Workforce system support for 2005 base realignment and closure

Signed letter (https://www.dol.gov/sites/dolgov/files/ETA/advisories/TEGL/2005/TEGL2-05.pdf):

EMPLOYMENT AND TRAINING ADMINISTRATION ADVISORY SYSTEM
U.S. DEPARTMENT OF LABOR
Washington, D.C. 20210
CLASSIFICATION: BRAC
CORRESPONDENCE SYMBOL: OWT
DATE: August 11, 2005

TRAINING AND EMPLOYMENT GUIDANCE LETTER NO. 2-05

TO: STATE WORKFORCE ADMINISTRATORS
STATE AND LOCAL WORKFORCE INVESTMENT BOARD CHAIRS
STATE WIA LIAISONS
STATE DISLOCATED WORKER PROGRAM COORDINATORS
STATE RAPID RESPONSE COORDINATORS
STATE TRADE COORDINATORS
STATE BUSINESS RELATIONS GROUP COORDINATORS

FROM: EMILY STOVER DeROCCO
Assistant Secretary

SUBJECT: Workforce Investment System Support of Actions of the 2005 Base Realignment and Closure Commission (BRAC)

1. Purpose. The purposes of this Training and Employment Guidance Letter (TEGL) are to:

• Inform the workforce investment system of the activities relevant to BRAC 2005;
• Delineate federal, state and local roles and responsibilities in providing support to the BRAC initiative;
• Describe expectations for a system-wide response that is quick, user-friendly, valuable and compassionate in assisting workers and businesses in BRAC-impacted communities;
• Assure that the system response is demand-driven and linked whenever possible to economic development;
• Encourage the use of available Workforce Investment Act funding resources to respond, as appropriate, to the needs of communities and the workers impacted by BRAC 2005; and
• Provide case studies of successful base conversions implemented by communities following previous BRAC rounds.

RESCISSIONS: [none listed]
EXPIRATION DATE: Continuing

2. References. The Defense Economic Adjustment, Diversification, Conversion, and
Stabilization Act of 1990 as amended; The Workforce Investment Act (WIA), as amended;
WIA Regulations 20 CFR Part 671; and Notice of Recommended Base Closures and
Realignments (BRAC), Federal Register, Vol. 70, No. 93, pp. 28030-28061, May 16, 2005.

3. Background. The Base Realignment and Closure (BRAC) Commission was established by
the President, pursuant to the Defense Base Closure and Realignment Act of 1990, as amended,
to recommend military bases and installations that should be realigned or closed. In making its
recommendations to the President, the Commission conducts an extensive evaluation and
assessment of the base realignment and closure recommendations provided by the Secretary of
Defense. The BRAC process is used by the Department of Defense (DOD) to reorganize its
installation infrastructure to more efficiently and effectively support its forces, increase
operational readiness and facilitate new ways of doing business. The Secretary of Defense has
formally announced his recommendations of military bases and installations to be closed or
realigned. His recommendations have been transmitted to the BRAC Commission and to
Congress. While there is no certainty regarding the facilities that will ultimately be closed or
realigned, it is known from prior BRAC rounds that roughly 85 to 95 percent of the
recommendations presented to the BRAC Commission will be realized.

Since 1988 there have been four BRAC rounds. BRAC 2005 will be the fifth round. The
Department of Labor (DOL), Employment and Training Administration (ETA) has been
involved in all prior BRAC rounds. The level of DOL’s involvement increased substantially

under the 1993 and 1995 rounds, providing employment-transition assistance to over 100,000
DOD civilian and contractor employees.

By Executive Order, the President has mobilized the Federal government to plan, encourage,
and carry out cost-effective strategies and actions to help BRAC-impacted communities,
workers and businesses. In doing so, the President expects that assistance will be carried out
through effective federal, state, regional, metropolitan, and community partnerships and with
the concerted involvement of public interest groups and private sector organizations. The
Executive Order establishes an Economic Adjustment Committee (EAC), which is chaired by
the Secretary of Defense. The Secretaries of Labor and Commerce serve as vice chairs of the
Committee, and its membership also includes the Attorney General and the Secretaries of
Agriculture, Education, Energy, Health and Human Services, Housing and Urban Development,
Interior, State and Transportation. Commensurate sub-groups at the Assistant Secretary and
senior staff levels advise the EAC and work on community-based solutions.

Upcoming Critical Dates in the BRAC Timeline:

September 8, 2005: BRAC Commission’s report due to the President.

September 23, 2005: President must approve or disapprove the Commission’s
recommendations and transmit decision to Congress (if the
Commission’s recommendations are approved, they are binding 45 days

after Presidential transmission or adjournment sine die, unless Congress
enacts a joint resolution of disapproval).

October 20, 2005: Deadline for the BRAC Commission to submit revised recommendations

if the President disapproves the Commission’s initial recommendations.

November 7, 2005: Deadline for the President to approve revised recommendations
submitted by the Commission and to transmit approval to Congress, or
the process ends. (Recommendations are binding after Presidential
transmission or adjournment sine die, unless Congress enacts joint
resolution of disapproval.)

December 2005: BRAC actions begin to be implemented if approved. This process
unfolds over a 2-6 year time period.

It is important to note (since the May 13 release of DOD recommendations to the BRAC
Commission) that the proposed BRAC 2005 is substantially different than BRAC initiatives of
the past. The 2005 BRAC recommendations focus primarily upon realignment and
redeployment as opposed to closure. This means that in addition to the traditional help
necessary for dislocated workers from closing bases, there is likely to be a large need to assist
some bases in finding and/or training new hires to meet increased responsibilities. In other
cases where there is a large redeployment of non-civilian personnel, the focus will be on
assisting disrupted military spouses.

4. Roles and Responsibilities. The BRAC Commission 2005 recommendations are final unless
Congress disapproves. Implementation of the recommendations, if approved, starts around
December 2005. The implementation process will unfold over approximately two years from
the date the recommendations are approved. The roles and expectations discussed herein are
anticipated to respond to the need for planning prior to finalization of the BRAC Commission
process (Phase I) and implementation of effective service delivery strategies for impacted
workers and communities once that process is complete (Phase II).

a. Federal Agencies. As stated previously, by Executive Order, the President has mobilized
the resources of multiple Federal agencies to work together strategically to mitigate the
impact of BRAC-related actions on communities and workers. The roles and responsibilities
of the three primary Departments are discussed below.

(1) Department of Defense. The Department of Defense is the lead Federal agency
concerning BRAC. More specifically, the Department’s Office of Economic
Adjustment Assistance (OEA) helps state and local governments plan and carry out
community adjustment and diversification programs to respond to adverse DOD
actions, including base closures or realignments. OEA accomplishes its mission by:
(a) providing technical assistance through information and advice on developing and
implementing projects that promote economic adjustment; and (b) providing
financial assistance grants to help communities develop strategies and base reuse
plans. OEA’s financial assistance grants are made available to support community-based pre-planning strategies before the BRAC Commission submits its
recommendations, to plan based upon the recommendations submitted by the BRAC
Commission, and to support community strategic planning subsequent to
finalization of the BRAC Commission recommendations. Other DOD components

such as the Civilian Manpower Policy Program and the Human Resources Officers
attached to the local facilities will be critical as BRAC 2005 evolves. Also, OEA
funds Local Readjustment Authorities (LRAs), which will be a critical on-the-ground link as local officials develop strategies to respond to the BRAC 2005
actions. It is also important to note that the separate branches of military service
such as the army, navy and air force, may have specific instructions or protocols
necessary at the state and local level depending on the impact of BRAC on their
particular branch. The Department of Labor in cooperation with the Department of

Defense will make such information available to the workforce investment system
as it is received.

(2) Department of Commerce, Economic Development Agency (EDA). Historically,
EDA has been an important partner in assisting OEA and the Defense Economic
Adjustment Program to help communities impacted by base closures, defense
contractor reductions, and base expansions. Routinely, OEA provides initial
planning and organizational assistance to an impacted community, enabling the
community to develop a strategy for responding to the local economic impacts of
BRAC. Critical follow-up EDA assistance is then used to implement the strategy by
funding demolition, infrastructure development, technical assistance, revolving loan
funds and other economic development efforts. EDA's funds are especially
important because they leverage private sector and local public sector money for

targeted investments that alleviate the sudden economic dislocation caused by base
closures.

Through the previous BRAC rounds, EDA provided $611 million in grants to
BRAC communities to implement their adjustment strategies through its "Economic
Adjustment" and "Public Works" programs. EDA's Economic Adjustment program
has funded planning, technical assistance, construction of new infrastructure and
revolving loan funds. EDA's Public Works infrastructure construction program has
funded the revitalization, expansion, and upgrade of critical base infrastructure to

support the next generation of industry or commerce. EDA’s funding availability
for BRAC 2005 is yet to be determined.

(3) Department of Labor (DOL). DOL’s role is: (1) to collaborate and coordinate
with DOD/OEA on strategic plans to respond to workforce issues resulting from the
BRAC Commission’s actions; (2) to provide technical assistance, guidance and
support to the workforce investment system in planning and developing worker
adjustment strategies that will be effective in the changing demands of an economy
affected by the BRAC Commission’s actions; and (3) to ensure that available
resources and services are leveraged to provide maximum use in meeting the
employment needs of the affected worker populations impacted as a result of the
actions of the 2005 BRAC Commission. The Department of Labor has been
meeting with the Department of Defense since late in calendar year 2004. As a
result of discussions with DOD, the Department has developed an ambitious plan of

activities to be implemented as the BRAC 2005 process evolves. This plan provides
for:

• Communications with and materials for state/local governments, the workforce

investment system, DOD partners at all levels, impacted communities, workers
and businesses;

• Coordination of activities and enhancements related to electronic and Web-based tools and information on program services and activities;

• New planning resources; and

• Assistance available through the local One-Stop Career Centers that will be
important in helping workers and businesses.

Many of the elements of this plan are described in subsequent sections of this TEGL. Others
will be announced separately as they are completed.

b. Workforce Investment System. The Department of Labor views activities under BRAC
as an opportunity for the workforce investment system to utilize demand-driven strategies
as modeled under the President’s High Growth Job Training Initiative, including working in
an economic development context; working in collaboration with strategic partners that
include business and industry, education partners, and the workforce system; using a
solutions based approach that leverages resources from as many partners as possible; and
using the flexibility in the WIA system to craft innovative training strategies once BRAC
2005 recommendations are implemented. A number of “real life” case studies from past
BRAC rounds are included as attachments to this issuance. The Department of Labor also
views the workforce investment system’s service provision to BRAC-impacted workers and
their communities as an opportunity to clearly demonstrate the extent to which the system is
becoming more demand-driven, and to demonstrate the “value added” the workforce system
can provide in support of impacted workers and communities.

The state and local workforce investment system plays the critical role in BRAC 2005-related actions because it will have the principal responsibility for providing assistance to
those workers who may be adversely impacted by the BRAC Commission’s actions. The
workforce investment system’s role under BRAC 2005 is to work collaboratively with
Federal partner agencies, other state and local partners and officials to conduct appropriate
planning that will ultimately lead to economic stabilization for affected workers, businesses
and communities and to ensure that resources at all levels are maximally and effectively
utilized to accomplish this purpose. Between now and when the BRAC 2005
recommendations become final, the workforce investment system must be engaged in
planning that should lead to a system-wide, community-based response that:

• Addresses the specific needs of the affected communities and workers;

• Recognizes the value of the transferable skills impacted workers possess;

• Uses strong economic analysis as the foundation for strategies and career
guidance;

• Coordinates economic development efforts; and

• Works in collaboration with strategic partners including business and industry
and education partners to develop and implement workforce solutions.

Coordinating planning and service delivery with newly emerging needs resulting from BRAC
2005 recommended closures or realignments and previously unknown areas of impact,
presents an important challenge and will require that every component of the workforce
investment system and the community demonstrate the ability to be flexible and to respond

quickly and appropriately. A few of the roles and expectations envisioned are:

State Grantees:

Coordinate state-driven Rapid Response activities with Federal programs and services,
community and faith-based organizations, business and industry groups and local elected
officials to ensure that there are resources and staff in place to meet the individualized and
specialized worker adjustment needs.

Consider strategic use of statewide set-aside dollars.

Engage business and industry in transition strategies.

Coordinate workforce strategies with statewide economic development efforts in support of
re-development.

Provide workforce information tools and products to impacted communities.

Identify the need for and seek WIA program waivers, when needed, to achieve more system
response flexibility.

Local Workforce Investment Boards:

Work collaboratively with One-Stop Career Centers and appropriate local military
installation contacts to coordinate services for impacted workers.

Engage business and industry to develop transitional strategies.

Work collaboratively with DOD Local Redevelopment Authorities to integrate workforce
strategies with base re-use initiatives.

Work with One-Stop Career Centers to identify direct service delivery strategies targeted
specifically to the needs of impacted workers.

Reevaluate strategic funding strategies as necessary to support transition efforts.

One-Stop Career Centers:

Ensure the full array of services will be available to transitioning workers once closure and
realignment impact are known.

Develop targeted service delivery strategies.

Support assessment of transferable skills.

Link workers with businesses that need workers.

Perhaps the most important feature of the workforce investment system’s BRAC response is the
coordination of resources and services with those available through the Federal partners,

especially DOD, to assure non-duplication and the availability of the widest possible range of
help to communities and individuals.

5. Business, Education and Economic Development. Workforce development is economic
development, and building partnerships with existing economic development resources will
leverage the reach of the workforce investment system.

a. Implementing Demand-Driven Solutions. Even in times when local economic conditions

are relatively stable and predictable, the realities of today’s global economy make it
imperative that the public workforce investment system partner with business, economic

development, and educational institutions to be demand-driven. Involving economic
development and business partners allows the workforce investment system to identify

where the jobs are and will be, and the skills and competencies of the workforce needed to
perform those jobs.

This understanding is even more important when a community is facing dislocations of
hundreds or thousands of military civilians. In BRAC-affected communities, private sector
demands for workers will need to supplant the established and relatively stable pattern of
government employment. It is equally important in communities that may expect an influx
of jobs as a result of the realignments contemplated by BRAC. Therefore, it is more critical
than ever that the workforce investment system develop the infrastructure to understand the
requirements of private employers and the trends affecting the local and regional economy.

This requires collection and analysis of workforce information, information from economic
developers on locally projected growth, information collected by business organizations
such as chambers of commerce and trade associations, and discussions with local
businesses that make up the high-growth, high-demand and economically critical industries.
It may also include information from local job vacancy surveys, transactional data from
state and local job banks, or other sources.

In communities that have a large contingent of non-military employment, gaining a holistic
understanding of local labor market conditions will promote community efforts to shift
employment from the military to those civilian industries. Likewise, in areas where large
military expenditures form the bulk of the local economy, this understanding is equally

important to inform retraining decisions necessary to bring new industries into the
community.

Data and analysis are essential for the operation of the overall public workforce system:

(1) To identify target industries and occupations that are high-growth, high-demand, and
economically vital for strategic investments in workforce solutions.

(2) To understand the labor market context including where jobs are, the demographics
of the labor pool, and the current and projected economic climate to support
development of relevant service delivery strategies for both businesses and
individuals.

(3) To support career guidance for youth, adults, unemployed and/or dislocated workers

and every American student or worker that wants to understand their career
opportunities.

Developing and implementing demand-driven strategies in the context of a fully integrated
workforce investment system requires all levels of the system to align around a shared
vision and develop and implement strategies that most effectively utilize resources at each
level. It also requires working collaboratively in strategic partnerships that include business
and industry, economic developers, the continuum of education including community
colleges and four year institutions, the public workforce investment system, and others.
Strategic partnerships offer the ability to identify and address workforce challenges in a
comprehensive way and set the stage to effectively leverage a wide array of resources.

Funds and resources should be leveraged from key partners, such as businesses, faith-based
and community organizations, foundations, the workforce investment system, educational
institutions, the U.S. Department of Labor, and other governmental programs. Leveraging
resources in the context of these strategic partnerships accomplishes three goals: (1) it
allows for the pursuit of resources driven by the strategy; (2) it increases stakeholder
investment in the project at all levels including design and implementation phases; and (3) it
broadens the impact of the project itself. The key to being successful at leveraging funds
and resources is to be entrepreneurial in finding, using, and sustaining these resources,
whether they are in-kind or cash contributions. Examples of leveraged funds and resources

include unclaimed indirect costs, donated space costs, or costs of equipment leases, and
employee paid release time.

As an example of a demand-driven strategy for workforce development, Attachment G
includes a case study of the comprehensive, multi-agency solutions that were implemented
in response to mass layoffs by PillowTex, a textile manufacturer that closed its plant

operations in 2002. Successful redevelopment efforts related to earlier rounds of BRAC are
available in Attachments B-F.

b. Leveraging the Resources of Federal Grantees. The President’s High Growth Job
Training Initiative, launched by the Department in 2002, demonstrates the power of a
demand-driven workforce system that tailors local workforce investment activities to
respond to the workforce needs of local employers. Recognizing the relationship between
workforce development and economic development, ETA promotes partnerships between
education, employment, and economic development. Through these partnerships, workers
can gain the skills they need to succeed through training programs designed by local
employers and delivered through community colleges and other education and training
institutions. Effective partnerships must be driven by, and responsive to, the needs of
employers. The President’s High Growth Job Training Initiative models the power of this
approach in 12 high-growth industries.

Attachment I is a list of the grants funded to date, indexed by location. More information
on each grant can be found on the BRG’s web site at www.doleta.gov/brg.

In addition to helping generate ideas of demand-driven workforce solutions, these grants
may be directly helpful to the workforce investment system in two ways:

(1) Certain grant projects involve direct training for individuals in communities that
may also be experiencing BRAC-related dislocations. In some circumstances, it is
possible that training slots may be available for referrals from the workforce
investment system. The number of slots in these grant demonstration projects,

however, is typically small when compared with the scope of dislocations imposed
by BRAC actions.

(2) The grantees and their partner organizations—which frequently involve educational
institutions, industrial associations and consortia, workforce entities, and individual
employers—may be resources in providing information on workforce development
conditions, identifying potential employers that are hiring, accessing possible
training opportunities, and broadening the workforce system’s scope of partnerships.

These same organizations have also demonstrated their flexibility and willingness
to collaborate on solving workforce challenges, making them potential candidates
for entering into the extensive workforce and economic development partnerships
that will be required to meet the challenges posed by major base closures and
realignments.

6. Information, Tools and Resources. Several new resources and tools have been developed by

DOL to help support various stakeholders in the BRAC process. These resources are listed
below, organized by target audience.

a. The Workforce System

(1) A special mapping of impacted BRAC bases against One-Stop Career Centers is
available through America’s Service Locator ( www.servicelocator.org/brac).

(2) An e-mail communications list has been compiled of One-Stop Career Centers that have
potential BRAC-affected bases in their service delivery area to enable the provision of
BRAC-related information directly to the front lines.

(3) A new tool (www.brac-coach.org) is available for state and local planning staff to use in
their BRAC service planning process. The tool presents users with scenarios they are
likely to encounter in the BRAC planning process and then walks them through national
electronic resources and other related BRAC information.

b. The Workers

(1) A new Web-based feature is now available on America’s Service Locator
(www.servicelocator.org) allowing BRAC-affected workers to identify One-Stop Career
Centers nearest affected bases, contacts for these centers, and maps to get there.

(2) The Toll-Free Help Line (1-877-US2-JOBS) is available for BRAC-affected workers to
call to get information on the workforce services (including special BRAC resources)
available to help them.

(3) Links to the CareerOneStop Web site (www.careeronestop.org) have been made
available to DOD.

(4) A new tool (www.brac-coach.org) is available for BRAC-affected workers that presents
them with scenarios they are likely to be facing due to the closing of their base. After a
scenario is chosen, the tool walks them through the resources available in the
CareerOneStop web sites and other related BRAC information to help them find
information to assist them with their reemployment needs and/or to help them solve
their other specific issues/problems.

7. Action Required. The information in this issuance should be widely distributed throughout
states affected by the BRAC initiative.

8. Inquiries. Inquiries should be addressed to appropriate ETA Regional Administrators.
Contacts in the ETA National Office are Dennis Lieberman (202) 693-3375 and Jim Aaron
(202) 693-2814.

9. Attachments.

A. Introduction to Case Studies
B. Case # 1 Fort Benjamin Harrison – Lawrence, Indiana
C. Case # 2 Glenview Naval Air Station – Chicago, Illinois
D. Case # 3 Grissom Air Force Base – Miami County, Indiana
E. Case # 4 K.I. Sawyer Air Force Base – Marquette County, Michigan
F. Case # 5 Lowry Air Force Base – Denver, Colorado
G. The Pillowtex Experience – Kannapolis, North Carolina
H. List of Business Relations Group State Liaisons
I. List of President’s High Growth Initiative Grantees (summarized by State, multi-State, Nationwide)
J. List of DOL National Business Partners

BRAC Reference Guide, Attachments A–J (https://www.dol.gov/sites/dolgov/files/ETA/advisories/TEGL/2005/TEGL2-05_attach.pdf):

BRAC REFERENCE GUIDE: ATTACHMENT A
INTRODUCTION
BASE REUSE CASE STUDIES

Between 1988-1995, 97 major military bases in the United States were selected for closure
or realignment creating significant community impacts in 74 instances. While renewal
success has not been universal, many base locations have returned to, and indeed have
exceeded, the civilian employment levels of the affected bases. As a recent report from the
Government Accountability Office indicates (GAO-05-138, January 2005), of the 62 communities
studied, 69 percent had unemployment rates lower than or equal to the national average while 48
percent had higher income growth rates than the national average.
Many factors account for this relative success including local community efforts at
economic and workforce development. It is to these efforts that the following brief case
studies highlight as illustrations of the possibilities which new communities affected by
BRAC 2005 may face. These studies also seek to describe some of the lessons learned from these
redevelopment efforts in the hope that newly-impacted communities will avoid or find ways to mitigate
similar problems and difficulties when they are known in advance.
A special thanks to the National Association of Installation Developers (NAID) for providing
access to its base reuse reports which were relied on heavily in the preparation of most of
these case studies.

BRAC REFERENCE GUIDE: ATTACHMENT B
Case 1
FORT BENJAMIN HARRISON -- Base Closure
General Description
Fort Benjamin Harrison is located in Lawrence,
Indiana, 13 miles northeast of downtown
Indianapolis. Identified for closure in the 1991
BRAC round, Fort Harrison officially closed in
1996. The former base spanned 2,400 acres in
Marion County, contained numerous buildings,
and employed 1,050 civilian employees
Capitalizing on the presence of over 75
historically significant brick buildings dating to
1908, beautiful terrain including 1,700 acres of
largely undisturbed rolling hills and woodlands,
and a sense of “atmosphere,” the Fort Harrison
Reuse Plan focused on mixed-use development.
The former base and its facilities have been
transformed into several buildings and highly-used places including Fort Harrison State Park,
which includes an 18-hole golf course, market
rate housing, senior housing, a community
college campus, industrial and commercial sites,
and recreational facilities. Construction for a
new “downtown” district for the city of Lawrence
is planned. Total property sales have exceeded
$16 million and over one million square feet of
new residential and commercial construction
have been completed or are under construction,
and approximately 1.25 million square feet of
historic structures have been renovated.
Challenges to Redevelopment
Funding-related and infrastructure issues proved
to be the primary redevelopment challenges for
redevelopment of Fort Harrison. For example,
although the base was listed in the 1991 BRAC
round, the Fort Harrison Reuse Authority
(FHRA) could not obtain possession and control
of the buildings for interim leasing until the Army
deactivated the base in 1996. These issues
were eventually addressed, but required a few
years. Second, the FHRA recognized that
limited roadway infrastructure to the former base
would hinder redevelopment. In addition to the
Indiana Department of Transportation’s projects
near the former base, FHRA secured grants
from the Economic Development Administration,
the city of Indianapolis, the state legislature, and
a local bond issue to expand various roadways
around Fort Harrison.
Economic Development Efforts
Redevelopment efforts for Fort Harrison began
in earnest in 1994, and initially focused on
recreational themes. Following the 1994
submission of the Fort Harrison Reuse Plan to
the Army, the city of Lawrence established the
FHRA in 1995, and the first deed transfers
occurred in October 1996. The Fort Harrison
State Park was dedicated in October 1996,
which produced an immediate success story, as
it has preserved 1,700 acres of contiguous
forest only 11 miles from downtown Indianapolis,
including the former base’s 18-hole golf course,
and has attracted business and housing
developments nearby. The recreational theme
continues as the FHRA has leased the former
post’s physical fitness center to Greater
Indianapolis YMCA, has assisted with the
development of a world-class youth soccer
complex that combines existing parkland within
the city of Lawrence, and has planned a network
of multi-use pathways throughout the site.
Integration of new construction with Fort
Harrison’s historic structures proved to be
another key factor in the base’s redevelopment.
Since the city of Lawrence essentially grew up
around Fort Harrison over the course of the 20th
century, the base closure presented a unique
opportunity for the city of Lawrence to establish
a true “downtown” district and to create
balanced interconnected neighborhoods.
Several of the historic structures were converted
for residential use as well various commercial
facilities, including coffee shops and retail
stores, engineering and architecture firms, law
offices, the Lawrence Government Center, and
the City of Lawrence Senior Center. In addition,
plans for new neighborhoods and a new “town

center” will integrate the Fort’s historic identity
and architectural heritage. Other new
construction
has included a new fire station, where Ivy Tech
State College has co-located its Public Safety
Technology Center, a grocery store, and a Post
Exchange and Commissary adjacent to the
Army Reserve Center. Construction of a library
is planned for spring 2007.
Workforce Development Efforts
The Indianapolis Network for Employment and
Training (iNET) received a DOL National
Emergency Grant to provide readjustment,
training, placement, and supportive services to
approximately 700 dislocated workers (iNET
was a component of the Indianapolis Private
Industry Council, Inc., the local workforce
development agency). Key occupations for
retraining were
nursing, computer analyst/ programmer, retail
sales, utility maintenance and repair. By
October 2003, workforce and redevelopment
efforts at Ft. Harrison have replaced 112%, or
1,171, of the original 1,050 jobs eliminated with
the 1996 base closure.
Contacts for Further Information
Fort Harrison Reuse Authority (FHRA)
Ehren Bingaman, Executive Director
Doris Combs, Executive Assistant
9120 Otis Avenue, Suite 200
Indianapolis, Indiana 46216
(317) 377-3400
[email protected] or [email protected]

BRAC REFERENCE GUIDE: ATTACHMENT C
Case 2
GLENVIEW NAVAL AIR STATION -- Base Closure
General Description
One of the three major installations closed in the
Chicago metropolitan area during multiple BRAC
rounds in the mid-1990s, Glenview Naval Air
Station (GNAS), located in the center of the
Village of Glenview, Illinois, was approximately
18 miles northwest from the heart of downtown
Chicago. Spanning 1,120 acres, the Air Station
and its 115 buildings were established in the
1930s, during the early years of aviation, as a
private airfield. After being purchased by the
military, it became a key center for advanced
aviation training for pilots serving not only the
Navy but the Coast Guard and Army Reserve.
The closure brought about the loss of 4,000 jobs
to this community of 38,000 people, but
ultimately the planned reuse of the facility far
surpassed the jobs lost and greatly increased
the economic gains in the community. Of the
total acreage, 700 acres were sold to private
developers, dedicating 2 million square feet for
mixed use of commercial space. An additional
400 acres were preserved for open, recreational
space, including a large community park, lake
and prairie preserve. To always remember the
contributions of Glenview Naval Air Station, the
former Hangar One was preserved and is now
on the National Register of Historic Places.
Challenges to Redevelopment
Immediately upon hearing of the Air Station’s
slated closure, the Glenview trustees moved
quickly to influence the redevelopment process.
Their first steps were to 1) establish a citizen’s
planning committee to help build consensus
around base decisions at the grass roots level,
2) seek an amendment to the state tax
increment finance (TIF) law to include former
military bases since redevelopment costs were
anticipated to far exceed land sale proceeds, 3)
create a joint on-site public-private sector
partnership to include village officials, and 4)
establish a consolidated plan review
commission. Although closure of the GNAS is
touted as one of the early success stories, two
redevelopment challenges included the large
number of jurisdictions affected—14—and the
fact that the Village had to raise sizable capital
very quickly to convince the Navy that it had the
resources to both acquire and redevelop the
base.
Economic Development Efforts
Because of the extensive community
involvement so early on in the redevelopment
process, the first big decision – that the land
would not be reused as a community airfield-was an easy one. Also, since the base
geographically had split Glenview Village in two,
the trustees saw the base purchase and reuse
as a rare opportunity to bring the Village back
together with the creation of personal and
business services and economic resources that
the community had long needed. Moreover, at
the same time, a severe regional stormwater
issue that had plagued the Village would finally
be addressed.
To bring all of the interested parties together and
move forward with a balanced redevelopment
plan, a Chicago Real Estate developer and
consultant was retained to lead the
public/private partnership. A team to support the
partnership was formed to include Village staff,
economic, financial and engineering consultants.
The planning process, negotiations with the
Navy and the acquisition and transfer of the land
spanned four years.
The final Glenview Village Consensus Reuse
Plan called for the demolition of all the buildings,
runways, infrastructure and utilities, and in its
place would be residential, office park and retail
development to provide resource and tax
generation and open space to provide
recreation. A phased-in business and financing
plan created the new infrastructure and roads,
and a marketing program balanced Village
investment with commercial and park

development. Eventually, the TIF legislation
was amended to include GNAS and was written
in such a way that it did not negatively impact
other critical Village resources such as the
school districts, libraries, and city and park
districts.
Workforce Development Efforts
The Private Industry Council of Northern Cook
County received a DOL National Emergency
Grant from the Secretary of Labor to provide
readjustment, job placement, and basic skills,
classroom and entrepreneurial training and
supportive services to approximately 221
dislocated workers from the Glenview Naval Air
Station. (The Private Industry Council is now
the Workforce Development Board of Northern
Cook County). Key occupations for retraining
were computer programmers, health care
workers, accountants, auto mechanics, electrical
engineers and technicians, health and safety
inspectors, legal assistants and law enforcement
officers. In excess of all 400 jobs lost by closure
of the GNAS have now been replaced.
Contact for Further Information
The Village of Glenview
The Glen Redevelopment Project Office
Donald K. Owen, Director of Capital Projects
and Planning
1370 Shermer Road
Glenview, Illinois 60026
http://www.glenview.il.us/glen/
Telephone: (847) 998-9500
Facsimile: (847) 998-1591

BRAC REFERENCE GUIDE: ATTACHMENT D
Case 3
GRISSOM AIR FORCE BASE -- Base Closure
General Description
Grissom Air Force Base was located in Miami
County, Indiana about six miles south of Peru,
Indiana and about 65 miles north of Indianapolis.
During its years of peak activity, the base was
the leading employer in the predominantly
agricultural community. The BRAC 1991 round
targeted the base for realignment that became
effective in September 1994. With realignment,
an estimated 792 civilian jobs at the base were
lost. While 1,345 of the base’s 2,722 acres have
been turned over for a business and industrial
park (now known as Grissom Aeroplex), the
former base is still home to an Air Reserve Base
and to smaller units of the Army, Navy, and
Marine Corps. This continuing military presence
generated approximately $100 million to the
local economy in 2004 in direct and indirect
business and in employee compensation.
Challenges to Redevelopment
Three particular challenges to the economic
redevelopment of the former Air Force base
required significant efforts over several years to
overcome. These were: (1) the transfer of real
and personal property, (2) the environmental
cleanup process, and (3) the transfer and
development of utility infrastructure.
At the time of the base realignment, only annual
leases rather than property purchases were
available. This impeded a number of business
relocations due to continued uncertainty of the
firms’ ability to retain their facilities over the
longer-term. A solution of transferring property
ownership was critical. This was accomplished
over time and resulted in the former base being
the first location in the U.S. to receive a rural,
no-cost economic development conveyance that
allowed for the transfer of property to the county,
state, utilities, and eventually to other
businesses.
A related cause in the delay of property transfer
was obtaining agreement over the needed
environmental cleanup to be undertaken and
executing the necessary actions. Issues
included disagreements between the
Environmental Protection Agency and the state
over how to undertake the cleanup and the
standards to be employed. The environmental
cleanup has been largely resolved with
considerable effort needed by all parties.
Resolution also was helped by identifying those
properties to receive priority cleanup based on
their economic development prospects.
Delays in utility transfer caused uncertainty as to
future ownership and service rates. This
situation may have dampened business
relocation decisions although it remains unclear
whether this actually occurred. This challenge
was resolved in time with utility ownership now
in local hands.
Economic Development Efforts
In 1991 when the realignment of Grissom Air
Force Base was officially determined, a
community planning effort began. A Grissom
Community Redevelopment Authority was
established comprised of 32 members from the
three counties around the base. The large
board created challenges to consensus, but
progress was made in identifying potential
businesses, screening suitable property, and
obtaining funds for and hiring a consultant to
develop a base reuse plan. By state law, a
successor planning agency was formed, the
Grissom Redevelopment Authority (GRA), and
made part of the main county (Miami)
government near the base. The GRA was
accorded recognition by the Defense
Department (DoD) as the Local Redevelopment
Authority, a status which permitted it to receive
property transferred from the base. A seven-member volunteer board directs GRA’s work,
which has been responsible for the creation and
development of the Grissom-Aeroplex business
and industrial park.
Strong partnerships with utilities, developers,
other neighboring economic development
authorities, and state and federal agencies such

as DoD’s Office of Economic Adjustment and
the Commerce Department’s Economic
Development Administration (EDA) were and
continue to be vital. The GRA also has worked
closely with the local Workforce Investment
Board, Workforce Development Strategies, Inc.
Funding from EDA has been especially helpful in
property reclamation and development and
expanding GRA’s marketing efforts.
To date, 36 businesses and a state correctional
facility are located in Grissom-Aeroplex
employing almost 1,000 employees or
approximately 25 percent above the civilian
employment at the former Air Force base. The
local area as a whole, however, has yet to make
a similar recovery. Among the businesses
attracted to the new park are a locomotive
engine parts rebuilder, nursing home, electronic
component manufacturing, heating and air
conditioning service, banquet hall, industrial
robotics, and golf course. The designation of
Grissom-Aeroplex as a state enterprise zone
along with additional tax and other benefits has
served to assist in business recruitment.
Workforce Development Efforts
The decision of many Grissom Air Force Base
employees to retire, transfer to other bases, or
to seek other jobs on their own reduced the
number of involuntary dislocated workers for
whom local workforce investment assistance
was needed. Through a DOL National
Emergency Grant, 175 dislocated workers were
provided a variety of services including
occupational skills training. Among the local
occupational areas in demand for which training
was provided were geriatric care, health
occupations, machine repair, accounting,
computer programming, retail sales, and
compute office skills. A base labor-management
committee oversaw the dislocated worker
services with support from the local Private
Industry Council.
Contacts for Further Information
Grissom-Aeroplex
Jim Tidd, Executive Director
Grissom-Aeroplex
1525 W. Hoosier Blvd., Ste. 201
Peru, IN 46970
Ph: 765-689-0159
www.grissom-aeroplex.com/contact.asp
Workforce Development Strategies
Vicki Byrd, President/CEO
Workforce Development Strategies
1200 Kitty Hawk, Ste. 208
Peru, IN 46970
Ph: 765-689-9950
http://www.wdsi.org/

BRAC REFERENCE GUIDE: ATTACHMENT E
Case 4
K.I. SAWYER AIR FORCE BASE –- Base Closure
General Description
K.I. Sawyer Air Force Base (AFB) was one of
the newer major U.S. bases built by the Air
Force in 1956. Located in Michigan’s rural
Upper Peninsula in the center of Marquette
County on the southern shore of Lake Superior,
K.I. Sawyer is twenty miles from the city of
Marquette and three hours/160 miles away from
the nearest freeway and metropolitan statistical
area (Sault St. Marie, Michigan and Green Bay,
Wisconsin, respectively). The base consisted of
5,200 acres and its facilities spanned three
separate townships, each with its own elected
boards. At various points in its history, K.I.
Sawyer employed and housed over 5,000
people. The base was identified for closure in
the 1993 BRAC round and was officially vacated
in the fall of 1995. Approximately $100 million in
annual economic impact and an estimated 788
civilian jobs were eliminated with the base
closure. The former base is now home to the
Sawyer International Airport and Business
Center, numerous and diverse employers, a
special “tax-free” zone, residential housing, and
variety of recreational activities.
Challenges to Redevelopment
The extreme weather conditions of Michigan’s
Upper Peninsula presented a key challenge for
redevelopment. K.I. Sawyer experiences
significant snow fall and extreme cold weather in
this far rural, northern location with annual
snowfall of 172.2" and an average temperature
of 39.1Farenheit. The cold weather raised
concerns about reliability and the Reuse
Authority’s ability to cover costs of the base’s
former central heat plant during the initial
redevelopment and transition period. The local
redevelopment authority (LRA) eventually
developed several creative heat conversion
methods for individual buildings and negotiated
with the Air Force to close the central heat plant
in early 1998.
Land use zoning issues proved to be the other
redevelopment challenge. K.I. Sawyer’s land
and facilities lie within three separate townships.
In the decade following the base closure, the
townships and the county encountered
disagreements over proposed land reuse, which
have been settled.
Economic Development Efforts
The Marquette County Board of Commissions
was initially designated as the LRA in 1993. In
late 1996, the state transferred responsibility for
base redevelopment to a joint county/township
advisory committee in an effort to address
zoning control issues and a lack of adequate
financial resources for redevelopment. This
committee has since been dissolved, and official
LRA status reverted to Marquette County. One
of the townships ceded its land to the other two,
and the county is the official LRA. These two
townships continue to maintain an active role in
K.I. Sawyer’s community development through
the activities of the Sawyer Operations Authority.
From the initial community reuse plan completed
in 1994 through current efforts in 2005, K.I.
Sawyer redevelopment has focused on aviation,
manufacturing, recreation, and housing, all of
which closely matched previous military land
uses. Key factors for the successful
redevelopment and use of K.I. Sawyer include
airport relocation, housing utilization, economic
diversification, and a special “tax-free” zone.
Originally located twenty miles from the K.I.
Sawyer, Marquette County’s old passenger
service/civilian airport was relocated to the
former base. Redevelopment of the 1,650
housing units on K.I. Sawyer has provided much
of the revenue necessary for redevelopment of
the aviation/communication/industrial area. One
of the initial residents of the redeveloped base
housing was the Sault Ste. Marie tribe to whom
275 homes were transferred for residential
rentals.

A broad array of industries and services located
at K.I. Sawyer now include aircraft maintenance,
aluminum extrusions manufacturing, aviation
services, lumber manufacturing, computer aided
design for auto assembly, contracting and
construction, food processing, hydraulic cylinder
manufacturing, medical/dental services,
precision testing and calibration, public safety
training, rail transportation, recreation/resort
activities. Some of the key employers are
American Eagle/Regional Aircraft Maintenance
Center, Delphi Automotive, Sawyer Lumber
Company, American Communications Network,
and Superior Extrusion. A significant success
factor was the establishment of a 1,250-acre 15-year Renaissance Zone that eliminates state
and local taxes with the intention of leveling the
playing field for small communities, rural areas,
and former military bases in need of economic
development.
Workforce Development Efforts
The Six-county Consortium for Employment and
Training received a DOL National Emergency
Grant to provide readjustment, training,
placement, and supportive services to
approximately 275 dislocated workers. (The Six-
County Consortium is now the Michigan Works!
Job Force Board, the Local Workforce
Investment Area Board). Key occupations for
retraining were health care, home health aides,
retail sales, computer office skills, and utility
maintenance and repair. By October 2003,
workforce and redevelopment efforts at K.I.
Sawyer have replaced 138%, or 1,088, of the
original 788 jobs eliminated with the 1995 base
closure.
Contacts for Further information
Gwinn Sawyer Chamber of Commerce
http://www.gwinnmi.com/chamber.htm
Sawyer Operations Authority
Karen Anderson, Executive Director
Sawyer Operations Authority
417 Avenue A
Gwinn, MI 49841
Phone: (906) 346-3137, ext. 30
[email protected]
Vikki Kulju, Executive Director of Telkite, Inc.
Sawyer International Airport/Business Center
417 Avenue A
Gwinn, MI 49841
Phone: (906) 346-3137, ext. 15

BRAC REFERENCE GUIDE: ATTACHMENT F
Case 5
LOWRY AIR FORCE BASE – Base Closure
General Description
Lowry Air Force Base was located in eastern
Denver with a small portion extended to the
nearby city of Aurora. At one time the 1,866-acre
training base provided 7,000 jobs in the area and
was responsible for $295 million in annual
spending. The BRAC 1991 round selected the
base for closure that became effective in
September 1994. At the time of closure, about
2,275 civilian jobs at the base were lost. Today,
more than 12,000 people live and work in the
new, master-planned community of houses, office
and commercial space, educational institutions,
parks, and open space. Further development of
the area is projected. The redevelopment is 80
percent complete and has generated a $4 billion
gross economic impact to the metro Denver
economy since 1994.
Challenges to Redevelopment
A number of challenges emerged to the
redevelopment of a base that was entirely located
within a city. Three are noted here: (1)
environmental cleanup, (2) implementing a reuse
plan in changing circumstances, and (3) housing
the homeless.
Although Lowry’s former use as a training facility
was thought to have precluded extensive
environmental contamination, some problems
surfaced. Contaminated groundwater was
discovered and two years ago, builders of new
housing discovered asbestos-containing debris
from a former hospital and other buildings that
were demolished in the 1960s. Delays in cleanup
have occurred; at one point the project was three
years behind schedule. To meet these
environmental challenges and ensure the area
meets all environmental standards, a number of
strategies were pursued. These included the
hiring of independent consultants, privatizing the
cleanup effort, and purchasing private insurance
to cover potential liabilities.
Despite the development of an initial base reuse
plan that benefited from extensive community
input and took about one and a half years to
produce, circumstances subsequently affected the
viability of part of the plan during a downturn in
the economy in 2001. A need to modify the
original vision for the business park coupled with
an approach that promoted flexibility and
community input ultimately led to a successful
adoption of a revised plan for the park.
To comply with federal law on the priority use of
federal surplus property for homeless individuals
and the varied views of the community, an
eventual plan was adopted which included an
allotment of rental units from the original base
housing. Over time, the issue was to be raised
again, however, with resulting tension and a
lawsuit. A mediated settlement led to an
agreement and its subsequent adoption by the
city to create two mixed-income apartment
complexes housing both homeless and lower
income individuals. In addition, affordable for-sale
housing was recently constructed to replace the
rental units from the original base housing.
Economic Development Efforts
In early 1992 an intergovernmental agreement
was reached by the cities of Denver and Aurora to
establish the Lowry Economic Recovery Project.
This partnership was governed by a 40-member
board with equal representation from each city.
Under its direction, an extensive community
consultation process occurred. This eventually
led to the development of a Lowry Community
Reuse Plan which was submitted to the Air Force
in November 1993. The plan envisioned a mixed
use of residential, commercial, office, educational,
and recreational uses. Moreover, owing to the
base’s location, the plan called for the integration
of the new community with bordering established
residential neighborhoods.

In August 1994, one month prior to the base
closing, the Lowry Redevelopment Authority
(LRA) was formed. This agency was recognized
by DoD to receive property transferred from the
base. LRA assumed responsibility for the master
plan along with zoning, infrastructure
development, and real estate sales.
A key element of the development strategy called
for a focused marketing effort to change the public
image of the community from an Air Force base to
one which is a desirable place to live, work, and
play. The strategy also called for the phased
development of the types of building to occur with
some residential portions to be built first along
with open space followed by commercial facilities
to help ensure the latter would have a minimal but
growing customer base. By 1997, construction on
the initial residential homes began followed in
1998 by a new business park. Several schools
and community colleges also have come into the
community. It is anticipated that construction in
the community will be completed in 2009. A
strong community involvement continues to
influence the community’s development efforts.
To date, more than 100 employers have created
6,500 jobs in the community. This is almost three
times the total civilian employment at the closing
of the Lowry Air Force Base.
Workforce Development Efforts
A DOL National Emergency Grant provided
dislocated worker assistance resources for 770
affected workers. An onsite worker assistance
center was established to deliver the services and
a base labor-management committee formed to
plan and oversee the assistance operation.
Participants were encouraged to enroll in basic
readjustment and training services while still
employed so that they would be job ready
whenever their own layoff occurred. These
services included individual career assessment,
career counseling, testing, job development and
placement, relocation assistance, supportive
services, and basic and skills training.
Contact for Further Information
Thomas Markham, Executive Director
Lowry Redevelopment Authority
555 Uinta Way, Bldg. 1435
Denver, CO 80230
Ph: 303-343-0276
303-326-7162
www.lowry.org

BRAC REFERENCE GUIDE: ATTACHMENT G
The Pillowtex Experience
Background
On July 30, 2003, Pillowtex announced that the company was closing 16 textile manufacturing and
distribution facilities in 12 states, terminating approximately 6,450 salaried and hourly positions. The
company is headquartered in Kannapolis, North Carolina, and approximately 4,000 of the 5,000 impacted
workers in the State are in neighboring Cabarrus and Rowan counties. This is the largest layoff in North
Carolina’s history. Other impacted states included: Alabama (481), Arkansas (6), California (250), Florida
(2), Illinois (187), Mississippi (350), Pennsylvania (319), South Carolina (79), Texas (58), Virginia (950-
1,000) and Canada. Employees are represented by UNITE, UAW and Teamsters.
One-Stop Plus Response
Secretary Chao and Employment and Training Administration Assistant Secretary DeRocco spearheaded
an Interagency Working Group involving nine federal agencies to ensure that expertise and resources
would be immediately available to the community. The nine federal agencies participating in the effort
include: Labor, Housing and Urban Development, Commerce, Agriculture, Education, Health and Human
Services, Social Security Administration, Small Business Administration, and Treasury.
The Interagency Workgroup and their state and local partners coordinated representation at the temporary
JobLink Resource Center (One Stop Career Center), at Pillowtex Plant IV in Kannapolis on four
consecutive Tuesdays, beginning October 7 through the end of the month to provide information and
assistance on a wide array of benefits available to individuals and community officials. Services were
available to workers, employers and community leaders, and included:
ƒ Assistance for Veterans - Specialists in Veterans' employment and training programs provided
information and assistance on available programs.
ƒ Health and Pension Benefits - Health and pension benefits advisors were available to explain
options and provide information on how plant closings affect benefits.
ƒ Health Insurance and Health Care Needs – Treasury officials and Blue Cross Blue Shield
representatives provided assistance with enrolling in the Health Coverage Tax Credit (HCTC)
program. HHS officials provided information on Medicare and Medicaid eligibility, prescription
drugs, children's health care, and other private insurance options.
ƒ Social Security Benefits - Staff provided assistance with applications for Social Security
Retirement, Supplemental Security Income, and Disability benefits.
ƒ Housing Needs - Specialists were available to assist with housing options for single- and multi-family home loans, Rural Development housing programs, and assistance through HUD programs.
ƒ Continuing Education and Student Loans - Education officials provided guidance on student loans
and how to finance education.
ƒ Connections to Job Training and Certification Programs - Staff were available to assist with
enrollment in Trade Adjustment Assistance benefits and job training programs, and to facilitate
connections to apprenticeship programs.
ƒ Resources for Starting a New Business - Officials from the Small Business Administration, Senior
Corps of Retired Executives, and the Minority Business Development Agency were available to
provide information on starting a new business, answer questions, and review loan options.
ƒ

ƒ For Employers: Information and assistance was available from the Small Business
Administration's Small Business Development Centers; Small Business Administration
Diversification Programs for small manufacturers; U.S. Department of Agriculture Rural
Development business loan and grant programs; and U.S. Department of Commerce Trade
Adjustment Assistance for Firms.
ƒ For Local Governments: Training sessions with IRS and Blue Cross Blue Shield on how to enroll
workers in the Health Coverage Tax Credit program and program specifics; U.S. Department of
Commerce Economic Development Administration Economic Adjustment and Public Works
programs on funding options for economic planning, strategy development, and infrastructure; and
U.S. Department of Agriculture Rural Development funding options for utilities, infrastructure and
city facilities, and training workshops on grants available.
The Pillowtex response provided vital information and training to staff and community volunteers. A
summary of actions and results through December 2003 in North Carolina, where the largest impact
occurred, includes:
✓ $13 million National Emergency Grant on August 15, to provide 4,000 workers with an array of
employment transition-related assistance, including tuition for community-college courses or other
training programs, and help with childcare and transportation needs. In January 2004, 1,500
workers from Kannapolis are enrolled in courses at Rowan-Cabarrus Community College and
Stanley Community College; another 400 participants were enrolled in Adult Basic Education. In
Rockingham County, there are approximately 150-200 enrollments.
✓ Workers accessed Trade Adjustment Assistance (TAA) benefits under a certification that was
issued by the Department of Labor on September 9. Under the trade certification, workers are
eligible for up to 104 weeks of training and weekly income support and an array of other services.
✓ $7.6 million in National Emergency Grant funds to North Carolina to help defray the cost of health
insurance premiums while workers enrolled in the Health Coverage Tax Credit. (3,200 attended
enrollment sessions.) State Health Insurance Provider, Blue Cross Advantage, had 3 staff
members available on a regular basis.
✓ The Labor Department’s Employee Benefits Security Administration provided on-site assistance
with pension benefit issues.
✓ The Pension Benefit Guaranty Corporation announced in October that it was assuming
responsibility for the pensions of nearly 23,000 workers and retirees.
✓ 1,000 former Pillowtex workers were eligible to receive assistance gaining their general
equivalency diploma (GED) through a $125,000 grant to the North Carolina community college
system from Education Secretary Rod Paige.
✓ 500 former Pillowtex workers received information and assistance from the Social Security
Administration.
✓ Housing and Urban Development Department Secretary Mel Martinez awarded $40,000 to
promote home ownership on October 3.

✓ Community officials and local employers received assistance from the Department of Commerce
Economic Development Administration.
✓ The U. S. Department of Agriculture (USDA) Rural Development agency provided assistance to
individuals who encountered barriers to housing assistance, and is worked with HUD to bridge
✓ these gaps, where possible. The USDA Rural Development agency is also reviewing an
application for a revolving loan fund to North Carolina.

BRAC REFERENCE GUIDE: ATTACHMENT H
Business Relations Group State Coordinators
May 16, 2005
Business Relations Group State Coordinators
State Full Name Office Business
Phone
E-mail
AK Sharon Ann
Chriss PHR
Anchorage Job Center-Gambell (907) 269-
4764
[email protected]
AK Pennelope
Goforth
Division of Business Partnerships
Alaska
(907) 269-
4747
[email protected]
AL George Register (334) 242-
8003
[email protected]
AL alt Vivian
Stephenson
(334) 353-
8005
[email protected]
AR Jean Ann Reed [email protected]
AZ George Thorne Arizona Department of Economic
Security/Employment Security
(602) 542-
2271
[email protected]
AZ alt Ronnie Delgado Arizona Department of Economic
Security/Employment
[email protected]
CA Polly Forehand California Employment
Development Department
(919) 654-
8697
[email protected]
CA alt Martie Evans (916) 651-
6057
[email protected]
CA alt Susan de
Gallery-Beal
California Employment
Development Department
(916) 654-
7769
[email protected]
CO Elise Lowe-
Vaughn
Colorado Department of Labor and
Employment
(303) 318-
8807
[email protected]
CO alt Nina Holland Colorado Department of Labor and
Employment
(303) 318-
8836
[email protected]
CT Lynn Dallas Middletown CTWorks (860) 344-
2044
[email protected]
CT alt Peter Raymo Connecticut Department of Labor (860) 344-
2056
DC Susan O. Gilbert Office of Employer Services (202) 698-
3538
[email protected]
DC alt Nicky Lane Department of Employer Services (202) 698-
6270
[email protected]
DE Patty Cannon DE Workforce Investment Board (302) 577-
6202 X11
[email protected]
FL Judy F. Meyer Agency for Workforce Innovation (850) 245-
7423
[email protected]
FL alt Andra S.
Cornelius CEcD
Workforce Florida, Inc. (850) 921-
1119
[email protected]
FL alt Barbara K.
Griffin
Agency for Workforce Innovation (850) 245-
7137
[email protected]
FL alt Warren May Agency for Workforce Innovation (850) 245-
7130
[email protected]
GA Glenn Collins Suite 400, Essex Place (404) 232-
3515
[email protected]
GA alt Derrick Marcus (404) 232-
3500
[email protected]
GA alt Karen Boyer GDOL/Vocational Rehabilitation
Program
(404) 235-
0145
[email protected]
HI Dorothy
Bremner
Workforce Development Division [email protected]
IA Tony Dietsch Administrator (515) 281-
9027
[email protected]

Business Relations Group State Coordinators
State Full Name Office Business
Phone
E-mail
IA alt Jane S. Barto Iowa Workforce Development (515) 281-
5082
[email protected]
IA alt Michael
Wilkinson
(515) 281-
9334
[email protected]
ID Bob Harris Idaho Department of Labor (202) 332-
3570 x3335
[email protected]
ID alt Judy Welker Idaho Department of Labor (208) 332-
3570 X3102
[email protected]
IL John Waters [email protected]
IL Jay O'Connor Illinois Dept. of Employment
Security
(312) 793-
4904
[email protected]
IL alt Rod Nunn [email protected]
IN Carol Baker DWD (317) 232-
4259
[email protected]
IN alt Susan Stein [email protected]
KS Kerri Spielman Kansas Department of Commerce (785) 296-
4238
[email protected]
KS alt David A.
Cleveland
Kansas Department of Commerce (785) 296-
5298
[email protected]
KY Linda Pankratz Department for Training and
ReEmployment
(502) 564-
5360
[email protected]
KY alt Susan Craft (502) 564-
8974
[email protected]
LA Larry St. Amant Office of Workforce Development (225) 342-
7692
[email protected]
LA alt Paula Collins Business Services Coordinator (225) 342-
4901
[email protected]
LA alt Paula Merrick
Roddy
Office of Workforce Development (225) 342-
7638
[email protected]
MA Jennifer James Department of Labor and Workforce
Development
(617) 727-
6573
[email protected]
MA
alt
Darrell Lemar [email protected]
MA
alt
John
Zimatravich
Commonwealth of Mass., Division
of Career Services
(508) 890-
3205
[email protected]
MD Sue Gallagher State of Maryland (410) 767-
2005
[email protected]
ME Garrett Oswald Maine Department of Labor [email protected]
ME
alt
Stephen R.
Duvall
Maine Department of Labor (207) 624-
6369
[email protected]
MI Brenda Nijwaji Employment Service Agency (313) 456-
3105
[email protected]
MI alt Vickie Enright (517) 335-
5858
[email protected]
MN Jim Korkki Minnesota Department of Economic
Security
(651) 296-
6061
[email protected]
MN
alt
Kay Pollard Minnesota Department of Economic
Security
(651) 297-
2218
[email protected]
MO Amy Deem Division of Workforce Development (573) 526-
8271
[email protected]
MS Dave Coleman Mississippi Employment Security (601) 961-
7519
[email protected]
MS
alt
Jeanine Lilly Mississippi Department of
Employment Security
(601) 321-
6050
[email protected]
MS
alt
David McIntyre Mississippi Employment Security
Commission
(601) 961-
7503
[email protected]
MT Kathy Yankoff Job Service Programs Bureau (406) 444-
7092
[email protected]
MT alt Gordon Higgins Job Service Programs Bureau (406) 444-
2607
[email protected]
NC David L. Clegg NC Employment Security
Commission
(919) 733-
4636
[email protected]

Business Relations Group State Coordinators
State Full Name Office Business
Phone
E-mail
NC alt Patrice Fields NC Employment Security
Commission
[email protected]
NC alt Danny Giddens NC Department of Commerce (919) 715-
3300
[email protected]
ND Wayne Brostrom (701) 328-
5040
[email protected]
ND alt Maren Daley (701) 328-
2836
[email protected]
NE Dennis
Lacquement
(402) 471-
9856
[email protected]
NE alt Steve Richman (402) 471-
2275
[email protected]
NH Dennis C. Delay (603) 229-
3307
[email protected]
NH alt Christianne
Jones
NH Employment Security (603) 228-
4053
[email protected]
NH alt Doris LaChance NH Employment Security (603) 228-
4051
[email protected]
NJ Hank Fien Division of Business Services (609) 633-
1360
[email protected]
NJ alt William Matlosz Division of Business Services (609) 292-
3809
[email protected]
NM Dolores Haley Employment Security Division (505) 835-
0067
[email protected]
NV Bill Overly Nevada Job Connect (702) 486-
0119
[email protected]
NV alt Latonya Hill-
Wells
Nevada Job Connect (702) 486-
0108
[email protected]
NY Tim O'Keefe New York State Dept of Labor (518) 457-
6821
[email protected]
NY alt Richard Grossi New York State Dept of Labor (518) 457-
9880
[email protected]
OH Bruce R.
Madsen
ODJFS-Office of Workforce
Development
(614) 387-
3342
[email protected]
OH alt Bill Demidovich Office of Workforce Development [email protected]
OK Richard J.
Gilbertson
Oklahoma Employment Security
Commission
(405) 557-
7121
[email protected]
OK alt Richard
McPherson
[email protected]
OK alt Jeane Burruss [email protected]
OR Lita Colligan [email protected]
OR Jerry Fugere Oregon Employment Department (503) 657-
2084
[email protected]
PA Dale W. Smead Employer Relations Unit (717) 787-
5436
[email protected]
PA alt Marlene Duff [email protected]
PA alt Sandy Vito Department of Labor and Industry (717) 705-
2630
[email protected]
PR Joseph Alvarez Occupational Development Human
Resources Council
(787) 754-
5510 x311
[email protected]
PR alt Luis Osario [email protected]
RI Christine Grieco Department of Labor & Training (401) 462-
8724
[email protected]
RI alt Susan Biagioni Department of Labor & Training (401) 462-
8723
[email protected]
SC Martha
Stephenson
Employment Security Division (803) 737-
1909
[email protected]
SC alt Gene Beckman (803) 737-
2588
[email protected]
SC alt Michael Williams (803) 737-
2702
[email protected]

Business Relations Group State Coordinators
State Full Name Office Business
Phone
E-mail
SD Mike Ryan Executive Director (605) 773-
5017
[email protected]
TN Jim Alford TN Department of Labor and
Workforce Development
(615) 253-
1330
[email protected]
TX Joseph A.
Yacono
Office for Employer Initiatives (512) 936-
0425
[email protected]
TX alt Luis M. Macias Workforce Development Division (512) 936-
0697
[email protected]
UT Steve Maas Department of Workforce Services (801) 526-
9363
[email protected]
UT alt Kim Auberger Department of Workforce Services (801) 468-
0228
[email protected]
VA Kathy Dolan-
Marshall
Virginia Employment Commission (804) 786-
6470
[email protected]
VT Robert Ware Department of Employment and
Training
(802) 828-
4151
[email protected]
VT alt Debbie Smith [email protected]
WA Dennis Loney Office of the Commissioner (360) 902-
9564
[email protected]
WA
alt
Tammy Pitre (206) 389-
3950
[email protected]
WI Marlene Duffield Dept. of Workforce Development (608) 264-
8476
[email protected]
WV Stephen P.
Dailey
ES Field Operations (304) 558-
9180
[email protected]
WV
alt
Claudia George Morgantown Job Service (304) 285-
3120
[email protected]
WY
alt
Dave Teubner Business Training and Outreach (307) 777-
7185
[email protected]

BRAC REFERENCE GUIDE: ATTACHMENT I
List of President’s High Growth Training Initiative Grantees
Summarized by State, multi-State, Nationwide (May 16, 2005)
California
Community: San Berrnardino and Southern California, CA
Industry: Advanced Manufacturing
Grantee: San Bernardino Community College / CA Community
Colleges, Centers for
Applied Competitive Technologies
Community: Bay Area, CA
Industry: Biotechnology
Grantee: Alameda County Workforce Investment Board
Community: San Diego, CA
Industry: Biotechnology
Grantee: San Diego Workforce Partnership
Colorado
Community: Pueblo, CO
Industry: Healthcare
Grantee: Pueblo Community College
Community: Denver, CO
Industry: Healthcare
Grantee: Colorado Department of Labor and Employment
Connecticut
Community: Bridgeport, CT
Industry: Advanced Manufacturing
Grantee: The Workplace, Inc.
Delaware
Community: Statewide, DE
Industry: Biotechnology
Grantee: Delaware Workforce Investment Board
Florida
Community: Cocoa, FL
Industry: Aerospace
Grantee: Brevard Community College in partnership with
American Technical
Education Association
Community: Brevard, FL
Industry: Aerospace
Grantee: Florida Space Research Institute
Community: Palm Beach County, FL
Industry: Biotechnology
Grantee: The Workforce Alliance, Inc.
Community: Miami, FL
Industry: Healthcare
Grantee: Florida International University School of Nursing
Florida – continued
Community: Tampa/St. Petersburg, Miami, FL
Industry: Healthcare
Grantee: Florida Agency for Workforce Innovation
Georgia
Community: Atlanta, GA
Industry: Healthcare
Grantee: Georgia Department of Labor
Hawaii
Community: Honolulu, HI
Industry: Construction
Grantee: Honolulu Community College
Iowa
Community: Statewide, IA
Industry: Biotechnology
Grantee: Indian Hills Community College
Illinois
Community: Chicago, IL
Industry: Construction
Grantee: Chicago Women in Trades
Kentucky
Community: Henderson, Union, & Webster Counties, KY
Industry: Information Technology
Grantee: Henderson-Henderson County Chamber of Commerce
Massachusetts
Community: Boston, Cambridge and Sommerville, MA
Industry: Biotechnology
Grantee: Massachusetts Biotechnology Education Foundation
Maryland
Community: Baltimore, MD
Industry: Healthcare
Grantee: John Hopkins Health System
Community: Statewide, MD
Industry: Healthcare
Grantee: Maryland Department of Labor, Licensing, and
Regulation and Governor’s
Workforce Investment Board

Michigan
Community: Flat Rock, MI
Industry: Automotive
Grantee: Downriver Community Conference
Community: Troy, MI
Industry: Automotive
Grantee: Automotive Youth Education Services
Missouri
Community: St. Louis, MO
Industry: Advanced Manufacturing
Grantee: St. Louis WIB
Community: St. Louis, MO
Industry: Construction
Grantee: The St. Louis Carpenters Joint Apprenticeship Training
Program: Southeast
Missouri Regional Industrial Training Group
Mississippi
Community: Hattiesburg, MS
Industry: Geospatial
Grantee: University of Southern Mississippi (USM) - Geospatial
Development Center
North Carolina
Community: Winston-Salem, NC
Industry: Biotechnology
Grantee: Forsyth Technical Community College
Community: Statewide, NC
Industry: Healthcare
Grantee: North Carolina Department of Commerce Commission
on Workforce
Development
Nebraska
Community: Grand Island, Columbus, Hastings, NE
Industry: Advanced Manufacturing
Grantee: Nebraska Central Community College (CCC)
New Mexico
Community: Farmington, NM
Industry: Energy
Grantee: San Juan College Regional Training Center
New York
Community: New York, NY
Industry: Automotive
Grantee: Girl Scouts of the USA
Community: Metropolitan New York, NY
Industry: Healthcare
Grantee: The 1199 SEIU League Grant Corporation on behalf of
the League 1199 SEIU
Training and Upgrading Fund
Ohio
Community: Northeast, OH
Industry: Biotechnology
Grantee: Lakeland Community College
Community: Circleville, OH
Industry: Healthcare
Grantee: Berger Health System
Oklahoma
Community: Woodward, OK
Industry: Energy
Grantee: Oklahoma Department of Career and Technology
Education /High Plains
Technology Center
Oregon
Community: Beaverton, OR
Industry: Advanced Manufacturing
Grantee: Oregon Manufacturing Extension Partnership
Community: The Dalles, OR
Industry: Healthcare
Grantee: Columbia Gorge Community College
Community: Statewide, OR
Industry: Healthcare
Grantee: State of Oregon
Pennsylvania
Community: Philadelphia Region, PA
Industry: Advanced Manufacturing
Grantee: Delaware Valley Industrial Resource Center
Community: Lancaster County, PA
Industry: Advanced Manufacturing
Grantee: Lancaster County WIB
Community: Harrisburg, PA
Industry: Automotive
Grantee: Pennsylvania Automotive Association
Community: Pittsburgh, PA
Industry: Biotechnology
Grantee: Pittsburgh Life Sciences Greenhouse
Community: York and other South-central Pennsylvania counties,
PA
Industry: Geospatial
Grantee: W.F. Goodling Advanced Skills Center
South Carolina
Community: Charleston, SC
Industry: Construction
Grantee: American College of Building Arts
Tennessee
Community: Franklin, TN
Industry: Geospatial
Grantee: Institute for GIS Studies (IGISS)

Texas
Community: McAllen, TX
Industry: Advanced Manufacturing
Grantee: Lower Rio Grande Workforce Development Board
Community: Houston, TX
Industry: Aerospace
Grantee: The Houston-Galveston Area Council for the Golf Coast
Workforce Board
Community: Dallas/Fort Worth, TX
Industry: Aerospace
Grantee: Community Learning Center, Inc. (CLC)
Community: Mesquite, TX
Industry: Automotive
Grantee: Eastfield College (with Toyota/Lexus)
Community: Austin, TX
Industry: Healthcare
Grantee: Capital IDEA
Community: Rio Grande Valley, TX
Industry: Healthcare
Grantee: Rio Grande Valley Allied Health Training Alliance
Community: Dallas/Houston, TX
Industry: Healthcare
Grantee: Texas Workforce Commission
Virginia
Community: Hampton, VA
Industry: Advanced Manufacturing
Grantee: Greater Peninsula Workforce Investment Board
Community: Falls Church, VA
Industry: Automotive
Grantee: Automotive Retailing Today (ART)
Washington
Community: Snohomish County, WA
Industry: Aerospace
Grantee: Edmonds Community College
Community: North Shoreline, WA
Industry: Automotive
Grantee: Shoreline Community College
Community: Tacoma/Pierce County, WA
Industry: Healthcare
Grantee: Tacoma/Pierce County Workforce Development Council
Wisconsin
Community: Kenosha, WI
Industry: Automotive
Grantee: Gateway Technical College and Snap-On Tools
Community: Northwest Wisconsin, WI
Industry: Healthcare
Grantee: Telelink Consortium Network

Multiple States
Community: Metropolitan Los Angeles, CA and Miami, FL
Industry: Automotive
Grantee: U.S. Hispanic Chamber of Commerce (with BMW)
Community: Broward County (FL) and Austin (TX), FL and TX
Industry: Healthcare
Grantee: Hospital Corporation of America (HCA)
Community: Atlantis; Boca Raton, FL; Chicago, IL; Anderson;
Indianapolis; Madison,
IN; Danville; Lexington; Louisville; Murray, KY; Baltimore;
Bethesda; Catonsville; La
Plata; Parkville, MD; Dearborn; Detroit, MI; St. Louis, MO; Cary;
Chapel Hill; Durham;
Raleigh, NC; Cincinnati; Kettering, OH; Philad, TN; TX and VA
Industry: Healthcare
Grantee: Catalyst Learning
Community: Communities are being decided in the following
states FL, VA, TX, IL,
NC, SC, PA, MI, TN
Industry: Construction
Grantee: The Home Builders Institute
Community: Ohio sites: Cleveland, Mansfield, Northwood, Dayton

- Illinois sites:
Chicago, Elgin, Palos Hills, Rockford, IL
Industry: Advanced Manufacturing
Grantee: National Center for Integrated Systems Technology
Community: Chicago (IL), Dayton (OH), Drums (PA), IL, OH, PA
Industry: Healthcare
Grantee: Management & Training Corporation
Community: Multiple Locations, MN, SD, ND
Industry: Healthcare
Grantee: The Evangelical Lutheran Good Samaritan Society
Community: Kansas City and Five other Metropolitan Areas, MO
Industry: Advanced Manufacturing
Grantee: National Association of Manufacturers
Community: St. Louis; Santa Ana, MO, CA
Industry: Geospatial
Grantee: Rancho Santiago Community College District
Community: Multiple Locations, MT, NY, NC, RI, SC, TX
Industry: Healthcare
Grantee: Excelsior College
Community: Portsmouth, Ottumwa, Bellevue, San Diego,
Winston-Salem, NH, IA, WA,
CA, NC
Industry: Biotechnology
Grantee: Forsyth Technical Community College
Community: Ohio sites: Cleveland, Mansfield, Northwood, Dayton
- Illinois sites:
Chicago, Elgin, Palos Hills, Rockford, OH
Industry: Advanced Manufacturing
Grantee: National Center for Integrated Systems Technology
Community: Chattanooga; San Antonio; and eight other sites
around the country, TN,
TX
Industry: Construction
Grantee: Associated General Contractors of America
Community: Houston, TX; Chicago, IL; Sioux Falls, SD region;
Seattle, WA region; St.
Louis, MO,
Industry: Healthcare
Grantee: Council for Adult and Experiential Learning
Community: Harlingen, TX; Laramie, WY; Charlotte, NC
Industry: Advanced Manufacturing
Grantee: NCIST/AM
Nationwide
Industry: Advanced Manufacturing
Grantee: National Institute for Metalworking Skills (NIMS)
Industry: Advanced Manufacturing
Grantee: National Institute for Metalworking Skills
Industry: Automotive
Grantee: National Institute for Automotive Service Excellence
Industry: Automotive
Grantee: Automotive Youth Educational Systems
Industry: Construction
Grantee: SkillsUSA-VICA
Industry: Geospatial Technology
Grantee: Kidz Online, Inc.
Industry: Healthcare
Grantee: American Health Care Association Foundation
Industry: Healthcare
Grantee: Paraprofessional Healthcare Institute
Industry: Hospitality
Grantee: National Restaurant Association Educational Foundation
Industry: Information Technology
Grantee: Computing Technology Industry Association (CompTIA)
Industry: Retail
Grantee: The National Retail Federation Foundation (NRFF)

BRAC REFERENCE GUIDE: ATTACHMENT J
List of DOL National Business Partners
May 16, 2005
Adecco
Allstate Insurance
Aramark Corporation
Bank of America
Citigroup
CVS Pharmacy
Diamond Triumph Auto Glass, Inc.
Express Personnel
First Data Corporation
Good Samaritan Society
Hospital Corporation of America (HCA)
The Home Depot
IBM
Jiffy Lube
Manpower
Menlo Worldwide
Petco
Prime Flight Aviation Services
Saks Incorporated
Shell Oil Corporation
Swift Transportation
Toys “R” Us
Verizon
Werner Enterprises
For employer locations and additional information, visit
www.doleta.gov/brg/business_solutions