND FISH DEPARTMENT STATEWIDE SHOOTING RANGES PROJECT A WORKBOOK FOR THE DEVELOPMENT OF ARIZONA SHOOTING RANGES Prepared by: Donald M. Turner Project Leader Statewide Shooting Ranges A Federal Aid Project Education Branch Information and Education Division July 1999 ARIZONA GAME AND FISH COMMISSION SHOOTING RANGE DEVELOPMENT POLICY The Arizona Game and Fish Commission encourages development, maintenance and/or operation of shooting ranges to: A. Support the Hunter Education Program. B. Provide safe hunting and shooting practices. C. Provide the public with safe shooting areas throughout Arizona. D. Encourage hunters to become more proficient with their hunting equipment. E. Support law enforcement training programs. The Commission directs that the Department shall actively pursue the development, maintenance and/or operation of ranges in those population areas lacking facilities or those with demonstrated needs. The Commission also directs the Department to encourage the upgrading of existing facilities as appropriate. To accomplish this, the Commission will provide funds annually as authorized by the legislature; granting or denying a request for funds is at the discretion of the Commission. Each proposed project shall be investigated, evaluated, and programmed on its own merit. All partnerships, leases, and cooperative ventures entered into shall be granted according to law and to rules and regulations of the Commission. TABLE OF CONTENTS and CHECKLIST SHOOTING RANGE DEVELOPMENT POLICY INTRODUCTION 1 Phase One: FEASIBILITY ASSESSMENT 3 I. Interest and Operational Assessment II. Needs and Demand Assessment III Location Assessment IV Financial Assessment Phase Two: FEASIBILITY ANALYSIS 9 I. Identification of issues/problems II. Identification of fatal or critical flaws III. Identification of benefits and liabilities IV. Identification of alternatives Phase Three: RECOMMENDATION 11 I. Selection of best alternative II. Mitigation of liabilities and problems . Phase Four: PROJECT PLANNING 13 I. Strategic Plan (Goals, Issues, Objectives) II. Operational Plan (Projects, Priorities, Time Lines) III. Business Plan Phase Five: PROJECT IMPLEMENTATION 15 I. Site Acquisition II. Site Design III Site Development IV Management, Operations, and Maintenance REFERENCES 20 INTRODUCTION Recreational shooting and sport hunting have always been favorite Arizona outdoor activities. As the population of the state increases, the number of citizens utilizing the available shooting ranges has increased dramatically. The Arizona Game and Fish Commission continues as a strong supporter of recreational shooting and has developed a policy fortifying its commitment to the sport. Since the early 1960's, the Arizona Game and Fish Commission has been directly involved in the construction and operation of shooting ranges. The first Commission range was the Black Canyon Range built for the 40th World Championships in 1970. The range was leased to Maricopa County Parks and Recreation Department for 27 years, ending in July 1995. In honor of one of the major players in the development of the site, it was renamed to the Ben Avery Shooting Range. In 1995, its day to day operation and management was taken over by the Arizona Game and Fish Department (Department) and renamed the Ben Avery Shooting Facility. Since 1960, the Commission has constructed four other shooting ranges in Kingman, Mesa, Tucson, and Sierra Vista. In addition, the Commission has funded projects at over forty- three other shooting ranges as part of its Statewide Shooting Range Development Grants Program. Presently, $50,000 is offered by the Commission utilizing sportsmen license dollars. In 1999, the Arizona Legislature added another $50,000 of general tax revenue to this program, for the purpose of relocation or noise abatement projects. All shooting activities are major components of sport shooting. These activities include the safe use of rifle, pistol, shotguns, airguns, and archery equipment. Competition, informal practice, firearms training, hunter education, firearms safety education, hunter sight-ins, police, security, military training, and other safe recreational shooting and training events are all appropriate uses of shooting ranges. Due to its ability to acquire federal land, and its commitment to shooting ranges, the Commission is constantly solicited for assistance in the acquisition and development of new ranges. The Commission and Department, however, operate with limited funds and must provide the best benefit to the greatest number of citizens within available resources. In order to assist the Commission and potential shooting range developers and operators, the Statewide Shooting Ranges Project has developed this workbook. Most problems with the development of new shooting ranges revolve around a lack of understanding regarding organizational needs, site selection, need/demands, and financial viability. This workbook will provide future and potential shooting range developers and operators information whereby it can be determined if a range is indeed a viable concept and of adequate size. This workbook is not presented with a "fill in the blanks" format. Each Phase is designed to help the potential developer acquire the data necessary to make an informed business decision. In order to avoid self generated fatal flaws, the user must not skip nor ignore any of these phases. The three pre-planning phases (one, two, and three) focus on the issues of feasibility. Combined with Phase Four, this part of the workbook encompasses the material needed to make the decision to pursue the project or drop it. Phase five is the implementation phase of the project. PHASE ONE: FEASIBILITY ASSESSMENT To build, operate, and maintain any type of shooting range be it private, police, military, or public is an expensive undertaking and must be analyzed under the cold hard light of economic expenditures weighed against short and long term gains. As in any capital venture, expenses must be within actual and projected budgets and positive cash flow. Even government ventures answer to its citizens for economic accountability. The costs of site selection, land acquisition, site design, site development, operation, and maintenance are high. An expensive investment must have a reasonable chance of recouping the expenses within a reasonable period of time (usually three years). It must be designed to make the most efficient use of funds, and it must be able to provide long term self sustaining benefits both to its investors and to the users. The project planning methodology for building and operating a new shooting range is no different from that for other projects. Typically, persons wanting to develop a new shooting site overlook this essential point and approach the task in a haphazard manner. The purpose of this Feasibility Assessment is to guide the prospective shooting range developer through the various project-planning phases. When completed the developer will know the answers to the critical questions of Who is going to build it? Operate it? Manage it? Who is going to use it? What do they want? Will it meet their needs (rifle, pistol, shotgun, air gun, archery, etc.)? Is there enough use to pay for it? Where will it be located? How big will it be? What services will it provide? Who is going to oppose it and why? Who is going to pay for it? Is it economically viable? The process to obtain the answers to these and other critical questions is an ASSESSMENT. Following are the steps needed to complete Phase One of this workbook. Please note that in the back of this workbook, you will find a reference section. References required to be used are included as part of this workbook. The other references are recommended for your use. I. INTEREST AND OPERATIONAL ASSESSMENT This step identifies the key players in the local community who will be responsible for the development, operation, and maintenance of the shooting range. Only committed persons or organizations are identified. This step also identifies the local support for the shooting range. Do not forget that Archers are part of the shooting community and any good local shooting range should consider them as a vital part of its operation and services. a. Identify the local area leadership involved with this project. Is it a single individual, a group of individuals, or a group of various clubs and organizations? b. If a single individual, proceed with this workbook. If the local leadership is a group of individuals or a grouping of clubs or organizations, it is necessary to identify all players. In today's world, the best way to stretch dollars, meet demands, and gather support is to form partnerships. If you are a citizen group, perhaps the local police, parks, forest, etc. need a place to shoot and train and might be willing to join forces. If you represent a governmental agency trying to build a training range, perhaps partnerships with local sportsmen groups would expand your budget and buy some positive public relations. c. Once the group/ groups are identified, they must become organized. The failure to organize local leadership into a governing body with Articles of Incorporation is a fatal flaw. This step should be completed before the planning and implementation phases are completed. Who better to complete this assessment than the ones who are responsible for its success? d. Identify who is going to operate the shooting range. e. Identify who is going to maintain the shooting range. f. Identify the local support for the shooting range. Does the police support it? City or county government? Parks and Recreation? Citizen groups? II. NEEDS AND DEMAND ASSESSMENT This step identifies the local need (why is it needed? what is needed?) and demand (who is going to use it? how often will they use it?). It is possible that the demand is greater than the local area. If so, this should be identified in this section. a. Complete the handbook "So You Want to Build a Shooting Range?" National Shooting Sports Foundation, Facility Development Series # 5. This will answer many questions regarding range size, types of use, projected number of user days, and potential site design. You may also check out their web site for range information which is an excellent source of material at www.rangeinfo.org. b. Identify the projected growth in your area (anticipated increased demand). This may be easily accomplished by visiting your local Chamber of Commerce, bank, and government planning offices. Many of these institutions retain planning sections whose business it is to know the growth potential for your area. In addition, the Internet provides access to detailed zip code information. c. Local sportsmen clubs, law enforcement, and other governmental agencies who have a need for firearms training, hunter education instructors, schools, youth groups, retail sporting goods stores, and retail firearms stores should be contacted to ascertain if they have a need and demand for the proposed shooting range. Basically, what is the local customer base, and will they use the proposed shooting range? III. LOCATION ASSESSMENT This step identifies the criteria necessary for the selection of suitable sites. One primary site, and at least two alternative sites should be selected and assessed for suitability of development. Costs and benefits of each site should be part of the assessment. a. Aspect: An ideal shooting range faces north. Shooting ranges that face east, west or south have limited use due to sun glare. b. Down Range Area: Unless a shooting range is completely baffled, an adequate down range safety buffer is necessary as part of the shooting range. The extent of this area is dependent upon the types of firearms that will be used and how they will be used. c. Buffer Area: Unless a shooting range is completely enclosed, control of noise pollution is a serious issue. Noise effects diminish over distance. Vegetation, terrain, and other environmental factors modify the effects of distance. A sound buffer area is critical to range design. In Arizona, the desert does not provide good sound attenuation. Distance may be your best tool. d. Site Growth Potential: The site must be large enough to accommodate growth of the shooting range as demand and use grows. e. Customer Accessibility: According to national studies, people will drive no more than 35 minutes to a shooting range. Therefore, the site must be easily accessible to your population. f. Transportation Access: There must be convenient and cost-effective transportation access to the site. g. Utility Access: There must be convenient and cost-effective access for utilities (water, electricity, natural gas, etc., and telephone service) to the site. h. Environmental Impact: Development of the site must not create critical conflicts with the natural environment. If the site is on Federal land, there will be many national environmental regulations. Bullet/shot deposit areas should not drain into a watershed. i. Historical Impact: The site must be historically and culturally compatible. j. Life Span: The site must have long term viability. An example of this flaw is to obtain government land adjacent to private land. k. Local Support: The site must have the support of the local community and government. Local Planning and Zoning Commissions are critical to the selection of a site. A commitment from these organizations is essential. l. Conflicting Groups: The site must be compatible with the existing community or these conflicts must be capable of being resolved. m. Conflicting Uses: The site must be compatible with existing and adjacent land uses, or must be capable of being resolved. IV. FINANCIAL ASSESSMENT Regardless of other needs and demands, without adequate financial resources to develop, operate, and maintain a shooting range at acceptable standards, the project cannot be completed. There are many sources for assistance with this step. a. Identify the amount of funding necessary to acquire the site, design the site, and develop the site. b. Identify the amount of funding necessary to operate and maintain the developed shooting range on an annual basis. c. Identify the amount of potential revenue the shooting range will generate on an annual basis. d. Identify the source of funds to acquire the site, design the site, and develop the site. e. Identify the source of funds to operate and maintain the developed shooting range on an annual basis. f. Identify the local resources and their commitment to the shooting range for the first ten years of its operation. PHASE TWO: FEASIBILITY ANALYSIS This phase is initiated after you have accumulated the data and information from Phase One. Accurate and comprehensive responses to Phase Two are extremely critical to the success of your project. Overlook one fatal flaw and the consequences could end your project. I. IDENTIFICATION OF ISSUES AND PROBLEMS Using information obtained from Phase One, list of all the issues and problems that must be overcome or solved before the shooting range opens for operation. Be frank and honest with this listing. After the list is completed, arrange the issues and problems in order from most critical to least critical. Issues and problems are obstacles in the path of successfully accomplishing your project. II. IDENTIFICATION OF CRITICAL OR FATAL FLAWS Using the list obtained from the Identification of Issues, identify those issues and problems that cannot be overcome or only overcome with great cost. Sometimes what is necessary to overcome an issue is so costly, that the solution is not practical. Many items can factor into cost besides dollars. For instance, negative political or community attitudes may not be changed. From this list, determine if any of these issues will prevent the successful completion of your project. It is extremely important that this step be completed with candor and critical analysis. A judgment error here can be extremely costly later in the project. III. IDENTIFICATION OF BENEFITS AND LIABILITIES Drawing again from data obtained in Phase One, list the benefits of your project. These can be economic benefits to the local business community, to local employment, to the shooting range, and to the local government. Benefits may also be social and recreational. Calculate the economic value of these benefits. Next list the liabilities of your project. These items are the ones that are going to cost the project. Items such as land acquisition, site design, development, labor, etc. need to be identified and costs estimated. As was mentioned in the previous section, issues are problems that must be overcome for successful project completion. In many instances these issues are also liabilities. Those issues must have their costs estimated. Calculate the total economic value of liabilities. Compare the benefits against the liabilities. If the benefits do not outweigh the liabilities, a more in-depth analysis is needed to determine the reasons for the negative benefit to liability ratio. A negative benefit to liability ratio is a fatal flaw. IV. IDENTIFICATION OF ALTERNATIVES While completing Phase Two, it will usually become obvious that there are alternatives to the original proposal. For any type of project analysis there should be at least three alternatives to the proposed action. Two alternatives are always present. They are the original proposal, and the "do nothing" alternative. A third alternative must be identified. Each alternative needs a "pro" and "con" evaluation. Define what is good and what is bad about the three alternatives. PHASE THREE: RECOMMENDATION Based on the assessment and analysis of Phases One and Two, the Recommendation Phase is the heart of the proposal. If the project appears viable at this juncture, a recommendation will be made for the project proposal, or proposal with modifications. On some occasions, however, this may be a negative recommendation. This is not all bad, as one of the reasons for this workbook is to identify and support projects that maximize available resources and to avoid those that do not. This process may cause local supporters to reevaluate need, size, and viability of concepts. I. SELECTION OF BEST ALTERNATIVE This step consists of the selection and presentation of the best alternative as identified in Phase Two. Its benefits, liabilities, and costs will be documented as well as the reasons why the other alternatives are not the preferred alternative. II. MITIGATION OF ISSUES Along with the presentation of the preferred alternative will be a discussion of those steps to be taken to reduce or minimize those issues that were identified as part of the preferred alternative. This technique provides a "heads up" approach and identifies areas that are the most critical for problem solution. It also identifies costs which might remain hidden in the decision making process. PHASE FOUR: PROJECT PLANS This phase covers the various types of plans that are necessary for the successful completion of the project and its operation. As planning and its processes can become quite complex, this section will touch on the basic explanations of the three most critical types of plans. I. STRATEGIC PLANS Strategic Plans are those higher level of plans in which Goals, Issues, and Objectives are established. These plans set the direction for the future of the shooting range. Communicated and understood by all parties, efforts expended in this area reduce internal disagreements and keep all parties focused on the "big picture." Strategic plans consist of a Goal Statement. A long range visionary statement which determines the ultimate outcome of the project. Next is the Identification Of Issues section which identifies those issues in priority which must be overcome to achieve the Goal. The next section is the Objectives section. Stated in a "To" format with deadlines and product outcomes, objectives detail the activities necessary to eliminate the Issues which prevent Goal attainment. The priority of the Objective is based on the priority of the Issues. II. OPERATIONAL PLANS Operational Plans are written and completed to accomplish the Objectives. This is where the activities, jobs and tasks are identified, funding provided, and work accomplished. Each Objective will have one or more Activities which when completed, accomplish the Objective. Each Activity may have one or more jobs and tasks which must be completed in order to finish the Activity. Be comprehensive with these plans. They lay the foundation for your success or failure. Do not make the mistake of under budgeting, as you will pay a heavy price during actual operation. III. BUSINESS PLANS Every successful project must have a business plan. You should operate the shooting range as a small business. Maricopa County Community College through its Small Business Development Center has developed "Business Plan Guidelines, Developing and Writing a Plan for Your Business." This plan is to be completed as part of your project planning. If you are a manager for a government agency, remember that you are performing work as a public trust. Treat the public's money as if it were your own. You will make better business decisions, tolerate less shabby workmanship, reduce overhead, and glean the respect and admiration of your clients. PHASE FIVE: PROJECT IMPLEMENTATION The "final" Phase is really the beginning of your project. Now the real and expensive work begins. Some of the following steps are self-explanatory, most require the services of specialized professionals. I. SITE ACQUISITION Once a site is selected, it must be acquired. The local county recorder has land records to determine ownership. In Arizona, state or federal lands seem to be the last remaining properties suitable for shooting range development. There are however, private lands that will also be suitable for range development. These should not be discounted. When your proposal gets to the stage of specific site selection, you may consult with the Department's Habitat Branch, Lands Section who can provide you with detailed information regarding federal and state lands. Based on national experiences, it is recommended that all future shooting range sites be large enough to accommodate adequate space to build to the master site plan. Obtain adequate land to meet future demands, as well as a buffer to protect the shooting range from housing development, provide safety protection, and noise abatement. Meet with the local government. Especially the Planning and Zoning people. So many times, government works crosswise with itself. For instance, the police spend city money to build a critical training range, while the city planning and zoning is providing for high density residential development on adjacent lands. Do not let this happen to you. Get assurances in writing, in advance to protect the site you have selected. II. SITE DESIGN This requires the services of a qualified shooting range architect for the actual design of the shooting ranges. Buildings may be contracted out to other architects for design as they are not specialized as are the actual ranges. Not every engineering/architecture company is competent to design a shooting range. Another issue to be resolved is the development of the master site plan. This is where your efforts in Phase One will pay off. From the data analysis of Phase One (NSSF, Facility Development Series number 5), you know how big the site must be and what demand and use to expect. Your efforts in organizing your governing body, and your Strategic / Operational Plans will prevent misunderstandings during site design. This is where most prospective shooting range developers start, and unfortunately finish their project. In range design, the most critical factor is safety. The development of an operational and maintenance infrastructure must be considered. For instance, how and where are target frames built? Where is the cardboard going to be stored? Do not overlook the infrastructure necessary to support the shooting range operation and maintenance. Access, transportation, utilities, and other support structures must be identified. The master site plan should display the complete build out of the shooting range. There are environmental and cultural laws and regulations which must be met during this step. Environmental Assessments and "SHPO" (State Historic Preservation Office) clearances must be completed if federal lands or funds are involved. The Department can advise of your requirements when this phase is reached. Projects using Federal Funds, or Federal property fall under NEPA (National Environmental Policy Act) requirements which are more stringent than local laws or ordinances. III. SITE DEVELOPMENT Once design is completed, it is time to build. Not many have the available capital to afford the full build out of their master plan. The most critical elements should be developed first. The primary critical element is safety. Priority in development must be for those items that provide safety to the client, to the employees, to the neighbors. Other strategies may be to develop those infrastructures that will generate the most revenue, thereby providing capital so that future developments may occur in an expedited manner. These decisions should be factored in your business plan. During development, it is imperative that you stay closely attuned to the work on your site. No one knows what you really want except yourself. Do not rely on your architect or engineer to provide the only construction inspections. You need to be on site frequently to ensure what you want is what you are getting. Often you will catch an error during or before it occurs. This will reduce the overall cost, the number of problems on your punch list, your frustration, and will get you into operation sooner. IV. MANAGEMENT, OPERATIONS AND MAINTENANCE In the excitement to build a new shooting range, many managers make a mistake and ignore how they are going to manage, operate, and maintain the range once it is built. Available capital is consequently expended in development. The resulting lack of an adequate maintenance and operational budget creates an overhead situation where the range is allowed to run down. This ultimately decreases the demand and use, resulting in lower return; a viscous cycle leading to the closure of the facility. Unfortunately, this was preordained because of poor planning. Details of management, operations, and maintenance tasks must be factored into the design and planning of the site. Select those designs and procedures that yield low maintenance. Do not forget to include the price of labor, supplies, and regular and cyclic maintenance into your design and planning decisions. Unless you are an experienced facilities manager, there is a tendency to overlook periodic and cyclic maintenance. The upkeep of bathroom facilities for instance, is critical to the development of loyal users. This simple task requires labor and supplies, and is density dependent upon use. The same applies to trash pickup, weed control, and pest control. These tasks are in addition to more obvious regular range maintenance needs, such as target repair. Facilities managers understand that just as soon as something is built, it begins to fall apart. For this reason, good planning, and design incorporates cyclic maintenance needs, and regular maintenance inspections. Also employee health and safety must be considered in planning and design. Annual blood level and hearing testing, worksite hazard inspections , and the supply of personal protective equipment, are all part of facilities maintenance costs. Another overlooked expenditure in this arena are the annual premiums for site and employee insurance. Decisions should be made before construction regarding who is going to manage the site and how it is to be managed. Management priorities should be established, with a strong emphasis on safety and customer service. Operational and use procedures must be written, and regular and cyclic maintenance schedules completed. Relationships need to be built with local vendors who will carry your credit and provide you with goods and supplies necessary to provide adequate maintenance supplies. In conclusion, we sincerely hope that this workbook is a useful tool in your range development efforts. The Department, through its Statewide Shooting Ranges Project, is able to provide limited consulting services to assist you in the achievement of your goals. We also administer the Commission Shooting Range Development Grants Program that is available to ranges open to the public. We are committed to providing and helping to provide the best shooting ranges for the citizens of the State of Arizona now and well into the future. Good luck, Don Turner, Project Leader Statewide Shooting Ranges 4044 West Black Cyn. Blvd Phoenix, AZ 85027 623 582-8313 623 582 5317 (fax) www.gf.state.az.us. REFERENCES Workbook Attachments *American Archery Council. Archery and Bowhunter Range Guidelines. November 1995. Archery Manufacturers and Merchants Organization. Gainesville, Fl. *Arizona Game and Fish Commission. Policy A2.19. Shooting Range Development. Arizona Game and Fish Department. Phoenix, AZ. *Maricopa Community Colleges, Small Business Development Center, Business Plan Guidelines, Developing and Writing a Plan for Your Business. Phoenix, AZ. 1998. www.dist.maricopa.edu/sbdc. *National Shooting Sports Foundation, Facility Development Division. Facility Development Series Number 5. So You Want to Build A Shooting Range.. . . 1998. NSSF. Newtown, CT. www.NSSF.org. *Wildlife Management Institute. How to Develop New Places to Shoot. 1990. WMI. Washington D.C. General References National Rifle Association. Range Department. The Range Manual. 1998. NRA, Field Operations Division. 11250 Waples Mill Road. Fairfax, VA. www.NRA.org. National Shooting Sports Foundation. Sports Participation in 1996 #774. 1997, NSSF. Newtown, CT. www. NSSF.org. Lead ;Mobility at Shooting Ranges. 1996. National Range Survey and Needs Assessment. 1998 Environmental Aspects of Construction and Management of Outdoor Shooting Ranges. 1997. Synopsis of Applications and Limitations of TCLP and SPLP at Outdoor Shooting Ranges. 1998. Federal Aid Gants for Shooting Ranges. 1998. Guide to Community Relations for Shooting Ranges. 1999. State Agency Shooting Range Programs, Case Studies. 1999. RANGE INFORMATION.www.rangeinfo.org. 1999. Sporting Arms and Ammunition Manufactures Institute, Inc. Lead Mobility at Shooting Ranges. 1996. SAAMI. 11 Mile Hill Road. Newton. CT. A WORKBOOK FOR THE DEVELOPMENT OF ARIZONA SHOOTING RANGES A WORKBOOK FOR THE DEVELOPMENT OF ARIZONA SHOOTING RANGES A WORKBOOK FOR THE DEVELOPMENT OF ARIZONA SHOOTING RANGES A WORKBOOK FOR THE DEVELOPMENT OF ARIZONA SHOOTING RANGES A WORKBOOK FOR THE DEVELOPMENT OF ARIZONA SHOOTING RANGES A WORKBOOK FOR THE DEVELOPMENT OF ARIZONA SHOOTING RANGES 1