BRAC- Beyond the Basics Alaska’s BRAC Response Shawna Harper

2 DOL BRAC NEG We are taking advantage of the DOL BRAC NEG to respond to the BRAC actions and also to explore the needs and wants of the communities that are affected. We want to determine where the jobs are for the future, figure out what our training capacity is and where the gaps are.

3 Main Objective Understand the labor market including: –what employer needs are –where the jobs are –the demographics of the labor pool –the current and projected economic climate to support development of the workforce –determine service delivery strategies for both businesses and individuals.

4 Alaska’s BRAC areas Eielson Air Force Base Fairbanks North Star Borough Galena Air Force - Forward Operating Location Galena- Western Alaska

5 Alaska Map

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7 Economic Analysis It was imperative that we learned everything we could about –the communities –the proposed BRAC actions –and the implications of BRAC on the workers, employers and the communities as a whole.

8 Economic Analysis Examine the local economies –Determine what the economic and social impact of BRAC actions were based on demographics –Determine how vital the base is as a driver of jobs, income and industry for the area Direct employment Secondary affected employment Contracts paid to local private sector firms Spending by military and civilian personnel in the area for housing, goods and services

9 Economic Analysis Future –What projects are on the horizon? –What are the high growth industries? –What are the in demand jobs? Needed to ensure that when we began re- training individuals we were guiding them in the right direction. –Needed to understand the needs of local employers.

10 Economic Analysis Training –What training is available for occupations associated with the high growth industries and employer needs? –What and where were the gaps? –The next step is to determine ways to close the gaps.

11 Where is the Info? State Labor Research and Analysis Divisions Local studies that had already been done Other State departments such as Commerce, Community and Economic Development, etc. U.S. Census Bureau

12 Gathering information Gather the information that available and conduct surveys to obtain data that we didn’t have and develop one database to organize the information.

13 Research data not enough…. Travel to each community and met with community leaders and military personnel. Toured the military bases, and the community. Imperative to understand what you’re dealing with. Need to invest time meeting with the local people, physically being in the area, getting a feel for the surroundings. Need to understand what the obstacles are. Figuring out what works for the community and what doesn’t.

14 Engage the right people The right leadership is critical- people who are realists, team players and forward thinkers. The project must be owned by the community and as many leaders as possible involved. The community had to be apart of the planning process in order to get buy-in. They need to decide what they want their future to look like and to be like.

15 Map of Alaska

16 Eielson AFB

17 Fairbanks Partnerships Interior Alaska Regional Council (IARC), which serves as a local advisory council to our Alaska Workforce Investment Board (AWIB). Eielson AFB Commander, Commander of Eielson Contracting Squadron/Business Operations, Human Resource Directors from Eielson AFB Civilian Employment, Non-Appropriated Funds (NAF), Army and Air Force Exchange Service (AAFES), Defense Commissary Agency (DeCA), Elected officials such as the three Mayors in the area, and local government representatives from organized labor, private industry, economic development, non-profit organizations, local and regional native organizations, secondary and post secondary education

18 Fairbanks Response We put out a request for proposals for Assessment and Consultation Services. We used DOL BRAC NEG to hire a contractor to conduct research, analysis and organization of: –The current and future workforce needs and concerns of the area employers –The high growth industries in the area and associated skill set of the occupations needed. –Current training available and the capacity of the training programs locally and statewide.

19 Fairbanks Response –The need for expansion of training to meet the needs of the high growth industries. –The potential for new business development associated with high growth industries. –Gather emerging information from DoD in regard to impact at the base. –Provide information on lessons learned from other military and/or industry downsizing. –Develop a database to organize and present the data. –Provide recommendations for the future.

20 Fairbanks Response From downsizing to growth –Originally moved to warm status… then only relocate the A-10 fighter jets. In the meantime an adjacent Army base, started increasing their troops in large numbers. –This change has now impacted Fairbanks with a growth by the military.

21 Fairbanks Response From downsizing to growth… We amended the Northern Economics contract to add the additional analysis of the growth at the adjacent base We anticipate having the final report by late summer/ early fall in order to continue our planning.

22 Communications In the Fairbanks area we have so many partners and key players in the BRAC response that it was vital that we have some way to keep communications going and one central point of contact. We are doing this by: –having a BRAC lead in the area –create an interactive website. We used DOL BRAC NEG funds to put out a request for proposal to develop an interactive website to provide ongoing communication across the system.

23 Galena

24 Galena The Air Force spends up to 11 million dollars per year to maintain buildings and to keep the runway up to fighter jet standards. The loss of the Air Force contracts also threatens two schools operating on the base. –A boarding school and vocational school both operated by the Galena City School District. The city will also need to find ways to pay an extra $3.5 to $4 million per year to maintain the central steam heat, water and sewer systems for which the Air Force has been paying for.

25 Galena Response We took a different approach. –Lack of a viable economy, and the remote location, etc. –We gathered as much information on demographics, job base, community profile. –We determined that hiring a contractor to do the same type of analysis for Galena as wasn’t feasible.

26 Galena Partnerships The City Manager Mayor City council members School superintended Louden Village Council – Alaska Native tribe Other State Agencies- DOT

27 Galena-experience the area…

28 Galena

29 Galena We used the planning grant to provide money to the City of Galena to –hire a facilitator to facilitate planning meetings, –hire consultant's to conduct research and analysis on specific needs of Galena and the outlying villages, –hire a planner and technical writer, –hire a building contractor and inspector, –and for legal services to negotiate leases.

30 Galena Focusing on reusing the military buildings to expand their educational facilities. The Community has chosen to expand the current educational program from 75 students to as many as 300 boarding school students. This would be complimented by additional programs for post secondary vocational education.

31 Galena We are now planning on using phase II NEG funds to –Certify local teachers –Bring training programs such as building maintenance to the area to train local workers.

32 DoD, Office of Economic Adjustment Another major key player in our BRAC response is from DoD’s Office of Economic Adjustment (OEA). –OEA came into the picture about six months into our response. –OEA gave Fairbanks a planning grant to address the issue of economic dependence on their military instillations. –OEA is currently negotiating with Galena to cover the continued cost of building assessment and analysis, planning and technical assistance

33 Questions?

34 Thank You! BRAC – Beyond the Basics Shawna Harper