U.S. Department of Energy
Office of Legacy Management
Community Transition Program
Summary of Community Reuse
Organizations
Fiscal Years 1993 Through 2015
September 2016
LMS/S13754
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U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Contents
Abbreviations .................................................................................................................................. ii
Community Transition Program ......................................................................................................v
Summary of Community Reuse Organizations and Funding by Activity, Funding, and
Job Creation ............................................................................................................................1
Albuquerque Community Reuse Organization (CRO) Final Report Fiscal Years 1998
Through 2005 .........................................................................................................................7
Carlsbad – Eddy/Lea Regional Commission Community Reuse Organization (CRO) Final
Report Fiscal Years 1998 Through 2007 .............................................................................19
Eight Northern Indian Pueblos Council, Inc. Community Reuse Organization (CRO) Final
Report Fiscal Years 2000 Through 2004 .............................................................................35
Fernald Community Reuse Organization (CRO) Final Report Fiscal Years 1997
Through 2004 .......................................................................................................................43
Hanford – Tri-City Development Council Community Reuse Organization (CRO) Final
Report Fiscal Years 1995 Through 2013 .............................................................................47
Idaho – Regional Development Alliance, Inc. Community Reuse Organization (CRO) Final
Report Fiscal Years 1993 Through 2008 .............................................................................85
Los Alamos National Laboratory Community Reuse Organization (CRO) Final Report Fiscal
Years 1993 Through 2007 ....................................................................................................99
Mound Development Corporation Community Reuse Organization (CRO) Final Report
Fiscal Years 1993 Through 2015 .......................................................................................141
Nevada Test Site Development Corporation Community Reuse Organization (CRO) Final
Report Fiscal Years 1995 Through 2005 ...........................................................................161
Oak Ridge Operations Community Reuse Organization (CRO) Final Report Fiscal
Years 1993 Through 2005 ..................................................................................................185
Paducah-Area Community Reuse Organization (CRO) Final Report Fiscal Years 1997
Through 2006 .....................................................................................................................211
Pinellas Plant Community Reuse Organization (CRO) Final Report Fiscal Years 1994
Through 2008 .....................................................................................................................223
Portsmouth – Southern Ohio Diversification Initiative Community Reuse Organization
(CRO) Fiscal Years 1996 Through 2011 ...........................................................................237
Rocky Flats Coalition of Local Governments Community Reuse Organization (CRO) Final
Report Fiscal Years 1999 Through 2005 ...........................................................................261
Savannah River Site Community Reuse Organization (CRO) Final Report Fiscal
Years 1993 Through 2007 ..................................................................................................267
Appendix
Appendix A Community Reuse Organizations (CRO) That Have Retained Their CRO Status
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page ii
Abbreviations
AAS Associate’s Degree in Applied Science
AM&ITC Advanced Manufacturing and Innovation Training Center
APEL Applied Process Engineering Laboratory
BPA Bonneville Power Administration
CDOD Carlsbad Department of Development
CDPHE Colorado Department of Public Health and Environment
Coalition Rocky Flats Coalition of Local Governments
CRO Community Reuse Organization
CROET Community Reuse Organization of East Tennessee
CRP Comprehensive Reuse Plan
CSRA Central Savannah River Area
CTP Community Transition Plan
D&D decontamination and disposition
DATF Defense Adjustment Task Force
DOE U.S. Department of Energy
DSL digital subscriber line
ECIPDA East-Central Idaho Planning and Development Association
ED/GE Economic Development/ Government Equity
EICRO Eastern Idaho Community Reuse Organization
EIEDC Eastern Idaho Economic Development Council
EM DOE Office of Environmental Management
ENIPC Eight Northern Indian Pueblos Council
ET 2000 East Tennessee 2000 Financial Assistance Fund
ETTP East Tennessee Technology Park
EVFAC Española Valley Fiber Arts Center
FY fiscal year
GIS geographic information system
HAMMER Hazardous Materials Management and Emergency Response
HUB Historically Underutilized Business
HVAC heating, ventilating, and air conditioning
IBT International Brotherhood of Teamsters
ICC Innovation Commercialization Corporation
INL Idaho National Laboratory
IDPP independent power producer
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September 2016 Doc. No. S13754
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LA Los Alamos
LACDC Los Alamos Commerce and Development Corporation
LANL Los Alamos National Laboratory
LM Office of Legacy Management
LNG liquefied natural gas
M&O maintenance and operations
MBP Mound Business Park
MDC Mound Development Corporation
MTTC Manufacturing and Technology Training Center
N/A not applicable
NBDLF New Business Development Loan Fund
NCNMEDD North Central New Mexico Economic Development District
NERC National Electronics Recycling Center
NextGen Next Generation Economy, Inc.
NMEDD New Mexico Economic Development Department
NMIPA New Mexico Internet Professionals Association
NNI Native Nation Institute for Leadership and Policy at the University of Arizona
NNMCC Northern New Mexico Community College
NNSS Nevada National Security Site
NTRC National Transportation Research Center
NTSDC Nevada Test Site Development Corporation
OIG DOE Office of Inspector General
ORCMT Oak Ridge Centers for Manufacturing Technology
ORIDB Oak Ridge Industrial Development Board
ORNL Oak Ridge National Laboratory
OSU Ohio State University
PACRO Paducah-Area Community Reuse Organization
PADD Purchase Area Development District
PDC Proposal Development Center
PGDP Paducah Gaseous Diffusion Plant
PNNL Pacific Northwest National Laboratory
POP Period of Performance
R&D research and development
RDA Regional Development Alliance
RDC Regional Development Corporation
SBDC Small Business Development Center
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SBRDSF Small Business Research and Development Seed Funds
SCAT Park South Carolina Advanced Technology Park
SCC Southeast Community Capital
SCDOC South Carolina Department of Commerce
SCRDA Southern Carolina Regional Development Alliance
Section 3161 Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
SFCC Santa Fe Community College
SICOG Southeast Idaho Council of Governments
SMT semiconductor manufacturing technology
SMTC Suncoast Manufacturing Technology Center
SNL Sandia National Laboratory
SODI Southern Ohio Diversification Initiative
SRRC Savannah River Research Campus
SRS Savannah River Site
STAR TEC STAR Technology Enterprise Center
STC Southeastern Technology Center
SWOT strengths, weaknesses, opportunities, and threats
TARC Tri-Cities Asset Reinvestment Company, LLC
TCA Tri-County Alliance
TCCP Tri-Cities Commercialization Partnership
TDC Technology Deployment Center
THEA Tri-County Higher Education Association Grant
TORNRC The Oak Ridge National Recycling Center
TRADE Traditional Industries Promotion
TRIDEC Tri-City Development Council
UNM-LA University of New Mexico, Los Alamos
USCA University of South Carolina at Aiken
USEC United States Enrichment Corporation
USF University of South Florida
USFWS U.S. Fish and Wildlife Service
UT University of Tennessee
V/S/C Fund Venture/Seed/Challenge Fund
WIPP Waste Isolation Pilot Plant
ZCIP Zahn’s Corner Industrial Park
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
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Community Transition Program
For more than 50 years, the U.S. Department of Energy (DOE) and its predecessor federal
agencies produced materials to manufacture nuclear weapons and conduct activities for the
Manhattan Engineer District. To accommodate these activities, more than 20,000 facilities
throughout the country were built, a large contractor workforce was established, and
communities were transformed. On September 27, 1991, President George H.W. Bush
announced the first unilateral nuclear weapons reduction agreement that signaled the end of the
Cold War and dramatically reduced the need for further nuclear weapons production.
DOE is committed to alleviating the negative impact of its changing mission on its contractor
workforce, who was instrumental in accomplishing DOE’s nuclear weapons production mission,
by ensuring the continuity of their pension and medical benefits. DOE also helped affected
communities by providing community transition grants. Through Section 3161 of the Defense
Authorization Act of 1993, DOE initiated a community transition program to minimize the social
and economic impacts of workforce restructuring on communities near DOE facilities. The
program encouraged affected communities to chart their own economic development future by
establishing a Community Reuse Organization (CRO) that was recognized by DOE to receive
grants for programs to alleviate the impacts of workforce restructuring at DOE facilities. Since
the program’s inception, 15 communities with DOE facilities established CROs. From fiscal year
(FY) 1993 to FY 1994, six CROs were established at the Savannah River, Oak Ridge, Nevada,
Pinellas, Idaho, and Mound sites. Three CROs at the Hanford, Los Alamos, and Portsmouth sites
were established in FY 1995 and 1996. The remaining CROs were established at the Fernald
(FY 1997), Paducah (FY 1998), Carlsbad, Rocky Flats, and Albuquerque (FY 2000) sites and for
the Eight Northern Indian Pueblos Council (FY 2001) organization.
Congress authorized $260.5 million, and DOE provided an additional $34.1 million for a total of
$294.6 million in funding for community transition activities. DOE also transferred excess real
property to CROs through Title 10 Code of Federal Regulations Part 770 and excess personal
property through the Hall Amendment to use as an incentive to retain existing buildings and
attract new businesses to their communities. Some of the economic development activities that
the CROs developed from the grants were revolving-loan programs and seed grants to small and
startup businesses; business recruitment programs; funding to build infrastructure for industrial
parks and speculative office and industrial buildings; business incubators; and worker training
programs. Industrial and office parks were created with Section 3161 funding on DOE property
at the Mound, Oak Ridge, Hanford, and Pinellas sites.
Through these economic development activities the CROs collectively created a total of
49,924 jobs at a cost of $5,903 per job. Section 3161 jobs are defined as lasting at least
18 months and are not temporary in nature or construction jobs. Congress has not authorized any
funding for community transition for over 10 years, and as of FY 2015 all Section 3161 grant
funding has been expended.
Although there are no CROs with remaining Section 3161 grant funding, several CROs are still
active and have retained their CRO status to receive excess personal and real property from
DOE. The CROs at Hanford, Idaho, Los Alamos, Mound, Oak Ridge, Paducah, Portsmouth, and
Savannah River have retained their CRO status.
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U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
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Summary of Community Reuse Organizations and Funding by
Activity, Funding, and Job Creation
U.S. Department of Energy (DOE) Representative:
Tom Pauling, Acting Director
Office of Legacy Management, LM-1
U.S. Department of Energy
1000 Independence Avenue, SW
Washington, DC 20585
Phone: (202) 586-1782 Fax: (202)586-8403
Summary of All Community Reuse Organizations with Section 3161
1
Funding:
• Albuquerque: Next Generation Economy, Inc. (NextGen) located in Albuquerque, New
Mexico, received a Section 3161 grant in fiscal year (FY) 1998 to develop economic
development activities to offset workforce restructuring activities at the Sandia National
Laboratory (SNL). The Community Reuse Organization (CRO) approach was to study the
distinct business clusters in the community and develop economic development activities
that would strengthen each cluster. All Section 3161 funds were expended by FY 2005 when
NextGen merged with another local economic development organization.
• Carlsbad: Section 3161 funds were granted in FY 1998 to the Lea/Eddy Regional
Commission, a coalition of Lea and Eddy Counties, New Mexico, located in Carlsbad, New
Mexico, to offset the impacts of workforce restructuring at the DOE Waste Isolation Pilot
Plant. Economic development activities included infrastructure and speculative building
construction to attract new businesses to the area; pilot studies on the feasibility of bringing
new businesses to the area; and the development of industrial parks for each county. All
Section 3161 funding was expended by FY 2007, and activities begun under the Lea/Eddy
Regional Commission were continued by the economic development programs in
each county.
• Eight Northern Indian Pueblos Council (ENIPC): ENIPC, an established organization
that provided social, health, and economic development activities to the eight Northern
Indian Pueblos in New Mexico, received a Section 3161 grant in FY 2000 to offset
workforce restructuring actions at both the Los Alamos National Laboratory (LANL) and
SNL. ENIPC formed the ENIPC CRO, located in San Juan Pueblo, New Mexico, to use the
funds for planning studies only, including business feasibility studies, a physical
infrastructure assessment, and a market characteristics report. All Section 3161 funds were
expended by FY 2004, and the ENIPC used these studies for future economic development
activities.
• Fernald: The Fernald CRO received Section 3161 funds in FY 1997 to offset the impacts of
the closing of the Fernald plant in Southwest Ohio. The Fernald CRO located in Cincinnati,
Ohio, used the funds only for planning studies including an economic impact study and a
target industry study to assess the site’s economic impact on the greater Cincinnati region
over the next 10 years of site operations. The Fernald CRO also prepared a feasibility plan to
1
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
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develop a business incubator in Hamilton, Ohio, for both Butler and Hamilton Counties. All
Section 3161 funds were expended by the Fernald CRO in FY 2004.
• Hanford: The Tri-City Development Council (TRIDEC) located in Kennewick,
Washington, was an existing economic development organization in the Tri-Cities area that
formed a CRO to accept Section 3161 funds to offset the impact of workforce restructuring
at the DOE Hanford Site. The TRIDEC CRO funded over 30 economic development
projects including revolving-loan funds; incentive funds to retain and recruit businesses to
the area; support for the agriculture, aquaculture, and tourism industries to diversify the area
economy; entrepreneurial support to develop businesses from research conducted at
Hanford; and the reuse of excess personal property from the Hanford Site. The TRIDEC
CRO excelled at encouraging businesses to move to or remain in the area and created
9,368 jobs through their marketing program. The Hanford Reindustrialization program
provided funding for the marketing program from the sale of excess Hanford personal
property. The TRIDEC CRO funded infrastructure to develop the Port of Benton Industrial
Park on excess Hanford property.
• Idaho: Section 3161 funds were originally given to the Eastern Idaho Community Reuse
Organization (EICRO) located in Idaho Falls, Idaho, in FY 1993 to offset the impacts of
workforce restructuring at the DOE Idaho National Laboratory (INL). EICRO developed the
Idaho Technology Corridor economic development project to create a business environment
conducive to recruiting and expanding “high-tech” businesses in Eastern Idaho by using
existing personnel, training programs, and INL assets to accomplish this goal. A Main Street
program was developed to assist rural communities establish their town centers as places of
commerce. Business development and entrepreneurial programs were used to support the
creation of small businesses throughout the region. The State of Idaho later transferred all
EICRO Section 3161 funds and activities to the State of Idaho Regional Development
Alliance (RDA) that was created to invest directly in businesses to create jobs in the INL
seven-county region of influence through the INL Settlement Fund that received
Section 3161 funds from DOE. All Section 3161 funds were expended by FY 2008, but the
RDA has retained its CRO status.
• Los Alamos: The Regional Development Corporation (RDC), an established economic
development organization located in Santa Fe, New Mexico, received a Section 3161 grant
in FY 1993 to offset workforce restructuring actions at LANL. The RDC developed over
30 economic development projects that included the expansion of internet services into rural
areas; support for local craft and agricultural projects; infrastructure projects; training
programs; funding for business incubators, industrial parks, and research centers; and Main
Street programs for rural areas. All Section 3161 funds were expended in FY 2007. The
RDC has continued to retain its CRO status.
• Mound: The Mound Development Corporation (MDC) located in Miamisburg, Ohio, was
established in FY 1994 to receive Section 3161 funds to offset the eventual closure of the
DOE Mound Plant in southwest Ohio. The MDC Board of Directors and the local
community determined that the best way to offset impacts of closing the Mound facility was
to create the Mound Business Park (MBP) at the site on DOE property. Funding was
provided to revitalize existing Mound buildings leased from DOE to sublet to local
businesses and create revenue. Funds were also used to revitalize both buildings and
property transferred from DOE to MDC as a modern industrial and research park. Several
former employees took advantage of entrepreneurial programs to develop businesses at the
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
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MBP based on their work and research at the Mound plant. All Section 3161 funds were
expended by FY 2015.
• Nevada: The Nevada Test Site Development Corporation (NTSDC) located in Las Vegas,
Nevada, was established in FY 1995 to receive Section 3161 funds to offset the impacts of
workforce restructuring at the Nevada Nuclear Security Site (NNSS). NTSDC provided
funding to other local economic development organizations in the area and provided funding
to pilot and emerging businesses mostly in aerospace and clean-energy technologies to
diversify the local economy away from dependence on NNSS. NTSDC also funded
industrial parks and business incubators. All Section 3161 funds were expended in FY 2005,
and economic development activities begun by NTSDC were absorbed into the economic
development efforts at the University of Nevada.
• Oak Ridge: The Community Reuse Organization of East Tennessee (CROET) located in
Oak Ridge, Tennessee, was established in FY 1993 to receive Section 3161 funds to offset
the impacts of workforce restructuring at the DOE Oak Ridge Complex. CROET provided
workforce training, a small-business revolving-loan fund, and provided research centers for
former Oak Ridge National Laboratory and University of Tennessee employees in
transportation and electronics reuse and recycling. CROET’s economic development
emphasis was to reuse DOE property both buildings and property for industrial parks to
create new jobs in the area. CROET expended all Section 3161 funds in FY 2005 but
continues to be a viable economic development organization in East Tennessee in
developing and managing the Horizon and Heritage industrial parks.
• Paducah: The Paducah-Area Community Reuse Organization (PACRO) located in
Mayfield, Kentucky, was established as an offset of the Purchase Area Development District
(PADD) in FY 1997 to receive Section 3161 funds to offset the impacts of workforce
restructuring at the Paducah Gaseous Diffusion Plant (PGDP). PACRO provided funding for
industrial parks, site development, and speculative buildings to create a mix of available
speculative buildings and preparation of the site and industrial park to maximize the
economic potential of PACRO’s five-county area. PACRO also funded training,
entrepreneurial programs for PGDP employees, and marketing efforts to bring industrial
clients to the region. All PACRO Section 3161 funds were expended by FY 2006, and
economic development activities developed by PACRO were continued by PADD.
• Pinellas: The Pinellas Plant Community Reuse Organization (Pinellas Plant CRO) located
in Clearwater, Florida, was established in FY 1994 to receive Section 3161 funds to offset
the eventual closing of the Pinellas Plant. The Pinellas Plant CRO concentrated its efforts on
reusing the Pinellas Plant for commercial businesses and industries to replace the jobs lost
by the closing of the DOE Pinellas Plant. After restoring the plant and marketing its space to
area businesses, the Pinellas Plant CRO established the STAR Technology Enterprise Center
to provided management consulting services to support the commercialization of products
and process technologies to create high-quality jobs. All Section 3161 funds were expended
by FY 2008, and at that time, the Young - Rainey STAR Center was home to 36 high-tech
commercial businesses that employed a total of 1,528 workers.
• Portsmouth: The Southern Ohio Diversification Initiative (SODI) located in Piketon, Ohio,
was established in FY 1996 to receive Section 3161 funds to offset the eventual closing of
the Portsmouth Gaseous Diffusion Plant. SODI established an economic development
program that included funding for industrial parks; speculative buildings; infrastructure
improvements for a local airport; a labor analysis for new industry and business expansion
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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in southern Ohio; training programs; and the development of an incubator. Although all
Section 3161 funds were expended in FY 2011, SODI has retained its CRO status and
remains a viable economic development organization in south east Ohio.
• Rocky Flats: The Rocky Flats Coalition of Local Governments (Coalition) located in
Westminster, Colorado, received Section 3161 funds in FY 1999 to establish a CRO to
ensure that the cleanup and closure of the Rocky Flats site met community expectations.
Other Coalition activities included work on federal legislation to designate Rocky Flats as a
national wildlife refuge after closure and work with DOE and the site contractor to ensure
that DOE maintained a skilled workforce through closure. Since Section 3161 funds were
only used for planning studies, no jobs were created, and all funds were expended by
FY 2005. The Coalition continues to represent the Rocky Flats community without
Section 3161 funds.
• Savannah River Site: The Savannah River Site CRO (SRS CRO) located in Aiken, South
Carolina, was established in FY 1993 to offset workforce restructuring actions at SRS. The
SRS CRO received Section 3161 funds as well as funds from the DOE Savannah River
Operations Office and the site contractor for economic development activities that included
revolving-loan and seed funds for emerging local businesses; funding to Aiken County,
South Carolina, to bring a major tire manufacturer to the area; development of a training
center at Aiken County Community College to encourage existing business retention and
expansion and to recruit new businesses to the area; and development of a new business
incubator and speculative building. All Section 3161 funds were expended in FY 2007, but
the SRS CRO has retained its CRO status and remains a viable economic development
organization in the area.
Table 1 lists the cumulative amount of all Section 3161 funds received by each CRO from
DOE’s Office of Legacy Management (LM) as well as any other DOE grants received for
community transition purposes during the grant period. Table 1 also lists the number of jobs
created or retained by project activity and the cost to develop each job.
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Table 1. Summary of All CROs by DOE Site, Funding, and Job Creation by Project
From FY 1993 Through First Half of 2015
Site
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Funds
Remaining
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Albuquerque $2,909,031 $0 $2,909,031 $2,909,031 $0 689 $4,222
Carlsbad $4,156,000 $243,314 $4,399,314 $4,399,314 $0 1,601 $2,748
ENIPC $672,716 $0 $672,716 $672,716 $0 0
$0
Fernald $736,921 $0 $736,921 $736,921 $0 0 $0
Hanford
$22,964,216
$132,000
$23,096,216
$23,096,216
$0
11,030
$2,094
Idaho
$37,575,000
$0
$37,575,000
$37,575,000
$0
7,928
$4,740
Los Alamos
$12,826,206
$860,381
$13,686,587
$13,686,587
$0
1,700
$8,051
Mound
$29,957,432
$1,110,000
$31,067,432
$31,067,432
$0
943
$32,945
Nevada $15,237,891 $632,417 $15,870,308 $15,870,308 $0 2,728 $5,818
Oak Ridge $58,289,500 $0 $58,289,500 $58,289,500 $0 8,650 $6,739
Paducah $10,350,000 $0 $10,350,000 $10,350,000 $0 1,722 $6,010
Pinellas $26,117,600 $100,000 $26,217,600 $26,217,600 $0 3,580 $7,323
Portsmouth $14,818,000 $100,000 $14,918,000 $14,918,000 $0 2,541 $5,871
Rocky Flats $1,300,000 $0 $1,300,000 $1,300,000 $0 0 $0
Savannah
River
$22,671,325 $30,957,310 $53,628,635 $53,628,635 $0 6,812 $7,873
Totals
$260,581,838
$34,135,422
$294,717,260
$294,717,260
$0
49,924
$5,903
Abbreviation:
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
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Albuquerque
Community Reuse Organization (CRO) Final Report
Fiscal Years 1998 Through 2005
Summary of All Projects Funded with Section 3161
2
Funds:
• City of Albuquerque: Provided a strengths, weaknesses, opportunities, and threats (SWOT)
analysis to assist the City of Albuquerque with possible job losses resulting from a
downsizing at Sandia National Laboratories.
• Albuquerque Technology Incubator: Provided operating expenses for the Albuquerque
Technology Incubation from 1998–2000 to provide space for Albuquerque startup
companies.
• Science and Technology Park Development Corporation Master Plan: Development of
a Master Plan for the Science and Technology Park adjacent to Sandia National
Laboratories.
• Cluster Research and Communication: Next Generation Economy, Inc. (NextGen)
conducted research to identify specific business opportunities and communicated this
information to area industries to foster job creation.
• Entrepreneurial Leadership Excelerator: Provided leadership training through peer
support and individual mentoring to entrepreneurs involved in NextGen-identified business
clusters.
• Technology Cluster Development: Provides a neutral forum for stakeholders (national lab,
research universities, entrepreneurs, and investors) to identify barriers to commercialization
and formulate strategies to increase success.
• NextJob New Mexico: Workforce development effort to establish a web-based database for
job seekers, employers, and education/training providers to identify current opportunities,
plot future trends in skill demand, and assist regional training providers prepare the
workforce of the future.
• Style New Mexico: Provided competitive events to showcase the work of local New Mexico
pottery, furniture, and fashion designers to the media and a national audience. Over
200 artisan entries were involved in the competition.
• Microsystems Fabrication Facility: Encouraged the local manufacture of new
microsystems products derived mainly from research and development at Sandia National
Laboratories. This was a flagship initiative from NextGen’s SWOT analysis. The Intel
Corporation gave NextGen a processing manufacturing line to provide emerging companies
with fabricating capabilities.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from the
U.S. Department of Energy’s (DOE’s) Office of Legacy Management (LM) as well as any other
DOE grants received for community transition purposes during the grant period. Table 1 also
lists the number of jobs created or retained by each project activity and the cost per job.
2
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
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Doc. No. S13754 September 2016
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Table 1. Albuquerque Community Transition Funding and Job Creation by Project
FYs 1998 Through 2005
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Closed Grants
City of Albuquerque
Strengths,
Weaknesses,
Opportunities, and
Threats Analysis
a
$341,984 $0 $341,984 $341,984 0 $0
Albuquerque
Technology Incubator
$100,000 $0 $100,000 $100,000 73 $1,370
Science & Technology
Park Development
Corp. Master Plan
$150,000 $0 $150,000 $150,000 597 $251
Cluster Research and
Communication
a
$45,000 $0 $45,000 $45,000 0 $0
Entrepreneurial
Leadership
a
$14,311 $0 $14,311 $14,311 0 $0
Technology Cluster
Development
a
$15,000 $0 $15,000 $15,000 0 $0
NextJobNM
a
$267,297
$0
$267,297
$267,297
0
$0
Style New Mexico
a
$103,727
$0
$103,727
$103,727
0
$0
Microsystems Fab
Facility
$588,000 $0 $588,000 $588,000 19 $30,947
CRO Administration
$1,283,712
$0
$1,283,712
$1,283,712
0
$0
Totals
$2,909,031
$0
$2,909,031
$2,909,031
689
$4,222
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
Abbreviations:
FY = fiscal year
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Leveraged Funding:
Table 2 is a list of leveraged
3
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from the CRO
contributions of Section 3161 funds or in-kind goods/services
4
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
5
Note that funds obtained from
any DOE programs or offices other than LM should not appear in the table below, but should be
shown in Table 1.
Table 2. Albuquerque CRO Leveraged Funding Sources
Funding Source
Cash
In Kind
U.S. Department of Housing & Urban Development
(Technology Maturation)
$429,054
State of New Mexico
$8,360
City of Albuquerque, New Mexico
$25,000
Public Service Company of New Mexico
$50,000
Technology Ventures Corporation (office space)
$38,831
Style New Mexico contributions and fees
$80,580
$3,900
Intel Corporation (donated microsystems tool set)
$9,000,000
L&M Technology (microsystems)
$75,000
Entrepreneurial Leadership training participation fees
$7,000
NextJob Community Volunteers (105 hours at $75 per hour)
$7,875
McCune Foundation
$10,000
Lovelace Respiratory Research Institute (review of NextGen
financials and treasurers’ report)
$2,100
U.S. Department of Commerce, Economic Development
Administration
$1,500,000
Total
$2,109,994
$9,127,706
3
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
4
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
5
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, a state agency or a private foundation may offer a given level of funding with the stipulation that the
CRO or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party outside
funding agent. Generally, federal agencies do not count other federal grants as matching funds.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 10
Albuquerque
Section 3161–Funded Projects, Now Closed
Project Name: City of Albuquerque, Strengths, Weakness, Opportunities, and Threats
(SWOT) Analysis
Period of Performance: 1998 through 1998
Brief Project Description:
In May 1998, the City of Albuquerque conducted a SWOT analysis funded by DOE using
Section 3161 funds to assist the city with possible job losses resulting from a downsizing at
Sandia National Laboratories.
Project Goals and Objectives:
Conduct an analysis with members of the Albuquerque business community to determine the
city’s strengths and business opportunities and also factors that impede growth.
Project Outcome:
After the SWOT analysis was completed, the Business Technology Group was designated as the
CRO of central New Mexico in January 1999. The Business Technology Group established the
Next Generation Economy Initiative in December 1999 and designated NextGen as the
designated CRO for central New Mexico in 2000.
Total Section 3161 Funds Costed: $341,984
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 11
Albuquerque
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Albuquerque Technology Incubator
Period of Performance: 1998 through 2000
Brief Project Description:
The Business Technology Group, the original designated CRO for central New Mexico, provided
operating expenses for the Albuquerque Technology Incubator.
Project Goals and Objectives:
Provide office and operating space for Albuquerque startup companies at the Albuquerque
Technology Incubator.
Project Outcome:
The operation of the Albuquerque Technology Incubator was later returned to University of New
Mexico sponsorship.
Total Section 3161 Funds Costed: $100,000
Total Jobs Created/Retained: 73
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $1,370
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 12
Albuquerque
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Science and Technology Park Development Corporation Master Plan
Period of Performance: 2000 through 2002
Brief Project Description:
Section 3161 funds were used to prepare a master plan for a Science & Technology Park that
was to be located adjacent to Sandia National Laboratories in Albuquerque, New Mexico.
Project Goals and Objectives:
Complete the master plan and present it to impacted land owners for adoption.
Project Outcome:
The Master Plan was developed and adopted.
Total Section 3161 Funds Costed: $150,000
Total Jobs Created/Retained: 597
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $251
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 13
Albuquerque
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Cluster Research and Communication
Period of Performance: 2001 through 2003
Brief Project Description:
Albuquerque’s SWOT analysis recommended the implementation of a strategic plan based upon
regional assets organized by industry clusters of buyers, suppliers, and service providers. Five
businesses clusters and two traditional clusters were designated: (1) aerospace/electronics
systems, (2) optics, (3) biomed/biotech, (4) information technology/software, (5) microsystems,
(6) artisan manufacturing, and (7) tourism.
Project Goals and Objectives:
Communicate opportunities within the five business clusters to venture capitalists, entrepreneurs,
and economic development organizations to guide their work in starting companies and creating
high-wage jobs.
Project Outcome:
The goals and objectives were met. NextGen conducted research to identify specific business
opportunities within the business clusters such as bioinformatics or information technology
security. Cluster brochures, “NextGen News,” and a website were prepared to provide
information on the five business clusters and opportunities for investment. NextGen also made
presentations to venture capitalists, entrepreneurs, and economic development organizations to
encourage their interest in starting new companies with high-wage jobs in Central New Mexico.
Total Section 3161 Funds Costed: $45,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 14
Albuquerque
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Entrepreneurial Leadership Excelerator
Period of Performance: 2002 through 2004
Brief Project Description:
• Vision: Foster leadership development for NextGen’s economic clusters through education,
peer support, and individual mentoring.
• Mission: The Entrepreneurial Leadership Excelerator helped business leaders achieve
balanced success, by establishing the enterprise’s competitive and commercial viability,
fostering personal and professional growth, and contributing to the vitality of the
community.
Project Goals and Objectives:
• Seize the challenges and potentials offered through individual mentoring and ongoing peer-
group interactions.
• Offer tailored periodic programs that use guest or expert professionals to provide
perspective and insights into leadership.
• Act as a clearinghouse for other opportunities and resources centered on entrepreneurial
leadership.
• Devise, sponsor, and partner in support of activities that will help to integrate
entrepreneurial leaders into the New Mexico community.
Project Outcome:
The first Excelerator class in October 2003 graduated 15 mentees. The 2004 class graduated in
November with seven mentees. At the end of the grant period of performance, enrollment for the
class of 2005 had begun.
Total Section 3161 Funds Costed: $14,311
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 15
Albuquerque
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Technology Cluster Development
Period of Performance: 2001 through 2004
Brief Project Description:
Provided a neutral forum for stakeholders, including national laboratories, research universities,
entrepreneurs, and investors, to identify barriers to commercialization and formulate strategies to
increase success.
Project Goals and Objectives:
Identify barriers to commercialization and formulate strategies to increase success.
Project Outcome:
Through this forum, two initiatives were identified and developed. NextJobNM was developed
as a web database for job seekers, employers, and trainers. A commercial microsystems
fabrication facility was developed to provide manufacturing capabilities to the region’s emerging
microsystems businesses.
Total Section 3161 Funds Costed: $15,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 16
Albuquerque
Section 3161–Funded Projects, Now Closed (continued)
Project Name: NextJobNM
Period of Performance: 2001 through 2004
Brief Project Description:
NextJobNM was a web-based database designed for job seekers, employers, and
education/training providers to identify current opportunities. Regional training providers also
used the website to track future trends and skills and forecast future workforce training needs.
Sandia National Laboratories, a critical partner in this effort, used the site to attract quality
workers for the future.
Project Goals and Objectives:
Develop and launch a workforce database for central New Mexico with high-wage job postings
and information on skill training. The site was to also provide job trainers information on future
industrial trends in central New Mexico.
Project Outcome:
The workforce website was launched in March 2004 and marketed to the public. At the end of
the grant, there were 85 job postings and 532 active job seekers.
Total Section 3161 Funds Costed: $267,297
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 17
Albuquerque
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Style New Mexico
Period of Performance: 2002 through 2005
Brief Project Description:
Style New Mexico events were intended to grow the creative talent in New Mexico by
promoting artisan designers in pottery, furniture, and fashion to national attention. Entrepreneurs
that defined New Mexico style competed in a statewide forum that was judged by national
experts. The competition provided a venue that advanced the work of New Mexico’s huge
artisan community and attracted buyers, collectors, and industry press.
Project Goals and Objectives:
To focus national-level media attention on New Mexico’s artisans on all levels of design and
offer tools to help the artisans achieve their goals and develop their businesses.
Project Outcome:
The Style New Mexico competition was held in September 2003 and attracted buyers, collectors,
and industry press. An artisan enterprise workshop was held on December 1, 2004, to assist New
Mexico artisans to market their products. Nationally known marketing consultants were brought
in to help the artisans understand how to market their products nationally.
Total Section 3161 Funds Costed: $103,727
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 18
Albuquerque
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Microsystems Fab Facility
Period of Performance: 2002 through 2005
Brief Project Description:
NextGen assisted with the donation of a $9 million semiconductor toolset from the Intel
Corporation. The toolset included a mask aligner, a spin coater, a hotplate, and etcher for the new
microsystems fabrication facility for Central New Mexico’s emerging microsystems industry.
Project Goals and Objectives:
Develop a commercial microsystems fabrication facility to provide manufacturing capabilities to
the emerging microsystems industry in New Mexico to create high-wage paying jobs in central
New Mexico. The growing microsystems industry in central New Mexico was launched through
research and development efforts at Sandia Laboratories.
Project Outcome:
Project goals and objectives were met.
• NextGen accepted a complete process manufacturing line from the Intel Corporation that
was used in the fabrication of microsystems for emerging companies.
• The donated equipment and clean room, including an ellipsometer, spin rinse dryer, and a
wet sink, were installed at the University of New Mexico.
• In October 2004, the U.S. Department of Commerce, Economic Development
Administration announced a $1.5 million grant to the University of New Mexico
Manufacturing Training and Technology Center cleanroom. The tools and cleanroom will be
used by students, professors, and small businesses.
Total Section 3161 Funds Costed: $588,000
Total Jobs Created/Retained: 19
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $30,947
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 19
Carlsbad – Eddy/Lea Regional Commission
Community Reuse Organization (CRO) Final Report
Fiscal Years 1998 Through 2007
Summary of All Projects Funded with Section 3161
6
Funds:
Advanced Manufacturing and Innovation Training Center (AM&ITC): Carlsbad
Department of Development (CDOD) constructed the AM&ITC at the Carlsbad Airport
Industrial Park to support the development of new businesses, projects and markets for
existing businesses through offered programs and capabilities advanced manufacturing
training programs.
Flexible manufacturing lease space for research and development (R&D) for new project
development and/or new startup companies.
Comprehensive onsite technical services.
• Geographic Information System (GIS) – City of Carlsbad and Eddy County: Provided
a GIS mapping system for Eddy County and the Cities of Carlsbad and Artesia.
• Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis for Eddy and
Lea Counties, New Mexico: Provided direction and momentum in job retention, job
creation, and technology development related to the Waste Isolation Pilot Plant (WIPP) and
to the overall diversification of the regional economy.
• Artesia Main Street Project and Marketing Study: Provided ongoing community
involvement and coordination activities, andimplemented new marketing strategies to recruit
new industry and help expand the regional economy.
• Prepared Plans for a Streetscape Renovation over a seven-block area as a pilot project in
conjunction with the New Mexico Highway and Transportation Departments. The plans
included street pedestrian lighting, landscaped mediums, streetscapes, tree and bush
plantings, seated landscape walls, pedestrian-friendly streets, and low-angle parking.
• Lea County Targeted Market Study – Automotive: Developed an intelligence report on
the motor-vehicle parts and accessories industry in preparation of a targeted industry
campaign and developed a list of businesses in this industry that are likely to relocate or
expand. This report met one of the objectives of Lea County’s Economic Development
Corporation.
• Conversion of Oilfield Produced Water Pilot Plant and the Logistical/Legal/
Engineering Studies for the Conversion: The study provided a solution to decreasing
water supplies throughout New Mexico and the nation. Prepared a
logistical/legal/engineering study that used the demonstration plant findings for the
reclamation and purification of oilfield produced water.
• Lea County Beautification & Business Attraction: Section 3161 funding was used to
improve the visual appearance of four area communities to attract new industries.
• Public Infrastructure: National Cave & Karst Research Institute: Section 3161 funding
was used in a project to provide infrastructure funding for the National Cave & Karst
Research Institute in Carlsbad, New Mexico, that served as an integrated, multidisciplinary,
6
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 20
multi-institutional science and technology center in the scientific investigation of cave and
karst environments and systems.
• Lea County Speculative Retail Building (Tatum, New Mexico): Section 3161 funds and
private investment were used to build a speculative building to recruit a grocery business to
replace the only area grocery store in the area, which was destroyed in a fire.
• 2003 Summer Interns: Two summer architectural student interns were funded to provide
assistance in the final design of a Brownfield Redevelopment Project, “The Cascades at
Carlsbad.”
• Brownfield Redevelopment, Hobbs Industrial Air Park (Lea County, New Mexico):
Section 3161 funding was used to help fund an environmental assessment site preparation
and cleanup at Phase I Brownfield areas identified by the 2002 Hobbs Industrial Air Park
Master Plan to expand and recruit new business to Lea County, New Mexico.
• City of Artesia Job Creation through Industrial Park Expansion and Training
Provision: Funding was used to purchase 80 additional acres at the Artesia Industrial Park
for expansion. Infrastructure engineering for 37 lots in the 80-acre subdivision included the
development of roadways, water and sewer facilities, street lighting, and fire hydrants. New
marketing materials and a website update promoted the Artesia Vocational Training Center,
a vital tool for business retention, expansion, and recruitment.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from the
U.S. Department of Energy’s (DOE’s) Office of Legacy Management as well as any other DOE
grants received for community transition purposes during the grant period. Table 1 also lists the
number of jobs created or retained by each project activity and the cost per job.
Table 1. Carlsbad Transition Funding and Job Creation by Project
FYs 1998 Through 2007
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Advanced
Manufacturing &
Innovation
Training Center
$1,945,000 $0 $1,945,000 $1,945,000 650 $2,992
GIS for the City of
Carlsbad and
Eddy County
a
$250,000 $243,314 $493,314 $493,314 0 $0
SWOT Analysis
(Eddy County, Lea
County, and WIPP)
a
$550,000 $0 $550,000 $550,000 0 $0
Artesia Main Street
and Marketing Study
$200,000 $0 $200,000 $200, 000 555 $360
Lea County Targeted
Market Study-
Automotive
a
$4,000 $0 $4,000 $4,000 0 $0
Conversion of Oil
Field-Produced
Water Pilot Plant and
Logistical Study
$236,000 $0 $236,000 $236,000 5 $47,200
Table 1 (continued). Carlsbad Transition Funding and Job Creation by Project
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 21
FYs 1998 Through 2007
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Lea County
Beautification and
Business Attraction
$120,000 $0 $120,000 $120,000 170 $706
Public Infrastructure,
National Cave &
Karst Research
Institute
$200,000 $0 $200,000 $200,000 4 $50,000
Lea County
Speculative Retail
Building
$100,000 $0 $100,000 $100,000 8 $12,500
Student Interns
(summer 2003)
$11,000 $0 $11,000 $11,000 $0
Brownfield
Redevelopment of
Hobbs Industrial
Air Park
a
$83,334 $0 $83,334 $83,334 0 $0
Artesia Industrial
Park and Training
Promotion
$56,666 $0 $56,666 $56,666 209 $271
Staffing,
Administrative and
Accounting
$400,000 $0 $400,000 $400,000 0 $0
Total
$4,156,000
$243,314
$4,399,314
$4,399,314
1,601
$2,748
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
Abbreviations:
FY = fiscal year
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 22
Leveraged Funding:
Table 2 is a list of leveraged
7
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
8
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
9
Table 2. Carlsbad Leveraged Funding Sources
Funding Source
Cash
In Kind
U.S. Department of the Interior
$2,200,000.00
$0
New Mexico State Legislature
$750,000.00
$0
New Mexico State Legislature, NC&KRI Construction
appropriation
$1,000,000.00 $0
Private investment, new businesses
$27,652,000.00
$0
USDA Rural Business Enterprise grant
$194,130.00
$0
Total Leveraged Funding
$31,796,130.00
$0
Matching Funding
Artesia Main Street
NMSHTD Map 0821(900)106
NMSHTD-2-01 (505)
NM Legislative Grant 00-L-NR-1-3-G510
NM Legislative Grant 00-L-NR-1-3-G30
NM Legislative Grant 00-L-NR-1-3-G-1063
NM Legislative Grant 00-L-NR-1-3-G-1064
City of Artesia
Tea-21 Grant
NM State Highway Department
Federal Bureau of Reclamation
NM Assoc. of Soil & Water Conservation Districts
Sandia National Laboratories
CDOD Administration
B & H Maintenance & Construction, Inc.
City of Jal
City of Hobbs
City of Lovington
City of Carlsbad
Carlsbad Department of Development
Artesia Chamber of Commerce
Town of Tatum
$364,039.00
$750,000.00
$67,500.00
$250,000.00
$500,000.00
$10,000.00
$25,000.00
$283,902.00
$400,000.00
$50,000.00
$76,500.00
$5,002.00
$24,784.00
$50,000.00
$25,000.00
$4,679.00
$11,543.00
$789,653.00
$50,000.00
$72,000.00
$10,729.00
$315.00
$171,749.00
(land & R/W) $25,000.00
$8,200.00
Total Matching Funding
$2,897,949.00
$1,127,646.00
Abbreviations:
NC&KRI = National Cave and Karst Research Institute; NMSHTD = New Mexico State Highway and Transportation
Department; R/W = Right of Way; USDA = United States Department of Agriculture
7
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
8
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by other
parties.
9
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party outside
funding agent. Generally, federal agencies do not count other federal grants as matching funds.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 23
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed
Project Name: Advanced Manufacturing & Innovation Training Center (AM&ITC)
Period of Performance: 1996 through 2001
Brief Project Description:
In years 1996–1997, the CDOD constructed the 36,000 square foot AM&ITC on 5.5 acres of
industrial land at the Carlsbad Airport Industrial Park in Carlsbad, New Mexico. The AM&ITC
integrated into one facility the following programs and capabilities: (1) advanced manufacturing
training programs delivered in a flexible, high-bay, working “shop” environment with onsite
access to adjacent classrooms and a computer laboratory; (2) flexible manufacturing lease space
for R&D for new project development, prototyping, staging large fabrications, special project
scale-up demonstrations, and new startup companies; and (3) comprehensive onsite technical
services such as R&D technical support, technology and manufacturing extension, business
consulting and training, and access to federal technology transfer opportunities. The AM&ITC
service area consisted of Chaves, Eddy, and Lea Counties in southeast New Mexico. Businesses
and industries were offered customized education and employee training at the AM&ITC
through the New Mexico State University at Carlsbad. A full-time diversity manager for
Southeastern New Mexico was hired to provide marketing services and create jobs at AM&ITC
to improve the economy.
Project Goals and Objectives:
The AM&ITC mission was to enhance the competitiveness of area manufacturers and diversify
the area economy by supporting the development of new business and new projects and markets
for existing businesses.
Project Outcome:
• Two associate’s degrees were created through the Manufacturing Sector
Development Program.
• Over 15,000 students were trained by TTC, Inc. and the New Mexico State University
at Carlsbad.
• Two manufacturing businesses provided incubator space for emerging new businesses.
• Two call centers were established including VALOR Telecom, a public utility, and The
Connection, an inbound telemarketing firm that created a total of 500 new jobs. Both
companies moved to the City of Carlsbad and were recruited by the diversity manager.
• A medical transcription company and software development company were recruited and
launched from the AM&ITC.
Total Section 3161 Funds Costed: $1,945,000
Total Jobs Created/Retained: 650 (Direct)
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $2,992
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 24
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Geographic Information System – City of Carlsbad and Eddy County
Period of Performance: 1998 through 2001
Brief Project Description:
Developed and implemented a computerized mapping system for Eddy County, including the
cities of Carlsbad and Artesia, New Mexico.
Project Goals and Objectives:
The project goal was to create overlaying maps to provide public safety, infrastructure,
environmental, demographic, and economic information essential to the diversification of the
county’s economy and to support new business development.
Project Outcome:
• A fully coordinated GIS for Eddy County was implemented.
• Analysis from GIS data was used for community planning activities and job creation.
Total Section 3161 and Other DOE Funds Costed: $493,314
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 25
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Strengths, Weaknesses, Opportunities, and Threat (SWOT) Analysis for Eddy
and Lea Counties, New Mexico
Period of Performance: 1999 through 2000
Brief Project Description:
A regional SWOT Analysis for Eddy and Lea Counties was conducted in 2000 to analyze the
counties’ strengths and weaknesses. The SWOT analysis provided direction and momentum in
job retention, job creation, and technology development related to both the DOE WIPP and to
the overall diversification of the area economy.
Project Goals and Objectives:
• Seek prioritized action funding
• Diversify the economy
Project Outcome:
Over $10 million in state, federal, local, and private grants were received to complete SWOT-
identified projects.
Total Section 3161 Funds Costed: $550,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 26
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Artesia Main Street Project and Marketing Study
Period of Performance: 2001 through 2007
Brief Project Description:
Artesia Main Street Phase II (fiscal year [FY] 2001) renovation included a seven-block area
including street pedestrian lighting, landscaped mediums, streetscapes, trees, bushes, seated
landscape walls, pedestrian-friendly streets, low-angle parking, a pilot project in association with
the New Mexico Highway and Transportation Department, and U.S. Highway 285 aesthetic
enhancements.
The marketing study was designed to highlight the new economy of Artesia and included
brochures, a web page, and incentive guides to recruit new industry to the area.
Project Goals and Objectives:
The purpose of the project is to create jobs by:
• Improving pedestrian and vehicular traffic for downtown businesses.
• Encouraging present downtown businesses to improve and expand.
• Recruiting new businesses and industries to the area.
Project Outcome:
Funds were used for ongoing community involvement and coordination actions for the total
$8 million Main Street Project. The project scope included continuing aesthetic improvements to
U.S. Highway 285 and intersecting streets including design, engineering studies and construction
for gateway artwork/signage and landscaping, and irrigation and landscape design/engineering
and construction. Through a selection process, a bronze sculpture was purchased and installed as
part of the landscape design. Total previous private investment was approximately $300,000.
The marketing study included a Community Fact Magazine, an incentive and demographics
guide, and the design of the web page. Three new industrial companies were recruited to the
Artesia area through the incentive guide program.
Total Section 3161 Funds Costed: $200,000
Total Jobs Created/Retained: 555
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $360
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 27
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Lea County Targeted Market Study - Automotive
Period of Performance: 2001 through 2002
Brief Project Description:
Developed an intelligence report on the motor-vehicle parts and accessories industry to prepare a
targeted industry campaign and a list of businesses that are likely to relocate or expand to meet
objectives of the Economic Development Corporation of Lea County.
Project Goals and Objectives:
Prepare a motor-vehicle parts and accessories industry report, and conduct a quarterly direct-mail
campaign.
Project Outcome:
The motor-vehicle parts and accessories industry report was prepared, and five prospects were
identified. Lea County’s visibility in this industry area increased, but the direct mail campaign
was suspended due to declining global economic conditions.
Total Section 3161 Funds Costed: $4,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 28
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name:
1. Pilot Project, Reclamation of Oilfield Produced Water
2. Logistical/Legal/Engineering Studies for the Reclamation of Oilfield Produced Water in Lea
and Eddy Counties, New Mexico
Period of Performance: 2001 through 2004
Brief Project Description:
Section 3161 funding was used to augment funding to construct a pilot demonstration plant to
reclaim and purify oilfield produced water. A logistical/legal/engineering study was prepared
that included the finding of the demonstration plant.
Project Goals and Objectives:
Provide a solution to decreasing water supplies throughout New Mexico and the nation through a
study on purifying oilfield produced water.
Project Outcome:
• Pilot Plant project was completed on December 15, 2001.
• Final Report was completed 2004.
• The study was used as the logistical/legal basis by two private companies to construct
oilfield produced water treatment pilot plants in North and South Eddy County. Five jobs
were created by the end of the grant period.
Total Section 3161 Funds Costed: $236,000
Total Jobs Created/Retained: 5
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $47,200
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 29
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Lea County Beautification & Business Attraction
Period of Performance: 2002 through 2007
Brief Project Description:
Constructed beautification projects at highway entrances and downtown areas in four Lea
County, New Mexico, communities including:
• Lovington, New Mexico—Placed entry welcoming signs at three entrance points.
• Hobbs, New Mexico—Designed and constructed a plaza/pocket park.
• Jal, New Mexico—Installed a time and temperature sign on Main Street.
• Eunice, New Mexico—Prepared site for landscaping and installed a flagpole and
message board.
Project Goals and Objectives:
The beautification and business attraction project was used to attract industry and improve the
visual appearance of these four communities. Improvements throughout the county assisted
economic development by diverting the county’s economic base to attracting new industry to
the region.
Project Outcome:
• Lovington, New Mexico—The installation of three welcoming signs was completed.
• Hobbs, New Mexico—A plaza pocket park was designed and constructed.
• Jal, New Mexico—A time and temperature clock was installed on Main Street.
• Eunice, New Mexico—Site was prepared and landscaped for the installation of a flagpole
and message board.
Total Section 3161 Funds Costed: $120,000
Total Jobs Created/Retained: 170
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $706
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 30
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Public Infrastructure: National Cave & Karst Research Institute
Period of Performance: 2002 through 2007
Brief Project Description:
Section 3161 funds ($200,000) were awarded to complete $300,000 in public infrastructure to
site the National Cave & Karst Research Institute at the Cascades at Carlsbad, a U.S. Department
of Commerce, Economic Development Administration, and Brownfield Project. Over
25 scientific jobs were to be created over a 3–5 year period. Project elements included an access
road from Park Drive; the installation of water and sewer lines and underground electric and gas
lines; and the construction of curbs, sidewalks, and landscaping.
The National Cave & Karst Research Institute, centralized in Carlsbad, New Mexico, serves as
an integrated, multidisciplinary, multi-institutional science and technology center in the scientific
investigation of cave and karst environments and systems. The National Cave & Karst Research
Institute Study, A Report to Congress, dated December 1994, selected the Carlsbad, New
Mexico, area as the location for the proposed national institute. The Carlsbad site was officially
designated by Congress as the official site in 1999.
Project Goals and Objectives:
Provide infrastructure needed to support the construction of the National Cave & Karst Research
Institute in Carlsbad, New Mexico. It was estimated that 25 scientific jobs would be created
when the institute was operational.
Project Outcome:
• The project bid was awarded on July 1, 2005.
• Project construction of the infrastructure improvements commenced on August 1, 2005. The
infrastructure construction was 100 percent complete at the end of the grant period.
Total Section 3161 Funds Costed: $200,000
Total Jobs Created/Retained: 4
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $50,000
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 31
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Lea County Speculative Retail Building, Tatum, New Mexico
Period of Performance: 2003 through 2007
Brief Project Description:
In 2001, the town of Tatum, New Mexico, population 623, lost its only grocery store to a fire.
The proprietor elected not to rebuild and, as a result, the largely elderly population no longer had
a nearby grocery store and was provided bus service to shop for groceries 20 miles away. A
speculative building was to be erected without tenant or buyer in the hopes of recruiting a
grocery enterprise.
Project Goals and Objectives:
The expected project outcome was the recruitment of a new grocery store and the creation of
four to eight jobs.
Project Outcome:
With an additional $397,500 in private investment, the speculative retail building was
constructed, and a tenant, Israel’s Grocery Store, then occupied the building and sustained a total
of eight jobs.
Total Section 3161 Funds Costed: $100,000
Total Jobs Created/Retained: 8
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $12,500
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 32
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: 2003 Summer Interns
Period of Performance: 2003
Brief Project Description:
Two University of New Mexico students, in their senior year, from the Schools of Architecture
and Landscape Architecture, were employed following an Internet search and outreach to
Hispanic-serving institutions and historically Black colleges.
Project Goals and Objectives:
This project was to provide assistance with the final design of a Brownfield Redevelopment
Project, “The Cascades at Carlsbad,” that will serve as the site for the construction of the
National Cave & Karst Research Institute.
Project Outcome:
• Prepared a fully developed site plan in compliance with the Americans with Disabilities Act.
• Provided a perspective of the entire site.
• Prepared a west view perspective from the main fountain.
• Prepared elevations for the north, south, and east sections.
• Prepared a gateway elevation.
• Prepared standard boards.
• Prepared a site model.
All contracted work was delivered, and the site model was displayed at the Carlsbad City Hall.
This project was closed on December 31, 2003.
Total Section 3161 Funds Costed: $11,000
Total Jobs Created/Retained: Two temporary interns. These positions were not included in the
overall 1,601 job count for the CRO.
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 33
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Brownfield Redevelopment, Hobbs Industrial Air Park, Lea County, New
Mexico
Period of Performance: 2004 through 2007
Brief Project Description:
The City of Hobbs and the Economic Development Corporation of Lea County identified the
Hobbs Industrial Air Park as a priority to seek funding for needed improvements to enticing new
and expanding businesses and industries to locate in Lea County. The project included an
environmental assessment, site preparation, and cleanup at Phase I Brownfield areas identified
by the Hobbs Industrial Air Park Master Plan, completed in 2002. It was anticipated that
26 immediate and 100 total new jobs would be created within 3 years by marketing this area.
Project Goals and Objectives:
Conduct improvements to the Hobbs Industrial Air Park, and entice new and expanding
businesses to locate in the Hobbs Industrial Air Park in Lea County, New Mexico.
Project Outcome:
The environmental assessment, site preparation, and cleanup were complete at the end of the
grant period, and marketing efforts were underway.
Total Section 3161 Funds Costed: $83,334
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 34
Carlsbad – Eddy/Lea Regional Commission
Section 3161–Funded Projects, Now Closed (continued)
Project Name: City of Artesia Job Creation through Industrial Park Expansion and Training
Period of Performance: 2004 through 2007
Brief Project Description:
The existing 75-acre Artesia Industrial Park, with over 300 jobs, had reached full capacity. In
order to recruit additional manufacturing companies to the park, the City of Artesia purchased an
additional 80 acres for expansion in 2002. The 80-acre subdivision plat contained 37 lots and
required infrastructure engineering to develop roadways, water and sewer facilities, street
lighting, and fire hydrants.
The Artesia Vocational Training Center, located in the Artesia Industrial Park, is a vital tool for
business retention, expansion, and recruitment. The training center was undergoing an expansion
for a small-business incubator; additional over-the-road truck driving Commercial Driver’s
License courses; and various vocational skills training. The facility was under new management
through the New Mexico State University at Carlsbad. New marketing materials and website
updates were required to promote this facility.
Project Goals and Objectives:
• Prepare infrastructure engineering for Phase III of the Artesia Industrial Park, including
engineering, design, and cost estimating. The final elements selected for construction
included roadway, utilities, lighting, landscaping, and signage.
• Design and print an Artesia Vocational Training Center brochure, and create a website
and links.
• Recruit three targeted new industrial businesses annually that would create 30 new jobs
per year.
Project Outcome:
• The industrial park expansion, design, cost estimates, and pre-engineering were completed
with funding obtained through the New Mexico Rural Development Response Council and
the FY 2004 Community Reuse Organization Block Grant.
• The Artesia Vocational Training Center brochure design and printing was completed.
• The website was completed but taken down on September 7, 2005.
Total Section 3161 Funds Costed: $56,666
Total Jobs Created/Retained: 209
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $271
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 35
Eight Northern Indian Pueblos Council, Inc.
Community Reuse Organization (CRO) Final Report
Fiscal Years 2000 Through 2004
Summary of All Projects Funded with Section 3161
10
Funds
• Strengths, weaknesses, opportunities, and threats (SWOT) analysis: A SWOT analysis
was conducted to identify business sectors in the community that have the best potential
for success.
• Individual Tribal Planning Assessment: The Eight Northern Indian Pueblos Council
(ENIPC) CRO worked with the Native Nation Institute for Leadership and Policy at the
University of Arizona (NNI) on exercises in nation building. NNI was also to develop a
strategic analysis for the leadership of the ENIPC and its member pueblos.
• Business Feasibility Studies: Prepared two business plans, one on the feasibility of selling
native exotic hardwood from Central and South America and another on the feasibility of
developing petroleum businesses throughout the Eight Northern Indian Pueblos.
• Physical Infrastructure Assessment and Market Characteristics Report: Prepared a
physical infrastructure assessment to collect, assemble, and analyze data on physical
infrastructure characteristics and conditions and a market characteristics report to collect,
assemble, and analyze data on economic characteristics of the ENIPC region, which
encompassed the counties of Rio Arriba, Taos, and Santa Fe, New Mexico.
• Student Interns: Hired college students to work with the ENIPC in the summer of 2003.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from the U.S.
Department of Energy’s (DOE’s) Office of Legacy Management, as well as any other DOE
grants received for community transition purposes during the grant period. Table 1 also lists the
number of jobs created or retained by each project activity and the cost per job.
Table 1. Eight Northern Indian Pueblos Council Community Transition Funding and Job Creation
by Project
FYs 2000 Through 2004
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs Created
or Retained
(Reported)
a
Average
Cost per
Job
Created
Strengths,
Weaknesses,
Opportunities, and
Threats Analysis
$116,600 $0 $116,600 $116,600 0 $0
Individual Pueblo
Planning
Assessments
$140,000 $0 $140,000 $140,000 0 $0
Business
Feasibility Studies
$100,000 $0 $100,000 $100,000 0 $0
10
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Table 1 (continued). Eight Northern Indian Pueblos Council Community Transition Funding and Job
Creation by Project
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 36
FYs 2000 Through 2004
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs Created
or Retained
(Reported)
a
Average
Cost per
Job
Created
Physical
Infrastructure
Assessment and
Market
Characteristics
Report
$50,000 $0 $50,000 $50,000 0 N/A
Labor Force
Assessment
$35,000 $0 $35,000 $35,000 0 N/A
Student
Interns 2003
$8,050 $0 $8,050 $8,050 0 N/A
CRO
Administration
$223,066 $0 $223,066 $223,066 0 N/A
Totals
$672,716
$0
$672,716
$672,716
0
N/A
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
Abbreviations:
FY = fiscal year
N/A = Not applicable
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
Leveraged Funding:
Table 2 is a list of leveraged
11
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
12
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
13
Table 2. Eight Northern Indian Pueblos Council Leveraged Funding Sources
Funding Source
Cash
In Kind
U.S. Economic Development Authority
$40,000
--
Total
$40,000
--
11
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
12
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
13
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 37
Eight Northern Indian Pueblos Council
Section 3161–Funded Projects, Now Closed
Project Name: Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis
Period of Performance: 2002
Brief Project Description:
A SWOT analysis of the ENIPC was conducted.
Project Goals and Objectives:
Identify business sectors in the community that have the best potential for success.
Project Outcome:
Several industrial areas were identified, including exotic hardwoods and petroleum businesses.
Total Section 3161 Funds Costed: $116,600
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 38
Eight Northern Indian Pueblos Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Individual Tribal Planning Assessments
Period of Performance: 2002 Through 2003
Brief Project Description:
The ENIPC CRO worked with the University of Arizona Native Nation Institute for Leadership
and Policy on exercises in nation building. NNI was also to develop a strategic analysis for the
leadership of the ENIPC and its member pueblos.
Project Goals and Objectives:
Encourage nation building practices within individual pueblos and within the collective ENIPC.
Project Outcome:
The Pueblo of San Ildefonso began their process in January 2003. The Pueblo of Taos was
contacted and introduced to CRO activities. CRO staff met with the former governor in 2002 to
provide information for new administration. This was a planning project that was not intended to
create or retain jobs.
Total Section 3161 Funds Costed: $140,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 39
Eight Northern Indian Pueblos Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Business Feasibility Studies
Period of Performance: 2002 Through 2003
Brief Project Description:
Prepared two feasibility business plans for selling native exotic hardwood from Central and
South America and developing a petroleum business throughout the Eight Northern Indian
Pueblos. The sale of exotic hardwood business plan looked at the feasibility of working on a
tribal nation to tribal nation basis with tribal nations in Central and South America to import,
finish, market, and sell exotic Central and South American hardwoods.
The Petroleum Business Assessment determined the feasibility of developing petroleum
businesses throughout the Eight Northern Indian Pueblos. The assessment looked at market
factors, competitive advantages and disadvantages, and market strategies, pro forma, for a
business that would benefit all eight pueblos and ENIPC Inc. The Petroleum Business
Assessment also determined the feasibility of locating such a business on or off the reservations.
Project Goals and Objectives:
Work on a tribal nation to tribal nation basis to import and finish exotic hardwood from Central
and South America, and market and sell the hardwood in North American markets. Determine
the feasibility of developing petroleum businesses throughout the Eight Northern Indian Pueblos.
Project Outcome:
The “Native Woods Business” assessment per the grant award was completed by the end of the
period of performance for the contract. The petroleum business assessment per the grant award
was completed, and upon review the ENIPC CRO wanted to conduct additional research in
this area.
Total Section 3161 Funds Costed: $100,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 40
Eight Northern Indian Pueblos Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Physical Infrastructure Assessment and Market Characteristics Report
Period of Performance: 2002 Through 2003
Brief Project Description:
Prepared a physical infrastructure assessment to collect, assemble, and analyze data on physical
infrastructure characteristics and conditions and a market characteristics report to collect,
assemble, and analyze data on economic characteristics of the ENIPC region, which
encompassed the counties of Rio Arriba, Taos, and Santa Fe, New Mexico.
Project Goals and Objectives:
The Physical Infrastructure Assessment would assist the ENIPC CRO in assessing future
economic opportunities. The Market Characteristics Report would assist the ENIPC CRO in
assessing future economic opportunities for ENIPC, Inc.
Project Outcome:
The status of the physical infrastructure assessment per the grant award was not yet delivered at
the end of the period of performance. The “Market Characteristics Report” per the grant award is
complete.
Total Section 3161 Funds Costed: $50,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 41
Eight Northern Indian Pueblos Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Labor Force Assessment
Period of Performance: 2003
Brief Project Description:
The labor force assessment collected, assembled, and analyzed data on labor force characteristics
and conditions in the ENIPC region, which encompassed the ENIPC and Rio Arriba, Taos, and
Santa Fe counties in New Mexico.
Project Goals and Objectives:
The labor force assessment was to assist the ENIPC community reuse organization in assessing
future economic opportunities in the ENIPC region.
Project Outcome: The labor force assessment per the grant award was completed.
Total Section 3161 Funds Costed: $35,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 42
Eight Northern Indian Pueblos Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Student Interns 2003
Period of Performance: 2003
Brief Project Description:
The ENIPC hired college students to work with the Council in the summer of 2003.
Project Goals and Objectives:
Provide assistance for ENIPC activities and provide work skills and experience for the
student interns.
Project Outcome:
College students were hired by and assisted ENIPC with their activities during their
summer breaks.
Total Section 3161 Funds Costed: $8,050
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 43
Fernald
Community Reuse Organization (CRO) Final Report
Fiscal Years 1997 Through 2004
Summary of All Projects Funded with Section 3161
14
Funds:
• Startup/Planning Grant for Fernald CRO: Initial startup grant gathering community
input on the future use of the Fernald site. The Fernald CRO prepared a Community
Transition Plan (CTP) for the Fernald area. As part of the CTP, the CRO prepared an
economic impact study and a target industry study to assess the site’s economic impact on
the greater Cincinnati region over the next 10 years of operation. The CTP looked at the
potential of using excess property at the Fernald site for economic development purposes.
• Fernald CRO Implementation Grant (Incubator): The Fernald CRO prepared a business
plan on the feasibility of developing a business incubator for Hamilton and Butler Counties
in Hamilton, Ohio.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from the
U.S. Department of Energy’s (DOE’s) Office of Legacy Management as well as any other DOE
grants received for community transition purposes during the grant period. Table 1 also lists the
number of jobs created or retained by each project activity and the cost per job.
Table 1. Fernald Community Transition Funding and Job Creation by Project
FYs 1997 Through 2004
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds Spent
Jobs
Created or
Retained
(Reported)
a
Average
Cost per
Job
Created
Startup/
Planning Grant
$372,498 $0 $372,498 $372,498 0 $0
Incubator
$364,423
$0
$364,423
$364,423
0
$0
Totals
$736,921
$0
$736,921
$736,921
0
$0
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
Abbreviations:
FY = fiscal year
N/A = not applicable
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
14
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 44
Leveraged Funding:
Table 2 is a list of leveraged
15
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
16
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
17
Table 2. Fernald Leveraged
Funds from All External Sources
Funding Source
Cash
In Kind
State of Ohio
$50,000
$0
Hamilton, Ohio, Department of Economic Development
$100,000
$0
Butler County, Ohio, Certified Development Company
$100,000
$0
Totals
$250,000
$0
15
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
16
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
17
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 45
Fernald Community Reuse Organization (CRO)
Section 3161–Funded Projects, Now Closed
Project Name: Startup/Planning Grant for Fernald CRO
Period of Performance: 1997 through 1998
Brief Project Description:
The initial startup grant was used to gather community input on the future use of the Fernald site.
The Fernald CRO prepared a CTP for the Fernald area. As part of the CTP, the CRO prepared an
economic impact study and a target industry study to assess the site’s economic impact on the
greater Cincinnati, Ohio, region over the next 10 years of operation. The CTP looked at the
potential of using excess property at the Fernald site for economic development purposes. As
part of the CTP, the CRO developed a market analysis of the economic potential of the site once
cleanup activities were complete.
Project Goals and Objectives:
Select projects for funding that would use the excess property at the Fernald site for economic
development purposes.
Project Outcome:
The Fernald CRO did not continue to operate after the initial planning studies were completed.
Total Section 3161 Funds Costed: $372,498
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 46
Fernald Community Reuse Organization (CRO)
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Business Incubator
Period of Performance: 2004
Brief Project Description:
The Fernald CRO prepared a feasibility plan on the development business incubator in
Butler, Ohio for new business startups in Hamilton and Butler Counties, Ohio.
Project Goals and Objectives:
Develop a business incubator to encourage the growth of new businesses in the City of
Butler, Ohio, and Hamilton and Butler Counties, Ohio.
Project Outcome:
At the end of the grant period, the feasibility study and business plan for the incubator was
completed. but not constructed.
Total Section 3161 Funds Costed: $364,423
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 47
Hanford – Tri-City Development Council
Community Reuse Organization (CRO) Final Report
Fiscal Years 1995 Through 2013
Summary of All Projects Funded with Section 3161
18
Funds:
• Hanford Regional Planning Council: Prepared a study of Hanford’s future and its impact
on the local community.
• Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis: Conducted
a SWOT analysis of the Tri-Cities Washington region.
• Science and Technology Park Study: Prepared a feasibility study for a regional science
and technology park.
• Benton Franklin Regional Council of Governments Loan Fund: Established a revolving-
loan fund to help local business startups.
• Tri-City Development Council (TRIDEC) Incentive Fund: Provided resources to local
companies that needed assistance to remain local, or to help nonlocal companies offset costs
of relocating or establishing a new office within the Tri-Cities area.
• TRIDEC Marketing Program: Provided support for TRIDEC’s Business Recruitment
program that brought local companies into the Tri-Cities to provide long-term family-
wage jobs.
• Hanford Technology Deployment Center: Provided assistance to individuals and
businesses to deploy Hanford-related technology into the private sector for commercial use.
• Agriculture Business Development Center: Assisted in the development of agricultural-
related products and industries throughout the Tri-City region.
• Applied Process Engineering Laboratory (APEL): Assisted in funding an infrastructure
project to develop a high-tech business incubator.
• Columbia Basin Minority Economic Development Association: Offered entrepreneurial
support to regional minority entrepreneurs.
• Commercial Aquaculture Program: Developed a commercial fish hatchery, to be run and
operated by the Yakama Indian Nation, in one of the cooling ponds at K-Basins.
• Food Irradiation Program: Provided funding to increase public knowledge about the
safety and benefits of irradiated foods.
• Columbia River Shore Development: Prepared a study to evaluate projects that would
enhance the shoreline of the Columbia River.
• Tri-Cities Commercialization Partnership (TCCP): Established a roundtable group of
local leaders to work with Battelle and the U.S. Department of Energy (DOE) on
commercializing technology developed at Hanford.
• Entrepreneurial Leave of Absence: Provided supplemental benefits for individuals who
wanted to take a leave of absence from work to start a new business venture.
18
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 48
• Medical Isotopes Program: Provided funding to start a local medical industry revolving
around the manufacture of medical isotopes.
• Tri-Cities Enterprise Center: Funded a microequity program that provided needed equity
capital in the region.
• Tourism and Sports Development: Provided funding to assist in the development of the
Tri-Cities as a vacation and sporting destination.
• Washington State University Entrepreneurial Program: Provided funding for
entrepreneurial development and support services, including business plan development and
marketing support.
• Pacific Northwest National Laboratory (PNNL) Technical Assistance Program:
Provided funding to PNNL to offer technical assistance to businesses in the 10 counties
affected by Hanford downsizing, as an extension of PNNL's ongoing technical
assistance program.
• Sparhawke: Assisted in privatizing certain Hanford-related labor functions to be provided
for the commercial sector.
• Southeastern Washington Development Association Equity Program: Developed a
revolving equity capital fund.
• Columbia Basin College Worker Training Program: Worked with both existing local and
new industries to develop training curriculum to enhance worker skills.
• Hazardous Materials Management and Emergency Response (HAMMER) Road:
Provided funding for an infrastructure project, the construction of a road leading to the
HAMMER Training Facility.
• Hanford Reindustrialization/Asset Transition Program/Tri-Cities Asset Reinvestment
Company, LLC (TARC): Provided operating funds for a Hanford site surplus asset
disposition program. Hanford unneeded assets were sold at auction and the proceeds were
used to benefit local economic transition activities.
• City of Pasco Infrastructure Project: Constructed a wastewater treatment facility at the
Pasco Food Processing Center to increase capacity to allow for the center’s future growth.
• Port of Benton Infrastructure Project: Provided funding to construct a supply road and
utilities for the Port of Benton Industrial Park to encourage manufacturing growth at
the center.
• Port of Benton Hanford Rail Study: Prepared a study for the Port of Benton on the cost
benefits of accepting over 11 miles of DOE-owned rail line.
• Prosser Economic Development Authority: Developed blueprints for Prosser speculative
building.
• TRIDEC Training Fund: Made funding available to new and existing businesses to
provide training for their employees as an incentive to move their businesses or retain their
business within the area.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 49
• Historically Underutilized Business (HUB) Development Program: Provided funding for
a HUB Development specialist, first at Columbia Basin College, and later through the Small
Business Development Center (SBDC), to offer counseling and guidance on issues specific
to HUB business owners.
• Tri-Cities Community Image Campaign: Provided funding for targeted publicity,
marketing and advertising that emphasized the Tri-Cities’ convention and sports markets,
attractions, riverfront activities, recreational opportunities, wineries, and cultural amenities.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from DOE’s
Office of Legacy Management as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job. A total of 195 jobs were retained for
displaced workers from the Hanford site.
Table 1. TRIDEC’s Community Transition and Job Creation Funding History
FYs 1997 Through 2014
Project Title
Section
3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created
or
Retained
(Reported)
Average
Cost Per
Job Created
Hanford Regional
Planning Council
a
$109,000 $0 $109,000 $109,000 0 $0
Strengths,
Weaknesses,
Opportunities, and
Threats Analysis
a
$146,152 $0 $146,152 $146,152 0 $0
Science and
Technology Park
a
$50,000 $0 $50,000 $50,000 0 $0
Benton Franklin
Council of
Governments
$500,000 $0 $500,000 $500,000 47 $10,638
TRIDEC Incentive
Fund
$2,200,000 $0 $2,200,000 $2,200,000 509 $4,322
TRIDEC Marketing
$2,545,411
$0
$2,545,411
$2,545,411
9,368
$272
Hanford
Deployment
Center
a
$118,162 $0 $118,162 $118,162 0 $0
Agriculture
Business
Development
Center
a
$529,963 $0 $529,963 $529,963 40 $13,249
Applied Process
Engineering
Laboratory
$3,520,774 $0 $3,520,774 $3,520,774 125 $28,166
Columbia Basin
Minority Economic
Development
Association
$319,290 $0 $319,290 $319,290 14 $22,806
Commercial
Aquaculture
a
$127,363 $0 $127,363 $127,363 0 $0
Food Irradiation
Facility
Development
a
$99,916 $0 $99,916 $99,916 0 $0
Table 1 (continued). TRIDEC’s Community Transition and Job Creation Funding History
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 50
FYs 1997 Through 2014
Project Title
Section
3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created
or
Retained
(Reported)
Average
Cost Per
Job Created
Columbia River
Shore
Development
a
$710,500 $0 $710,500 $710,500 0 $0
Tri-Cities
Commercialization
Partnership
$399,451 $0 $399,451 $399,451 16 $24,966
Entrepreneur
Leave Program
$599,230 $0 $599,230 $599,230 100 $5,992
Medical Isotopes
Program
a
$132,570 $0 $132,570 $132,570 0 $0
Tri-City Enterprise
Center
$1,775,001 $0 $1,775,001 $1,775,001 325 $5,462
Tourism and
Sports
Development
Program
a
$226,400 $0 $226,400 $226,400 0 $0
Washington State
University
Entrepreneur
Program
$1,350,000 $0 $1,350,000 $1,350,000 240 $5,625
Pacific Northwest
National
Laboratory
Technical
Assistance
Program
$899,991 $132,000 $1,031,991 $1,031,991 75 $13,760
Sparhawke
a
$49,994
$0
$49,994
$49,994
0
$0
SWDA Equity
Program
$1,425,000 $0 $1,425,000 $1,425,000 10 $142,500
Columbia Basin
College Worker
Training Program
a
$481,908 $0 $481,908 $481,908 0 $0
HAMMER Road
a
$250,000
$0
$250,000
$250,000
0
$0
Hanford
Reindustrialization
and Asset
Transition Program
$687,268 $0 $687,268 $687,268 75 $9,164
City of Pasco
Infrastructure
a
$1,000,000 $0 $1,000,000 $1,000,000 0 $0
Port of Benton
Infrastructure
a
$200,000 $0 $200,000 $200,000 0 $0
Port of Benton
Hanford Rail
Study
a
$60,000 $0 $60,000 $60,000 0 $0
Prosser Economic
Development
Authority
a
$20,000 $0 $20,000 $20,000 0 $0
TRIDEC Training
Fund
$55,000 $0 $55,000 $55,000 15 $3,667
HUB Development
Program CBC
$367,290 $0 $367,290 $367,290 71 $5,173
Table 1 (continued). TRIDEC’s Community Transition and Job Creation Funding History
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 51
FYs 1997 Through 2014
Project Title
Section
3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created
or
Retained
(Reported)
Average
Cost Per
Job Created
Tri-Cities
Community Image
Campaign
a
$75,000 $0 $75,000 $75,000 0 $0
TRIDEC
Administration
$1,933,582 $0 $1,933,582 $1,933,582 0 $0
Totals
$22,964,216
$132,000
$23,096,216
$23,096,216
11,030
$2,094
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers
Abbreviations:
FY = fiscal year
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993;
SWDA = Southeastern Washington Development Association
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 52
Leveraged Funding:
Table 2 is a list of leveraged
19
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
20
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
21
Table 2. TRIDEC Leveraged Funding Sources
Funding Source
Cash
In Kind
TRIDEC
$56,458.04
APEL (Washington Public Power Supply System, Battelle
Memorial Institute, Port of Benton)
$2,248,203.36 $2,800,000
ABCD (Battelle, Port of Benton, TRIDEC, WSU)
$145,000
$245,000
YIN Aqua-Culture Program (YIN)
$0.00
$11,000
CBMEDA (Volunteer Workers/Board)
$13,002
$29,441
ESN-TEA
$63,575.19
$60,850
ESN-WSU (CTED, WSU-TC, Conference Center, Guest
Lectures, Business Plan Review Panel)
$304,108 $181,729
TCV&CB Rivershore Program
$127,200
$58,184
TCCP (Port of Benton, Technology Transfer Center, City of
Richland, Volunteers)
$115,000 $70,000
TRIDEC Marketing (TRIDEC, Department of Trade and
Economic Development)
$124,422 $338,447
NMRC Medical Isotopes
$20,000
$25,000
Total
$3,216,969
$3,819,651
Abbreviations:
ABCD = Agri-Business Development Center
APEL = Applied Process Engineering Laboratory
CBMEDA = Columbia Basin Minority Economic Development Association
CTED=Washington State Department of Commerce, Trade and Economic Development
ESN= Entrepreneurial Support Network
NMRC=Nuclear Medicine Research Council.
TCCP = Tri-Cities Commercialization Partnership
TCV&CB= Tri-Cities Visitor and Convention Bureau
TEA= Tri-Cities Enterprise Association
WSU-TC = Washington State University-Tri-Cities Campus
YIN=Yakima Indian Nation
19
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
20
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
21
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 53
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Hanford Regional Planning Council
Period of Performance: 1995
Brief Project Description:
The proposed future Hanford site end state was analyzed to determine its impact on the
local economy.
Project Goals and Objectives:
The study’s focus was on possible future uses of portions of the Hanford site and its facilities.
Project Outcome:
Study was completed.
Total 3161 Funds Costed: $109,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 54
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis
Period of Performance: 1995
Brief Project Description:
A SWOT analysis of the Tri-Cities region was conducted.
Project Goals and Objectives:
Identify business sectors in the community that have the best potential for success and increasing
economic output in the Tri-Cities region.
Project Outcome:
Several industrial areas were identified, including agriculture, biomedical, manufacturing, and
back-office call centers.
Total 3161 Funds Costed: $146,152
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 55
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Science and Tech Park Study
Period of Performance: 1995
Brief Project Description:
Prepared a regional Science and Technology Park feasibility study.
Project Goals and Objectives:
The study concluded that development of a Science and Technology Park was feasible.
Project Outcome:
A board of directors for the Science and Technology Park was established, and efforts were
started to develop the park.
Total 3161 Funds Costed: $50,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 56
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Benton Franklin Regional Council Revolving Loan Fund
Period of Performance: 1995 through 1997
Brief Project Description:
Develop a revolving-loan fund to help local startup businesses.
Project Goals and Objectives:
Fund at least five business startups to achieve a success rate of 60 percent.
Project Outcome:
Three of the five businesses funded were still viable at the end of the grant period. These were
extremely high-risk ventures that would not have normally been funded under normal loan fund
criteria. The project outcome was the creation of three new businesses in the Tri-Cities region
that created 47 new jobs.
Total 3161 Funds Costed: $500,000
Total Jobs Created/Retained: 47 jobs
Total Number of Displaced Site Workers Employed: Undeterminable
Cost per Job Created/Retained: $10,638
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 57
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Tri-City Industrial Development Council Incentive Fund
Period of Performance: 1995 through 2006
Brief Project Description:
The original grant of $2 million in fiscal year (FY) 1995 was augmented with an additional
$200,000 allocated in FY 2002. The grants were intended to provide resources to local
companies that were considering relocating from the Tri-Cities area and needed assistance to
maintain their local presence. Funds were also provided to nonlocal companies that needed
assistance to offset the costs of relocating to the Tri-Cities area.
Project Goals and Objectives:
Maintain family-wage jobs at local businesses, and encourage job growth by helping local
businesses expand and by recruiting companies to relocate to the region. The program was
projected to retain or create 315 jobs by FY 2008.
Project Outcome:
The TRIDEC Incentive Fund Tri-Cities area grant of $2.2 million was provided to local
companies that were considering relocating from the Tri-Cities and needed assistance to stay in
the local area. Funds were also provided to companies moving to the Tri-Cities area that needed
help to offset relocation costs. Total jobs created or retained came to 509, exceeding the goal of
315 by nearly 200 jobs. Funds were disbursed as grants or loans. If loans were made, the
repayments were deposited into a separate account to be available for future company
relocations.
Companies that received funds included: IsoRay, a company researching a potential treatment
for cancer using radioactive seeds that could be implanted in tumors; Lamb Weston, a major
employer in the community that originally considered moving their corporate office to Boise;
and Ferguson, a pipe supply company that built and then later expanded a distribution center in
the region. TRIDEC actively recruited Gourmet Trading to move into the area and a local
asparagus packing plant that was destined for closure. Amazon opened a new incoming
call/service center in Kennewick and intended to increase their total employment to 500 jobs
over the next few years. Without the Incentive Fund and the TRIDEC 3161 Marketing fund
working in conjunction with each other, these jobs may never have materialized in the Tri-Cities.
Total 3161 Funds Costed: $2,200,000
Total Jobs Created/Retained: 509
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $4,322
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 58
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Tri-City Industrial Development Council Marketing Program
Period of Performance: 1995 through 2014
Brief Project Description:
An effort was made to identify and attract companies to Benton and Franklin Counties that
would diversify the local economy away from dependence on the Hanford site through capital
investment (increased tax base and revenues) and the creation of long-term family-wage jobs.
Additionally, it provides assistance to local companies so that they may grow and prosper in the
community as well.
Specific activities included advertising the benefits of a Tri-City location; recruitment mailing;
sales calls to companies and site selection consultants; and participation in the national
associations focused on corporate site selectors. The marketing program also surveyed local
companies to determine their needs and how best to create an environment conducive to growth.
Program marketers responded to company inquiries, requests for information, and requests for
proposals that came directly to TRIDEC or through partner organizations such as the
Washington Department of Commerce.
Project Goals and Objectives:
• Diversify the local economy away from its historic dependence on the Hanford site.
• Facilitate job creation and retention.
• Leverage technical, scientific, and natural resources to encourage new investment.
• Identify actions to improve the overall business climate.
• Inform the community on issues of economic importance.
Project Outcome:
In large part the project goals and objectives were met as demonstrated by the over 9,000 jobs
created or retained at a cost of only $272 per job. A report published by the PNNL in 2010,
Hanford and the Tri-Cities Economy: Historical Trends 1970–2008, concluded that since the
mid-1990s the Tri-Cities’ economy has increasingly been decoupled from Hanford. Major
factors in the decoupling include growth at PNNL, food processing, health care, small technical
and service companies, and the development of services in the region. However, the report also
concluded that the Hanford site remains an important source of jobs in the Tri-Cities’ economy.
Throughout the timeframe of this project, progress has been made towards diversification.
However, economic development and diversification will remain a priority for TRIDEC and
economic development organizations in the community.
Total 3161 Funds Costed: $2,545,411
Total Jobs Created/Retained: 9,368
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $272
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 59
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Hanford Technology Deployment Center
Period of Performance: 1996 through 1997
Brief Project Description:
Provided funding to encourage local businesses use new technologies developed at the
Hanford site.
Project Goals and Objectives:
Deploy a major Hanford-developed technology into the local private sector and develop an
industry cluster around it.
Project Outcome:
The project was cancelled due to lack of community, DOE, and contractor commitment.
Total 3161 Funds Costed: $118,162
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 60
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Agriculture Business Development Center
Period of Performance: 1996 through 1998
Brief Project Description:
Agriculture-related products and industries were developed with Section 3161 funding
throughout the Tri-City region.
Project Goals and Objectives:
Support the continued growth in developing and processing agriculture and agriculture-
related projects.
Project Outcome:
Provided consulting services to a number of local agriculture companies to help them make their
production lines more efficient and successful.
Total 3161 Funds Costed: $529,963
Total Jobs Created/Retained: 40
Total Number of Displaced Site Workers Employed: 4
Cost per Job Created/Retained: $13,249
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 61
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Applied Process Engineering Laboratory (APEL)
Period of Performance: 1996 through 1998
Brief Project Description:
Infrastructure development was funded for a high-tech business incubator.
Project Goals and Objectives:
Renovate a surplus Bonneville Power Administration (BPA) warehouse into a high-tech business
startup incubator.
Project Outcome:
The project was completed on time as an effort involving the CRO, Benton County, City of
Richland, DOE, Port of Benton, BPA, and several other partners. At the end of the grant period,
the incubator housed several small startups. Sixteen different companies used the APEL facility
and created a total of 125 jobs during and after the grant period.
Total 3161 Funds Costed: $3,520,774
Total Jobs Created/Retained: 125
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $28,166
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 62
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Columbia Basin Minority Economic Development Association
Period of Performance: 1996 through 1998
Brief Project Description:
Business development support was provided to regional minority entrepreneurs.
Project Goals and Objectives:
Support local minority-business development.
Project Outcome:
Due to lack of structure, the program was discontinued in 1998 and replaced by the
TRIDEC/Columbia Basin College HUB Development Program.
Total 3161 Funds Costed: $319,290
Total Jobs Created/Retained: 14
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $22,806
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 63
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Commercial Aquaculture Program
Period of Performance: 1996 through 1998
Brief Project Description:
Developed a commercial fish hatchery that was to be run and operated by the Yakama Indian
Nation in one of the cooling ponds at K-Basins.
Project Goals and Objectives:
Start a thriving fish and caviar production company run by the Yakama Indian Nation.
Project Outcome:
Due to contractual and safety disagreements between DOE and the Yakama Indian Nation, the
project was discontinued.
Total 3161 Funds Costed: $127,363
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 64
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Food Irradiation Program
Period of Performance: 1996 through 1998
Brief Project Description:
Conduct research to obtain information about the safety and benefits of irradiated foods.
Project Goals and Objectives:
Develop a local food irradiation production and distribution industry.
Project Outcome:
Although a great deal of productive research was produced on the food irradiation program, the
project was cancelled. Consumers were very concerned about radiation and irradiated food at the
time of the study.
Total 3161 Funds Costed: $99,916
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 65
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Columbia River Shore Development
Period of Performance: 1996 through 1998
Brief Project Description:
Funded feasibility studies to enhance the shoreline of the Columbia River.
Project Goals and Objectives:
Identify projects to develop the local Columbia River shoreline.
Project Outcome:
Several projects were identified for potential development of the Columbia River shoreline.
Activities for the Lewis and Clark celebration were identified as part of the project.
Total 3161 Funds Costed: $710,500
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 66
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Tri-Cities Commercialization Partnership
Period of Performance: 1996 through 1998
Brief Project Description:
Local leaders were organized into a roundtable group to provide insight on Battelle’s and DOE’s
perspective on commercializing technologies developed at Hanford.
Project Goals and Objectives:
Initiate a technology commercialization hub in the region.
Project Outcome:
The project sunset was in 1998.
Total 3161 Funds Costed: $399,451
Total Jobs Created/Retained: 16
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $24,966
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 67
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Entrepreneurial Leave Program
Period of Performance: 1996 through 1999
Brief Project Description:
PNNL employees were given the opportunity to take a work leave of absence to explore
entrepreneurial opportunities. Section 3161 funding was provided to PNNL employees for their
supplemental benefits during their leave of absence.
Project Goals and Objectives:
Assist as many individual entrepreneurs as possible with funds available.
Project Outcome:
Approximately 200 staff members inquired about PNNL’s Entrepreneurial Leave of Absence
Program, and 40 were approved for participation in the program.
The number of jobs created by these new companies was difficult to establish. Some employees
took part-time leave while other employees took full-time leave. The best estimate of new jobs
created by the startup companies was 100. Some companies employed construction workers,
machinists, and draftsmen, but none of these support services were included in the estimate of
jobs created. Approximately 25 new businesses were started at the end of funding period.
Total 3161 Funds Costed: $599,230
Total Jobs Created/Retained: 100
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $5,992
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Medical Isotopes Program
Period of Performance: 1996 through 1999
Brief Project Description:
Plans were made to encourage the growth of a local medical industry, manufacturing medical
isotopes.
Project Goals and Objectives:
Locate a major pharmaceutical company to manufacture medical isotopes locally.
Project Outcome:
Due to lack of capital, TRIDEC withdrew funding from the project.
Total 3161 Funds Costed: $132,570
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 69
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Tri-Cities Enterprise Center
Period of Performance: 1996 through 1999
Brief Project Description:
Provide capital for a micro-equity program for local industries and companies.
Project Goals and Objectives:
Provide needed equity capital in the region for local entrepreneurs.
Project Outcome:
Successfully placed Section 3161 grants with local companies for either startup or expansion
purposes.
Total 3161 Funds Costed: $1,775,001
Total Jobs Created/Retained: 325
Total Number of Displaced Site Workers Employed: 168
Cost per Job Created/Retained: $5,462
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Tourism and Sports Development
Period of Performance: 1996 through 2000
Brief Project Description:
Provide funding to advertise for and host several major sporting events each year within the
Tri-Cities region.
Project Goals and Objectives:
Develop the Tri-Cities region as a vacation and sporting destination.
Project Outcome:
At the end of the funding period, several conventions and sporting events were held annually in
the Tri-Cities such as regional soccer tournaments and the annual Professional Bowling
Association convention. Jobs created by tourism industry are not direct jobs. However, there was
a huge, but immeasurable, impact on second- and third-tier jobs created.
Total 3161 Funds Costed: $226,400
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 71
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Washington State University Entrepreneurial Program
Period of Performance: 1996 through 2001
Brief Project Description:
Section 3161 funds were used for entrepreneurial development, support services, and business
and marketing plan development support.
Project Goals and Objectives:
Assist local entrepreneurs start and grow businesses in the region.
Project Outcome:
During the project period, approximately 50 interns were placed with both for-profit and non-
profit-businesses to complete business development projects. Presentations were provided to
24 organizations with 150 attendees. Fifteen workshops provided business assistance information
to 500 entrepreneurs. Twenty-five business owners continued with the Advanced Business
Management year-long program. Business information was requested by 5,000 entities and
individuals. Staff competed approximately 6,000 hours of individual counseling with business
owners with an additional 2,000 hours on research support.
Total 3161 Funds Costed: $1,350,000
Total Jobs Created/Retained: Approximately 240
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $5,625
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 72
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Pacific Northwest National Laboratory (PNNL) Technical Assistance Program
Period of Performance: 1996 through 2004
Brief Project Description:
This project was an extension of PNNL ongoing Technical Assistance Program and provided
technical assistance to businesses impacted by downsizing at the Hanford site. Approximately
40 hours of free technical assistance was offered to any business requesting help. This project
followed the same procedures as PNNL’s ongoing program. The TRIDEC–funded assistance
focused on diversifying the local economy and was available only to firms in the 10 counties
impacted by downsizing at Hanford. The TRIDEC-funded assistance was available to both large
and small businesses. In addition to PNNL, assistance was also provided by Hanford contractors,
Washington State University Entrepreneurial Program/Tri-Cities, and NNSA during the
funding period.
Project Goals and Objectives:
Provide assistance to the Tri-Cities area businesses impacted by downsizing at the Hanford Site.
Project Outcome:
Nearly 300 firms benefited from the free technical assistance provided by this program.
Total 3161 Funds and Other DOE Funds Costed: $1,031,991
Total Jobs Created/Retained: 75
Total Number of Displaced Site Workers Employed: 22.5
Cost per Job Created/Retained: $13,760
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 73
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Sparhawke
Period of Performance: 1997
Brief Project Description:
Funding was provided to determine the feasibility of having private companies conduct certain
Hanford service-related labor functions.
Project Goals and Objectives:
Provide small businesses the opportunity to support certain projects being performed by Hanford
staff employees.
Project Outcome:
The project proved to be unfeasible and was abandoned.
Total 3161 Funds Costed: $49,994
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Southeastern Washington Development Association Equity Fund
Period of Performance: 1997 through 1999
Brief Project Description:
Provided grant money for a revolving equity capital fund.
Project Goals and Objectives:
Provide funds to at least 7 and up to 10 local startup companies.
Project Outcome:
All money was invested, and no returns on investment were made by the end of the
funding period.
Total 3161 Funds Costed: $1,425,000
Total Jobs Created/Retained: 10
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Create/Retained: $142,500
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 75
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Columbia Basin College Worker Training Program
Period of Performance: 1998
Brief Project Description:
Provide funding for a training curriculum to enhance area worker skills. Local businesses and
industries provided input into the training curriculum.
Project Goals and Objectives:
Develop a training curriculum to use as an incentive for existing business expansion and
retention and to recruit new businesses to the region.
Project Outcome:
The project was cancelled due to insufficient industry interest.
Total 3161 Funds Costed: $481,908
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Hazardous Materials Management and Emergency Response (HAMMER) Road
Period of Performance: 1998
Brief Project Description:
Funded road construction to the HAMMER Federal Training Center.
Project Goals and Objectives:
Provide needed infrastructure funding for the HAMMER Federal Training Center.
Project Outcome:
The road to the HAMMER Federal Training Center was successfully constructed.
Total 3161 Funds Costed: $250,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 77
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Hanford Reindustrialization/Asset Transition Program (Tri-Cities Asset
Reinvestment Company, LLC [TARC])
Period of Performance: 1998 through 2008
Brief Project Description:
TARC is a surplus asset disposition program for unneeded equipment and facilities at the
Hanford Site.
Project Goals and Objectives:
Under this program, excess equipment is made available to TARC for marketing and asset
transfer to benefit local economic transition activities. The assets are dispositioned through
auction. Any excess net revenues are identified and reserved by the TARC board and transferred
to a reserve fund managed by the TRIDEC. These funds are used as incentive funds in the
recruitment or retention of businesses in the Tri-Cities area. Funds are disbursed as grants or
loans with the primary purpose of creating or retaining job opportunities for area residents.
Project Outcome:
The objectives of the program have been met. TARC revenues were combined with the TRIDEC
Incentive Fund and resulted in the creation or retention of many jobs through such companies
such as J. Lieb Foods and Infinia. On the basis of the TARC program’s success and self-
sufficiency, the program is anticipated to run as long as excess property is transferred from the
Hanford Site.
Total 3161 Funds Costed: $687,268
Total Jobs Created/Retained: 75
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: 9,164
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 78
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: City of Pasco Infrastructure Project
Period of Performance: 1999
Brief Project Description:
Provided Section 3161 funding to increase capacity at the wastewater water treatment facility for
the Pasco Food Processing Center to encourage future business growth.
Project Goals and Objectives:
Continue the growth and development of the Pasco Food Processing Center.
Project Outcome:
The project was completed, and expansions at the Center were taking place at the end of the
funding period. There were expectations that the project would prove to be very successful
over time.
Total 3161 Funds Costed: $1,000,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 79
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Port of Benton Infrastructure Project
Period of Performance: 1999
Brief Project Description:
Funding was provided to build a supply road and bring utilities to the Port Industrial Park.
Project Goals and Objectives:
Establish the Port of Benton Industrial Park as a manufacturing center for the region.
Project Outcome:
The infrastructure project was completed. At the end of the funding period, the Port of Benton
Industrial Park was being marketed to light manufacturing companies. There were expectations
that the Port of Benton would become a very successful industrial park over time.
Total 3161 Funds Costed: $200,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 80
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Port of Benton Hanford Rail Study
Period of Performance: 1999
Brief Project Description:
Funded a cost-benefit study to analyze the acquisition of over 11 miles of DOE-owned rail line
by the Port of Benton.
Project Goals and Objectives:
Determine the cost effectiveness of the Port of Benton acquiring and operating the DOE-owned
rail line.
Project Outcome:
The cost-benefit study was completed. At the end of the funding period, it was not yet
determined whether the Port of Benton would acquire the DOE rail track.
Total 3161 Funds Costed: $60,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 81
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Prosser Economic Development Authority
Period of Performance: 1999
Brief Project Description:
Section 3161 funds were used to develop blueprints for Prosser speculative building.
Project Goals and Objectives:
Develop blueprints that will eventually lead to the construction of a U.S. Economic Development
Authority–funded speculative building in the Prosser region.
Project Outcome:
The blueprints were developed, but at the end of the funding period, the building had not been
built. It was expected that over time that this project would prove to be very successful within the
Prosser region.
Total 3161 Funds Costed: $20,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 82
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: The Tri-City Industrial Development Council Training Fund
Period of Performance: 1999 through 2000
Brief Project Description:
The local Welch’s juice bottling plant needed to upgrade its bottling equipment and considered
relocating or even closing the plant due to the expense of retraining their workers. TRIDEC
partnered with Columbia Basin College and offered to pay for labor costs of the equipment and
manufacturer representatives to provide training to Welch’s current line personnel. TRIDEC also
paid some travel costs for Welch’s employees to go to a Michigan plant to see the installed
equipment in use. Section 3161 funds were also used to offset employee labor costs incurred
during the startup of the new equipment line at the Kennewick Welch’s plant.
Project Goals and Objectives:
To keep the local Welch’s juice bottling plant open in the Tri-Cities area.
Project Outcome:
The new bottling equipment line was installed, Welch’s workers were trained, and the Welch’s
bottling operation remained in the Tri-Cities region.
Total 3161 Funds Costed: $55,000
Total Jobs Created/Retained: 15
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $3,667
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 83
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Historically Underutilized Business (HUB) Development Program Columbia
Basin College
Period of Performance: 2000 through 2008
Brief Project Description:
The mission of the HUB program was to increase HUB participation in the Tri-Cities
marketplace. This was accomplished initially by establishing at Columbia Basin College a HUB
development specialist to provide counseling and guidance on issues specific to the challenges
HUB owners face in the Tri-Cities region. Although this position was vacated in 2005, in 2006
an agreement between the SBDC at Columbia Basin College and the TRIDEC was established to
continue the program. The SBDC agreed to expand their business counseling activities to include
HUB by using the funds remaining in the original Section 3161 grant. The HUB Program
Advisory Committee also requested SBDC to compile and publish a multicultural business
directory for the Tri-Cities area.
Project Goals and Objectives:
Increase business counseling activities for HUBs and compile and publish a multicultural
business directory for the Tri-Cities region.
Project Outcome:
The HUB development grant was extremely successful. Business counseling resulted in over a
$2.5 million economic impact in the community and over 70 jobs created or retained. In 2003,
the Fiesta Foods retail grocery store opened in Pasco, employing more than 50 full-time
equivalents and was still operating in 2010. In 2008, one Hispanic company was able to obtain a
$100,000 loan with help from the SBDC counselor that resulted in the creation or retention of
12 jobs.
The Multicultural Directory published 5,000 hardcopies that were distributed widely throughout
the Tri-Cities and surrounding area. Oak stands were purchased to display the directories at
TRIDEC, the TRI-City Regional Chamber of Commerce, the Hispanic Chamber of Commerce,
several locations on the Columbia Basin College campus, as well as other locations. Reception to
the directories was excellent, and every business listed in the directory received 5–10 copies. As
of November 5, 2008, there were only 300 directories still available for distribution. Feedback
from HUB committee members, businesses, and the general public was overwhelmingly
positive. In addition, 300 CDs were ordered and mailed to companies and organizations for use
in recruitment and promotional activities in the Tri-Cities and surrounding areas.
Total 3161 Funds Costed: $367,290
Total Jobs Created/Retained: 71
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $5,173
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 84
Hanford – Tri-City Development Council
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Tri-Cities Community Image Campaign
Period of Performance: 2003 through 2004
Brief Project Description:
Funds were provided to the Visitors Bureau for the Tri-Cities Community Image Campaign that
focused on publicity, marketing, and advertising the Tri-Cities’ convention and sports markets,
attractions, riverfront activities, recreational opportunities, wineries, and cultural amenities. The
marketing campaign created national visibility for the Tri-Cities region and fostered the
perception of the area as a great place to vacation, live, work, and do business. The image
campaign targeted new, non-federal employment opportunities within the tourism industry.
Since the news media played a major role in shaping opinions, values, and current issues, the
Bureau worked to create awareness of the Tri-Cities region by placing stories in national,
regional, local, and trade media. The resulting articles and feature stories were placed to
encourage visitors to travel to the area, visit attractions, and support local businesses and
industries.
Project Goals and Objectives:
Sustain tourism as a viable industry independent of the Hanford plant: The articles and feature
stories were placed to acquaint industry leaders with Tri-Cities assets and encourage them to
consider the area for new plant development and business expansion. The intent was to create an
image and position of the Tri-Cities as an inviting locale for industry and business relocation,
tourism, and economic development.
Project Outcome:
Through this program the Bureau succeeded in securing 425 articles, stories, and positive feature
stories about Tri-Cities’ attractions. In addition, the Bureau placed advertising in numerous
targeted publications including Sunset, Washington CEO, Northwest Travel, Wine Press
Northwest, Washington State Visitor Guide, Spokesman Review, WA State Road Map, The Lewis
& Clark Trail Planner, and Lewiston Tribune, Innovations.
The Bureau participated in the Seattle Travel Show and Professional Golf Association Show and
coordinated the October 2003 FAM (familiarization) tours for eight travel journalists that
highlighted the northwest as an international destination. Journalists from travel and lifestyle
publications prepared articles on an assignment basis. The Bureau also secured advertising and
promotional sponsorships for the Outdoor Writers Association of America and the Washington
Society of Association Executives.
Total 3161 Funds Costed: $75,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 85
Idaho – Regional Development Alliance, Inc.
Community Reuse Organization (CRO) Final Report
Fiscal Years 1993 Through 2008
Summary of All Projects Funded with Section 3161
22
Funds:
• Eastern Idaho Community Reuse Organization Planning Grant: Conducted a strengths,
weaknesses, opportunities, and threats (SWOT) analysis of the Eastern Idaho area. The
planning grant was used to establish the CRO, Eastern Idaho Community Reuse
Organization (EICRO), with a board of directors to determine and implement projects to
help revitalize the economy in the Eastern Idaho region. EICRO was later disbanded in
fiscal year (FY) 2003, and the state established the Regional Development Alliance (RDA)
CRO to establish and fund economic development projects for eastern Idaho through the
remaining Section 3161 grant.
• Regional Programs and Marketing: The Idaho Technology Corridor was EICRO’s
primary economic development initiative among its regional programs. EICRO is in the
process of creating an environment conducive to recruiting and expanding “high-tech”
businesses in Eastern Idaho by using existing personnel, training programs, and Idaho
National Laboratory (INL) assets to accomplish this goal. Also included among this heading
was the Main Street program to support rural communities in establishing their town centers
as places of commerce; Business Development and Entrepreneurial programs supporting the
creation of small business throughout the region; the Partners Fund supporting the region’s
professional economic development organizations; and the Business Expansion and
Retention program, an economic development initiative for Eastern Idaho. EICRO personnel
and regional economic development organization professionals conducted approximately
125 surveys of local businesses to assist them expand, sustain as viable businesses, or
prevent them from relocating to another area.
• Clean-Energy Facility: EICRO was in the process of negotiating a lease with DOE to
acquire an existing energy-producing facility located at the INL. EICRO planned to operate
the facility to produce electric power that would be sold to power distributors. The clean-
energy facility was designed to conduct research projects in cleaner burning fuels.
• Property Transfer Program: This program allowed EICRO to take possession of surplus
U.S. Department of Energy (DOE) assets and make these assets available to local economic
development organizations to provide startup and expanding businesses at low or no cost.
The assets were also made available to other businesses looking to relocate to the region as
an economic development incentive.
• Enterprise Fund: The Enterprise Fund was established in 1996 as a debt and equity tool for
small-business startup and expansion. The fund provided over $9 million in loans and grants
in the local economy using the original $3 million investment that was leveraged at least
3 times. Loans were made to over 42 East Idaho businesses and leveraged over $200 million
in private investment that lead to the creation and retention of 2,098 jobs.
• Local Demonstration Projects: EICRO awarded funds to four local economic development
organizations to assist with projects involving small-business lending and development,
tourism marketing activities, and technical assistance to business parks and incubators. A
22
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 86
total of approximately $913,561 was granted to these organizations to achieve their goals
and objectives.
• EICRO Entrepreneurial Development: CRO funds were used to train individuals,
predominately displaced DOE workers, to develop business plans and feasibility studies.
Most of the trainees were recommended by the DOE-Idaho site contractor’s technology
transfer.
• RDA CRO Entrepreneurial Development: Section 3161 funds were used to strengthen
and develop an entrepreneurial base through direct contact, a regional entrepreneurial
program, and TechConnect to assist technology entrepreneurs by determining gaps and
providing resources for advancement.
• RDA CRO Business Development and Marketing at INL: Funding was provided to local
communities to work together to bring business to Eastern Idaho from inside and outside the
state. Business development activities were coupled with an opportunity to market INL not
only as a technology resource for local companies but also as a procurement opportunity for
outside companies to drive business to Eastern Idaho.
• State of Idaho RDA: Through an INL Settlement Fund, the state of Idaho provided funding
to the RDA to invest directly in businesses to create jobs in the seven-county region.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from DOE’s
Office of Legacy Management as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job.
Table 1. Regional Development Alliance Community Transition Funding and Job Creation by Project
FYs 1993 Through 2008
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost
per Job
Created
EICRO FY 1995
Planning Grant
a
$325,000 $0 $325,000 $325,000 0 $0
Regional Projects
and Marketing
$727,047 0 $727,047 $727,047 660 $1,102
Clean Coal Energy
Facility
a
$300,000 0 $300,000 $300,000 0 $0
Property Transfer
$240,000
0
$240,000
$240,000
52
$4,615
Enterprise Fund
$3,200,000
0
$3,200,000
$3,200,000
2,098
$1,525
Local Demonstration
Projects
$910,561 0 $910,561 $910,561 684 $1,331
EICRO
Entrepreneurial
Development
$14,744 0 $14,744 $14,744 68 $217
RDA CRO
Entrepreneurial
Development
a
$50,000 $0 $50,000 $50,000 0 $0
RDA CRO Business
Development and
Marketing INL
a
$65,484 $0 $65,484 $65,484 0 $0
State of Idaho (RDA)
$30,000,000
$0
$30,000,000
$30,000,000
4,366
$6,871
Table 1 (continued). Regional Development Alliance Community Transition Funding and Job Creation
by Project
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 87
FYs 1993 Through 2008
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost
per Job
Created
EICRO RDA CRO
Administration
a
$1,742,164 $0 $1,742,164 $1,742,164 0 $0
Totals $37,575,000 $0 $37,575,000 $37,575,000 7,928
$4,740
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers
Abbreviation:
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
Leveraged Funding:
Table 2 is a list of leveraged
23
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
24
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
25
Table 2. RDA Leveraged Funding Sources
Funding Source Cash In Kind
Enterprise Loan Funds to private businesses $50,000,000
Grant dollars to Anheuser Busch and Grupo Modelo $150,000,000
Private business $45,000 $500,000
Total $200,045,000 $500,000
23
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
24
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
25
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 88
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed
Project Title: Eastern Idaho Community Reuse Organization (EICRO) Planning Grant
Period of Performance: 1995 through 1996
Project Description:
Community, business, and civic organizations within Eastern Idaho conducted a SWOT analysis
of the Eastern Idaho area. The planning grant was used to establish the CRO, EICRO with a
board of directors to determine and implement projects to revitalize the economy in the Eastern
Idaho region. EICRO was later disbanded in FY 2003, and the state established the RDA as the
CRO for Eastern Idaho.
Project Goals and Objectives:
Establish a CRO with a board of directors to develop projects funded with Section 3161 grant
monies to improve economic conditions in Eastern Idaho.
Project Outcome:
EICRO was established and created or retained 3,562 jobs in Eastern Idaho. In FY 2003 EICRO
was disbanded, and the State of Idaho designated the RDA to develop with any remaining
Section 3161 funds.
Total Section 3161 Funds Costed: $325,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 89
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Regional Projects and Marketing
Period of Performance: 1996 through 2004
Project Description:
The Idaho Technology Corridor was the primary economic development initiative for regional
programs that included the following components: (1) recruit and expand “high-tech” businesses
in eastern Idaho by using existing personnel, training programs, and the INL’s surplus assets;
(2) Main Street programs provided support to rural communities to establish their town centers
as places of commerce; (3) business development and entrepreneurial programs supported the
creation and sustainment of small business throughout the region; and (4) the Partners Fund was
used to support the region’s professional economic development organizations efforts.
The EICRO’s major efforts under this program were with the Idaho Technology Corridor
(Corridor). EICRO has established a comprehensive marketing and communications plan for the
Corridor, as well as a strategic plan for implementation. EICRO markets the Corridor to business
relocation specialists and business recruiters. EICRO also informed the local populace to
enhance the general public’s knowledge about the Corridor and how it could benefit the East
Idaho region by making local businesses more profitable and what the region could do to support
the Corridor concept.
Project Goals and Objectives:
The overall objectives for the Regional Projects and Marketing effort were to create jobs;
enhance recognition of Eastern Idaho as a place to do business; recruit new businesses to the
region; and use collateral media to highlight the region as a place to grow businesses.
Project Outcome:
A comprehensive marketing and communications plan and a strategic plan for the Idaho
Technology Corridor were established. The Corridor was marketed to business relocation
specialists and business recruiters. An information campaign was developed to enhance the
general public’s knowledge about the Corridor and its potential benefits for the East Idaho region
and how the region could support the Corridor. The program exceeded its goal of 652 jobs by
FY 2005 with a total of 660 jobs created by the end of FY 2004.
Total Section 3161 Funds Costed: $727,047
Total Jobs Created/Retained: 660
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $1,102
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 90
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Clean Coal Energy Facility
Period of Performance: 2002 through 2004
Project Description:
The EICRO explored the possibility of leasing an existing DOE energy-producing facility
located at the INL with plans for an independent power producer (IDPP) to operate the facility to
produce electric power to be sold to power providers. A research and development (R&D) firm
would also be involved in the project to conduct research projects at the facility on the
production of clean-burning fuels.
Project Goals and Objectives:
The goals and objectives of the project were different for each of the four players involved. The
project provided EICRO a revenue source to raise revenue for EICRO activities. The IDPP
would have the opportunity to produce power for sale on the commercial market. The R&D firm
would have the opportunity to conduct R&D activities with the potential to produce clean,
efficient energy. DOE would save approximately $8 million in demolition and
deconstruction costs.
Project Outcome:
EICRO’s staff and legal representatives met with DOE-Idaho officials several times to negotiate
the terms of the proposed lease for the Clean Coal Energy Facility located at the INL. A copy of
the lease, including the terms agreed upon by EICRO and DOE-Idaho, was sent to DOE
headquarters for review and approval, but ultimately was not approved.
Total Section 3161 Funds Costed: $300,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 91
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Property Transfer Program
Period of Performance: 2002 through 2004
Project Description:
This program allowed the EICRO to take possession of surplus DOE assets to make these assets
available to local economic development organizations to provide startup and expansion
assistance for businesses in their region at low or no cost. The assets were also made available to
other businesses looking to relocate to the region as an economic development incentive.
Project Goals and Objectives:
The project’s goal and objectives were tied to job creation and support for business startups,
expansion, and relocation to Eastern Idaho. The program allows EICRO to take possession of
surplus DOE assets and make them available to local businesses in startup or expansion mode or
as an added enticement for companies to relocate their operations to the East Idaho region. The
surplus assets, consisting of equipment, furniture and fixtures, and other assorted goods, were
first made available to the economic development agencies serving Eastern Idaho, through work
with businesses on a regular basis. Once the economic development organizations made their
claims, the remaining assets were collected by EICRO and its auctioneer, in preparation for
auctions every 60–90 days. Proceeds from the auction were returned to EICRO, to supplement
other development activities.
Project Outcome:
EICRO prepared surplus assets including furniture, equipment, and other goods, for auction. The
initial auction was held on April 26, 2003. DOE-originated assets were placed into auction by
local Idaho auctioneers with other consigned non-DOE goods. Proceeds were used by EICRO for
economic development activities.
Total Section 3161 Funds Costed: $240,000
Total Jobs Created/Retained: 52
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $4,615
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 92
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Title: Enterprise Fund
Period of Performance: 1994 through 2004
Project Description:
The Enterprise Fund was established to provide financial assistance to small-business startups
and expansions in Eastern Idaho.
Project Goals and Objectives:
The fund was primarily directed at assisting manufacturing-based businesses but also provided
funding for nonmanufacturing entities. The fund’s main goal was to help create primary jobs that
paid well and provide benefits to its employees.
Project Outcome:
An Enterprise Fund’s Loan Approval Committee was established to approve loans to local
businesses and included members representing local business, local government, and the local
banking community. This debt/equity fund provided a total of $3.2 million to approximately
20 businesses and helped create over 2,098 jobs by the end of FY 2004.
Total Section 3161 Funds Costed: $3,200,000
Total Jobs Created/Retained: 2,098
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $1,525
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 93
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Local Demonstration Projects
Period of Performance: 1996 through 1998
Brief Project Description:
The EICRO awarded funds to four local economic development organizations to assist with
projects involving small-business lending, tourism marketing, small-business development
efforts, and technical assistance to business parks and incubators. The four organizations
receiving CRO funds were East-Central Idaho Planning and Development Association
(ECIPDA), Southeast Idaho Council of Governments (SICOG), Lost River Development, and
Eastern Idaho Economic Development Council (EIEDC). A total grant of approximately
$913,561 was used by these organizations to achieve their goals and objectives.
Project Goals and Objectives:
• ECIPDA: ECIPDA used their CRO funds for the following activities in Jefferson and
Madison counties: (1) establish a business financing program for small businesses; (2) assist
Madison County in marketing its 23-acre business park; and (3) provide technical assistance
to the Ririe Area Development Agency.
• SICOG: SICOG’s targets for the CRO funds were Bannock and Bingham counties. Small-
business owners in these two counties were provided information about financing existing
business expansion and developing leads for recruiting new companies.
• Lost River Development: CRO funds were used in lower Custer and upper Butte counties by
three organizations: the Arco and Butte Business Incubator Center, the Lost River Tourism
Bureau, and the Mackay Action Center. Activities included (1) providing expansion and
retention assistance to Lost River small businesses; (2) supporting small-business
development; (3) producing collateral materials for the Lost River Tourism Bureau; and
(4) improving outreach by the cities and counties to small business. There were64 jobs
created in Lost River Valley through the use of CRO funds.
• EIEDC: EIEDC concentrated their efforts on four specific initiatives:
Business development. EIEDC performed studies on several issues, including market
analysis, program administration, labor-market studies, creation of collateral materials,
and attendance at trade shows.
Idaho Innovation Center. EIEDC spent CRO funds on tenant-specific needs for the
business incubator facility located in Bonneville County.
Downtown Development Corporation. CRO funds were used to support the
establishment of a Business Improvement District in Idaho Falls.
Convention and Visitor’s Bureau. Funds were used for the marketing and promoting of
Idaho Falls as a convention site for trade shows and special events and as a tourist
destination.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 94
Project Outcome:
• ECIPDA: The main focus of ECIPDA’s efforts was job creation, and though the
Section 3161 grant a total of 122 jobs were created.
• SICOG: The main thrust of SICOG’s efforts was also job creation, and a total of 90 jobs
were created.
• Lost River Development: A total of 64 jobs were created in the Lost River Valley through
the use of Section 3161 funding.
• EIEDC: A total of 408 jobs were created using Section 3161 grant funds.
Total Section 3161 Funds Costed: $910,561
Total Jobs Created/Retained: 684
Total Number of Displaced Site Workers Employed: 137 (estimated)
Cost per Job Created/Retained: $1,331
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 95
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Name: The Eastern Idaho Community Reuse Organization (EICRO) Entrepreneurial
Development
Period of Performance: 1996 through 2001
Brief Project Description:
CRO funds were used to train individuals, predominately displaced DOE workers, to develop
business plans and feasibility studies. Most of the trainees were recommended by the DOE-Idaho
site contractor’s Office of Technology Transfer. The training utilized two programs created by
the EW Kauffman Foundation and the NxLevel Program, as its curriculum.
Project Goals and Objectives:
The primary goal for this program was to enable individuals to write feasibility studies and
business plans, to become small-business owners and operators. Every business created was to
result in at least one new job for the region. It was expected that at least 45 percent of the new
businesses created would lead to more than one position for the business.
Project Outcome:
Considering that 68 of the 70 individuals who participated in the entrepreneurial training created
or found jobs, the outcome should be considered successful.
Total Section 3161 Funds Costed: $14,744
Total Jobs Created/Retained: 68
Total Number of Displaced Site Workers Employed: 17 (estimated)
Cost per Job Created/Retained: $217
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 96
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Title: Regional Development Alliance Community Reuse Organization Entrepreneurial
Development
Period of Performance: 2003 through 2005
Project Description:
The Entrepreneurial Development program was to strengthen the entrepreneurial base of the area
through direct contact, funding from non-DOE sources, a regional entrepreneurial program, and
TechConnect. TechConnect’s mission was to directly assist technology entrepreneurs through
interviews with staff to determine funding gaps and to identify sources for resources. Tech
Launch was an annual event to place entrepreneurs in front of potential investors. The event was
a competition, and the winner received a cash award from the entry fee and donations by local
companies.
Project Goals and Objectives:
Provide assistance and funding to entrepreneurs throughout the region to create new businesses
and jobs.
Project Outcome:
Since similar entrepreneurial efforts were taking place across the state at the same time the
Entrepreneurial Development program was underway, a decision was made to incorporate
statewide and have all such entrepreneurial development efforts under the same umbrella.
TechConnect began to focus their efforts locally and concentrate on assisting local clients. Job
creation was not measured due to the limited grant period to initiate and operate the program.
Total Section 3161 Funds Costed: $50,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 97
Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Title: Regional Development Alliance Community Reuse Organization Business
Development and Marketing the Idaho National Laboratory
Period of Performance: 2003 to 2005
Project Description:
Funds were used for a marketing effort to encourage businesses to move to Eastern Idaho. All
the communities within the region of influence participated, and two staff members were hired
for a marketing campaign that contacted 300–1,000 companies monthly to consider Eastern
Idaho as a possible location for future expansions or relocations. Other opportunities to drive
business to Eastern Idaho companies were also explored. Business development activities were
also coupled with an opportunity to market the INL not only as a technology resource for local
companies but also as a procurement opportunity for outside companies that may drive business
to Eastern Idaho.
Project Goals and Objectives:
Increase the number of private businesses and industries in the area to encourage job growth.
Project Outcome:
Although no companies relocated to Eastern Idaho during the period of performance, several
companies came to the area for site visits.
Total Section 3161 Funds Costed: $65,484
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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Idaho – Regional Development Alliance, Inc.
Section 3161–Funded Projects, Now Closed (continued)
Project Title: State of Idaho Regional Development Alliance (RDA)
Period of Performance: 2003 to 2005
Project Description:
The RDA, a nonprofit corporation, was selected by the State of Idaho to receive and administer
funds provided to the State through a federal court-mandated settlement agreement on the
disposition of spent nuclear fuel between the State and DOE. DOE provided $30 million to the
State as required by the agreement. The RDA provides financial assistance for business
expansion, new business creation, relocation for out-of-state businesses, and development of
infrastructure necessary to support business (e.g., sewer and utility access).
Project Goals and Objectives:
The RDA set goals for job creation, pay scale and company startup, expansion, and relocation.
Project Outcome:
The RDA has funded various companies using the Section 3161 funds coming from the State of
Idaho under the INL Settlement Fund. The following is a summary of activities and
accomplishments with those funds since 1997:
• A total of 250 applications for funding were considered.
• More than $21,504,516 in job-producing projects was funded.
• 63 companies and projects were funded.
• More than 4,000 jobs were created by businesses receiving funds.
• No funds from the principal received from the State of Idaho were used for
administration purposes
• A total of $400,000 was disbursed to Idaho State University for expansion of the Idaho
Accelerator Center to increase its research capabilities. These funds helped leverage an
additional $40 million for expansion activities.
Total Section 3161 Funds Costed: $30,000,000
Total Jobs Created/Retained: 4,366
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $6,871
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 99
Los Alamos National Laboratory
Community Reuse Organization (CRO) Final Report
Fiscal Years 1993 Through 2007
Summary of All Active Projects Funded with Section 3161
26
Funds:
• Eight Northern Indian Pueblos Council (ENIPC): The grant was used to (1) design and
install a local area network for ENIPC offices; (2) design and implement a small-business
development program for each of the eight northern pueblos; (3) conduct a resource
“census” of each pueblo; and (4) provide marketing for pueblo tourism and arts and
crafts events.
• Traditional Industries Promotion (TRADE): The grant funded promotional activities
associated with regional wholesale trade activities for producers of regional food, clothing,
and art items.
• University of New Mexico, Los Alamos (UNM-LA): Section 3161 funds were used to
install a videoconferencing instruction television facility, the Distance Education Facility, on
the UNM-LA campus.
• Santa Fe Community College (SFCC): Purchased and upgraded SFCC electronic
infrastructure for a campus wide connection to the Internet to allow SFCC to work with
other community colleges, universities, schools, businesses, and agencies to coordinate
training and services throughout the region.
• Rio Arriba Land Trust Authority: Funding was used in the establishment of a land
authority to acquire, develop, and maintain land for economic development for Rio
Arriba County.
• Los Alamos County (Defense Adjustment Task): The grant funded legal work related to
create the Defense Adjustment Task Force (DATF) and for DATF administration funds to
implement the community's Section 3161 funding strategy. The DATF administered the
Section 3161 grant until a community reuse organization was designated for the Los Alamos
tri-county area.
• Los Alamos County Land Trust Corporation and Los Alamos Research Park: The
grant funded preliminary design and planning for the Los Alamos Research Park
Development, a technology transfer incubator complex. The grant was also used to construct
an 85,000 square foot building to serve as a center for private sector technology research and
development (R&D) activities adjacent to Los Alamos National Laboratory (LANL)
facilities.
• City of Española Business Incubator: Funding was used to build a 12,000 square foot
building that was leased to two tenants.
• Northern New Mexico Community College (NNMCC): Section 3161 funds were used to
provide training in the latest microelectronics technologies by creating an Associate’s
Degree in Applied Science (AAS) degree program at NNMCC to address the regional
demand for microelectronics specialists.
26
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 100
• Santa Fe County Industrial Park: The grant funded the construction of water-line
extensions to the Santa Fe County Business Industrial Park, a 1,800-acre mixed-use parcel
that was developed by Santa Fe County, New Mexico, and the State Land Office. The grant
also provided funding to install water, sewer, gas, a two-lane road, and infrastructure
improvements.
• Santa Fe Business Incubator: Grant funds were used to partially fund the construction of a
10,000-square-foot small-business incubator building. Funding was also used for design, site
improvements, utility extensions, and building shell construction of the Incubator's
20,000-square-foot second building as well as marketing and administrative costs associated
with bringing the new building on-line. At the end of the grant period, 90 percent of the
space was leased.
• Regional Development Corporation (RDC) Administrative Startup Funds: Grant funds
were used for startup activities for the RDC, a CRO, and for administration activities to
select, award, and administer Section 3161 funding for economic development projects for
the Tri-County region.
• North Central New Mexico Economic Development District (NCNMEDD) Revolving
Loan Fund: The grant created a small-business revolving-loan fund for Northern New
Mexico small businesses, which was administered by NCNMEDD.
• New Mexico Economic Development Department (NMEDD) Tri-County Regional
Training Program: The grant provided funding for an in-plant training program that was
administered by NMEDD.
• Santa Fe Gift Market: Grant funds underwrote the 1998 Santa Fe Gift Market that
showcased locally produced products to regional, national, and international clientele.
• Rio Arriba County Geographic Information System (GIS): The grant funded the design
and implementation of a GIS program for Rio Arriba County.
• Velarde Valley Apple Growers Cooperative: The grant funds were to be used to finish a
14,000 square foot apple processing center and storage facility (the Shed). Due to financial
irregularities, the grant was terminated.
• Española Main Street: Funding was used to develop a marketing study, design plans, and
upgrades, renovations, and improvements to the City of Española, New Mexico’s Main
Street Project.
• EOS/Rangefire: The funds underwrote a loan to Rangefire, an internet provider, to bring
affordable broadband access to business parks throughout the region and provide broadband
access free of charge to the three community colleges in the region.
• NCNMEDD Wastewater Treatment Study: The grant funded preliminary wastewater
treatment facilities planning studies for the Pojoaque Española Valley region.
• Santa Fe Airport Business Park: Grant funds were used to conducted preliminary
planning studies required to develop a business park on property owned by the City of
Santa Fe, New Mexico.
• Skyloom Development Services/Collaboration Works: This grant funded feasibility
studies for an agricultural supply cooperative; a distribution network; and the development
of marketing groups for organic livestock and a farmer's cooperative.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 101
• Española Valley Fiber Arts Center (EVFAC): The grant funded a specialized training
program in weaving and entrepreneurial skills to assist low-income people to learn and
improve their weaving skills to find jobs as weavers.
• TRADE – Woodworkers & Business Park Promotion: The grant funded two projects:
(1) organization of the region's woodworkers to pool resources to promote the group and
(2) the organization of the region's business parks for joint marketing efforts.
• Pojoaque Business Park: The grant funded the installation of a water well, the extension of
water lines and electric and sewer service into the park, and road improvements for park
ingress, egress, and circulation.
• New Mexico Internet Professionals Association (NMIPA): The grant funded planning
and the establishment of NMIPA's small-business educational programming and an
industry-related internet marketing program.
• Los Ojos Handweavers, LLC: Grant funds were used for the following: (1) expand the
marketing and distribution of organic lambs for wool for Los Ojos’ operation; (2) increase
the capacity of its wool washer; (3) increase the capacity of the yarn dyeing and weaving
studio; and (4) improve weaving product marketing resources.
• Tri-County Higher Education Association Grant: The grant funded the joint efforts of
the region's three community colleges to develop a webmaster degree program. Each college
selected a distinct area of web management, created curriculum, and purchased equipment
specific to that area.
• Madera Forest Products: Grant funds were used to identify and develop small-business
opportunities using the resources of the Vallecitos Sustained Yield Unit of the Carson
National Forest.
• Los Alamos Commerce and Development Corporation (LACDC) Post-Fire Business
Grant Program: Grant funds were combined with funding from local banks and the
University of California as a grant pool to assist viable Los Alamos businesses in need of
working capital as a result of business lost during the Cerro Grande fire.
• Ganados del Valle: The grant provided funding to (1) complete the spin-off of a Ganados-
originated linen manufacturing business (Pastores Collection); (2) complete a commercial
kitchen feasibility study; (3) update a feasibility study for a meat-processing business; and
(4) reopen the general store.
• TRADE – Regional Telecommunications Study: The grant funded the creation of a
telecommunications business case study for Santa Fe City and County, and a
telecommunications Master Plan for the Tri-County region (Los Alamos, Santa Fe, and Rio
Arriba Counties).
• Connect Rio Arriba: Developed a community-based wireless broadband “Network” that
covered the Chama Valley to meet the valley’s need for high-speed internet access. The
network came online in January 2004, and the RDC was a co-owner of the network with the
network’s manager, ConnectChama LLC.
• NM Biz Sites: www.NMBizSites.com is a GIS-based website with real-time social,
economic, and spatial data to assist in commercial site location and development in the Tri-
County region of Los Alamos, Rio Arriba, and Santa Fe counties and ultimately attract new
businesses to Northern New Mexico and respond to existing businesses' needs.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from the U.S.
Department of Energy’s (DOE’s) Office of Legacy Management (LM) as well as any other DOE
grants received for community transition purposes during the grant period. Table 1 also lists the
number of jobs created or retained by each project activity and the cost per job.
Table 1. Los Alamos National Laboratory Community Transition Funding and Job Creation by Project
FYs 1996 Through 2007
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Eight Northern Indian
Pueblos
$340,000 $0 $340,000 $340,000 23 $14,783
Traditional Industries
Promotion (TRADE)
a
$30,000 $0 $30,000 $30,000 0 $0
Distance Education
(UNM-LA)
$100,000 $0 $100,000 $100,000 1 $100,000
Technology Network
(Santa Fe
Community College)
$98,536 $0 $98,536 $98,536 100 $985
Rio Arriba Land Trust
Authority
a
$60,000 $0 $60,000 $60,000 0 $0
Los Alamos County
a
$195,676
$0
$195,676
$195,676
0
$0
Los Alamos
Research Park
$1,299,610 $0 $1,299,610 $1,299,610 155 $8,385
City of Española
Business Incubator
$390,000 $0 $390,000 $390,000 60 $6,500
Northern New
Mexico Community
College
$200,000 $0 $200,000 $200,000 41 $4,878
Santa Fe County
Industrial Park
a
$366,000 $0 $366,000 $366,000 0 $0
Santa Fe Business
Incubator
$710,000 $0 $710,000 $710,000 197 $3,604
RDC Administrative
Start Up Funds
a
$339,238 $0 $339,238 $339,238 0 $0
Revolving Loan Fund
$750,000
$0
$750,000
$750,000
83
$9,036
Tri-County Regional
Training Program
(NMEDD)
$107,863 $0 $107,863 $107,863 40 $2,697
Santa Fe Gift Market
$50,000
$0
$50,000
$50,000
15
$3,333
Rio Arriba County
GIS System
$300,000 $0 $300,000 $300,000 3 $100,000
Velarde Valley Apple
Growers Coop
a
$261,539 $0 $261,539 $261,539 0
$0
Española Main
Street
a
$169,823 $0 $169,823 $169,823 0
$0
EOS/Rangefire
$750,000
$0
$750,000
$750,000
8
$93,750
Wastewater
Treatment Study
(NCNMEDD)
a
$350,000 $0 $350,000 $350,000 0
$0
Santa Fe Airport
Business Park
a
$20,000 $0 $20,000 $20,000 0
$0
Skyloom/
Collaborations Works
$225,300 $0 $225,300 $225,300 27 $8,344
Table 1 (continued). Los Alamos National Laboratory Community Transition Funding and Job Creation
by Project
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 103
FYs 1996 Through 2007
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Española Fiber
Arts Center
$10,000 $0 $10,000 $10,000 3 $3,333
Woodworkers &
Business Park
(TRADE)
$11,000 $0 $11,000 $11,000 7 $1,571
Pojoaque Business
Park
$400,000 $0 $400,000 $400,000 0
a
$0
New Mexico Internet
Professionals
Association
$600,000 $0 $600,000 $600,000 437 $1,373
Los Ojos
Handweavers
$163,750 $0 $163,750 $163,750 28 $5,848
THEA
$712,911
$0
$712,911
$712,911
92
$7,749
Madera Forest
Products
$83,500 $0 $83,500 $83,500 3 $27,833
LACDC Post-Fire
Business Grants
$100,000 $0 $100,000 $100,000 84 $1,190
Ganados del Valle
$200,163
$0
$200,163
$200,163
11
$18,197
Regional Telecomm
Study (TRADE)
a
$130,000 $0 $130,000 $130,000 0
$0
Connect Rio Arriba
$121,804
$0
$121,804
$121,804
5
$24,361
NM Biz Sites
$209,000
$0
$209,000
$209,000
250
$836
RDC Administrative
a
$2,148,593
$0
$2,148,593
$2,148,593
0
$0
DOE Originated
Grants
b
$821,900 $860,381 $1,682,281 $1,682,281 27 $62,307
Totals
$12,826,206
$860,381
$13,686,587
$13,686,587
1,700
$8,051
Notes:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
b
Before the RDC was established as the CRO, DOE gave out three grants totaling $1,682,281 to community groups
that resulted in 27 new or retained jobs.
Abbreviations:
FY = fiscal year
N/A = not applicable
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993;
THEA = Tri-County Higher Education Association
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 104
Leveraged Funding:
Table 2 is a list of leveraged
27
funds or in-kind services received from all external sources
[Federal, state, and local government agencies or private organizations] resulting from the RDC
contributions of Section 3161 funds or in-kind goods/services
28
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
29
Note that funds obtained from
any DOE programs or offices other than LM do not appear in Table 1.
Table 2. Los Alamos National Laboratory Leveraged Funding Sources
Funding Source
Cash
In Kind
RDC Administration
McCune Foundation
$30,000
Connect Rio Arriba
Private Land Owners/Village of Chama/State of New Mexico
$141,000
Dynavar Network Design work
$16,000
ISPs
$40,000
EDA
$286,000
LANL Foundation (connect engineer)
$15,000
Otra Vez
JCNNM (cash received)
$100,000
LANL Foundation
$22,000
KSL (proposed in building contractor capacity)
$60,000
Valley National Bank (proposed in rental abeyance and leasehold
improvements)
$100,000
NM Biz Sites
New Mexico Econ. Development Department
$2,700
Los Alamos County, Santa Fe County, Rio Arriba County
$30,000
Technology Ventures Corporation
$10,000
University of California
$30,000
LANL
$30,000
State Engineer and Other Technical Advisors
$5,000
Total
$455,700
$462,000
Abbreviation:
EDA = Economic Development Administration
27
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
28
In-Kind Goods/Services —In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
29
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed
Project Name: Eight Northern Indian Pueblos Council (ENIPC)
Period of Performance: 1996 through 2001
Brief Project Description:
Grant funding was used to (1) design and install a local area network for the ENIPC offices to
enable Internet access for all network users; (2) design and implement a small-business
development program for members of the eight northern pueblos; (3) conduct a resource
“census” of each pueblo; and (4) provide promotional assistance directed at pueblo tourism and
arts and crafts events.
Project Goals and Objectives:
• Facilitate communication between ENIPC offices, connect ENIPC offices to the Internet,
and create a web presence for ENIPC arts and crafts businesses.
• Increase entrepreneurial capacity within the pueblos and identify and quantify human,
financial, and economic resources within the pueblos.
Project Outcome:
• The network was installed and functions between the two primary ENIPC buildings and its
nine satellite offices. In addition, over 70 of ENIPC's 180 employees received software
training related to the new network.
• As many as 450 artists received business guidance for arts and crafts–directed efforts;
25 entrepreneurs were counseled by the business development center; and the resource
census was completed for six pueblos at the end of the grant period.
• The ENIPC became a CRO in 2000 to continue to support the programs initiated with
this grant.
Total Section 3161 Funds Costed: $340,000
Total Jobs Created/Retained: 23
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $14,783
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Traditional Industries Promotion (TRADE)
Period of Performance: 1996 through 1997
Brief Project Description:
The grant funded promotional activities associated with wholesale trade activity for regional
producers of food, clothing, and art items.
Project Goals and Objectives:
• Develop new markets for locally produced goods and services.
• Increase exports of locally produced goods and services to national markets.
Project Outcome:
Promotional assistance and materials were provided for the following:
• Parks Program Trade Initiative
• TRADE Small Business Expo
• Santa Fe Area Farmers' Market
• Santa Fe Apprenticeship Network
Total Section 3161 Funds Costed: $30,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: University of New Mexico, Los Alamos (UNM-LA) Distance Education
Period of Performance: 1996 through 1998
Brief Project Description:
Section 3161 funds were used to construct the Distance Education Facility, a videoconferencing
instruction television facility, on the UNM-LA campus.
Project Goals and Objectives:
• Extend the University of Mexico’s curriculum by broadcasting from the UNM-LA campus
to residents of Northern New Mexico.
• Provide multipoint videoconferencing for the private and public sectors, the college, and
the Small Business Development Center (SBDC).
Project Outcome:
• During the grant period, four training sessions were completed for faculty and staff.
• Two-way courses continued after the grant period and were successful with college students.
• The use of the two-way system by the business community was modest.
Total Section 3161 Funds Costed: $100,000
Total Jobs Created/Retained: 1
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $100,000
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Santa Fe Community College (SFCC) Technology Network
Period of Performance: 1996 through 1998
Brief Project Description:
Purchase or upgrade SFCC electronic infrastructure to allow campus-wide connection to the
Internet to enable SFCC to more effectively work with other community colleges, universities,
schools, businesses, and agencies to coordinate training and services throughout the region.
Project Goals and Objectives:
Retrain or provide other education-based services to at least 200 displaced LNAL workers. In
addition, upgrade the infrastructure in the following locations:
• Flex Lab
• Learning Resource Center
• Career Development Center
• Library
Project Outcome:
• A total of 2,487 students attended classes in the flex lab between January 1997 and
June 1998.
• A total of 174 students attended distance learning classes as a result of the two-way
interactive equipment installed during the same time period.
Total Section 3161 Funds Costed: $98,536
Total Jobs Created/Retained: 100
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $985
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Rio Arriba Land Trust Authority
Period of Performance: 1996 through 1999
Brief Project Description:
Establish a land authority to locate, acquire, develop, and maintain land for economic
development purposes on behalf of Rio Arriba County.
Project Goals and Objectives:
• Complete initial authority planning and fundraising.
• Identify and plan for improvements to public infrastructure.
Project Outcome:
• The intent of the Land Trust changed over time as the county government realized the legal
limitations of the organization.
• The Land Trust operated under a Memorandum of Understanding with the County to act in
an advisory capacity for land identification, transfer and use.
• With the assistance of the County’s GIS Project (also RDC funded), over 3,000 acres of
federal land was identified for possible transfer or acquisition.
• One 200-plus-acre parcel in Coyote, New Mexico, was transferred to Rio Arriba County,
New Mexico, in 1999.
Total Section 3161 Funds Costed: $60,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Los Alamos County Defense Adjustment Task Force (DATF)
Period of Performance: 1996 through 1998
Brief Project Description:
This grant funded legal work related to the creation of the DATF and its implementation of the
community's Section 3161 funding strategy. Grant funds were used to support administration
expenses related to the operating the DATF and administering the original $3.1 million in
Section 3161 funding for economic diversification projects.
Project Goals and Objectives:
Project goals were to disburse Section 3161 funding to projects that would assist in diversifying
the Tri-County region's economy and establishing a community-based CRO to eventually take
over DATF’s responsibilities.
Project Outcome:
The DATF was established, and it disbursed $3.1 million in grants to economic development
projects. The RDC was created to serve in the long term as LNAL’s CRO.
Total Section 3161 Funds Costed: $195,676
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Los Alamos County Land Trust Corporation and Los Alamos (LA)
Research Park
Period of Performance:
Land Trust Corporation: 1996 through 1998
LA Research Park: 1999 through 2001
Brief Project Description:
Land Trust Corporation: the grant funded preliminary design and planning for the LA Research
Park development, a technology transfer incubator complex.
LA Research Park: Grant funds assisted in construction of an 85,000 square foot building that
served as a center for private sector technology R&D activities adjacent to LANL facilities.
Project Goals and Objectives:
• Land Trust Corporation: The short-term goal was to acquire the property and develop the
first of four buildings.
• LA Research Park: The park’s short-term goal was to create R&D space in Los Alamos,
New Mexico, for the private sector.
• Los Alamos County Land Trust Corporation and the LA Research Park: The long-term goal
for both organizations was to maximize synergies between LANL research projects and
private industry to provide resources to commercialize technologies being developed
at LANL.
Project Outcome:
• Land Trust Corporation: Site acquisition and park development plan were completed.
• LA Research Park: The first building was completed. Construction activities alone generated
over $1 million in gross receipts tax for the state. For every $1 in RDC grant money,
$15 more were raised for the construction from other sources. At the time of grant closing
the park had a 75 percent occupancy rate.
Total Section 3161 Funds Costed: $1,299,610
Total Jobs Created/Retained: 155
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $8,385
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: City of Española Business Incubator
Period of Performance: 1996 through 1999
Brief Project Description:
The original project vision was to build a 30,000 square foot building in Española to function as
a light manufacturing incubator to house small existing manufacturing businesses. Plans were
redirected, and the ultimate project outcome was the construction of a 12,000 square foot
building that was leased to two tenants: Valor Telecom and the Atlas Gym.
Project Goals and Objectives:
• Provide employment opportunities for displaced LANL workers.
• Provide space and support for the area's small businesses.
Project Outcome:
• 60 jobs were created.
• The availability of the space was critical in attracting and bringing Valor Telecom's call
center to Española.
• The project leveraged each $1 from the DOE grant with $3 from the City of Española.
Total Section 3161 Funds Costed: $390,000
Total Jobs Created/Retained: 60
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $6,500
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Northern New Mexico Community College (NNMCC)
Period of Performance: 1996 through 2000
Brief Project Description:
Provide training in the latest microelectronics technologies by creating an AAS degree program
at NNMCC to address regional demand for microelectronics specialists.
Project Goals and Objectives:
• Create and implement an AAS degree in semiconductor manufacturing technology (SMT).
• Place program graduates at Intel Albuquerque or other businesses requiring SMT training.
Project Outcome:
• The SMT curriculum was developed. A SMT program director was hired.
• The NNMCC SMT building was completed in 1999 through various funding vehicles.
• As of June 2000, 41 students had graduated from the SMT program and obtained jobs.
Total Section 3161 Funds Costed: $200,000
Total Jobs Created/Retained: 41
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $4,878
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Santa Fe County Industrial
Period of Performance: 1996 through 2001
Brief Project Description:
Grant funding completed water-line extensions to Santa Fe County Business Industrial Park, a
1,800-acre mixed-use parcel that was developed by Santa Fe County and the State Land Office.
The grant provided funding to install water, sewer, gas, and a two-lane road on the first 44 acres
of the park in preparation for building construction.
Project Goals and Objectives:
• The short-term goals of the grant are to extend 2,500 linear feet of water lines to the park
and develop the first 44 acres of infrastructure to market construction-ready sites.
• The long-term goal of the park development is to provide environmentally friendly
manufacturing space to attract technology-based businesses to the area.
• The ultimate goal is to use the industrial park to diversify the local economy that is
dependent on the government and tourism sectors.
Project Outcome:
• Phase 1: The water line was extended, and park development begun.
• Phase 2: The infrastructure build-out was completed.
• CleanAir Systems Inc. committed to building its new manufacturing plant in the park with
the potential creation of more than 200 jobs.
Total Section 3161 Funds Costed: Phases 1 and 2: $366,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Santa Fe Business Incubator
Period of Performance: 1996 through 2002
Brief Project Description:
Grant funds were used to partially fund the construction of a 10,000-square-foot small-business
incubator building. Grant funds were used for design plans, site improvements, utility extensions,
and building shell construction for the incubator's 20,000-square-foot second building.
Section 3161 funds were also used for marketing and administrative costs associated with
bringing the new building on-line.
Project Goals and Objectives:
• Build low-rent space specifically for local startups and growing small businesses.
• Reduce the outstanding construction loan principle.
• Build another 20,000 square feet of affordable office and manufacturing space for startup
businesses in the region and lease at least 50 percent of the building.
Project Outcome:
• The building was completed, and a certificate of occupancy was obtained on
January 14, 1998. In addition, the grant funds leveraged $1 for every $6 raised from
other sources.
• The construction loan was reduced by $200,000, thereby reducing the incubator's operating
overhead.
• Building 2 was completed, and 90 percent of the space was leased as of December 2002.
Total Section 3161 Funds Costed: $710,000
Total Jobs Created/Retained: 197
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $3,604
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Regional Development Corporation (RDC) Administrative Startup Funds
Period of Performance: 1997 through 1998
Brief Project Description:
The grant funds were used to start up the RDC, LANL’s CRO, so it could award and administer
$6 million in Section 3161 funding designated for the Tri-County region.
Project Goals and Objectives:
• Complete a regional strengths, weaknesses, opportunities, and threats (SWOT) analysis to
assist in developing a funding strategy for the remaining $6 million in Section 3161 funding.
• Award the Section 3161 funding to projects that best meet funding criteria as established by
the RDC Board.
Project Outcome:
• The RDC was established.
• The SWOT analysis was completed.
• The RDC became fully capable to award and administer Section 3161 funds for economic
development activities.
Total Section 3161 Funds Costed: $339,238
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: North Central New Mexico Economic Development District (NCNMEDD)
Revolving Loan Fund
Period of Performance: 1997 through 1999
Brief Project Description:
The grant created a small-business revolving-loan fund for Northern New Mexico small
businesses that was administered out of the NCNMEDD organization.
Project Goals and Objectives:
• $1.31 million in matching dollars secured.
• A total of 30 jobs were retained and an additional 53 jobs were created.
• Three new members were added to loan board.
• The NCNMEDD extended 14 loans to small businesses during the grant performance period
utilizing the grant proceeds. Portfolio as of the end of the grant period is as follows: Samora
Woodworks, Ayudantes, Leiona's Foods, Chama Valley, Dollies, Clean Air Systems, Real
Radio, Yvette's Boutique, Comidas De Campos, and SolutionWerx.
• A closing report was submitted in August 1999.
Project Outcome:
• The business case and master plan were completed.
• This study served as foundation data for various telecommunication planning groups and
service providers throughout the region.
Total Section 3161 Funds Costed: $750,000
Total Jobs Created/Retained: 83
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $9,036
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: New Mexico Economic Development Department (NMEDD) Tri-County
Regional Training Program
Period of Performance: 1998 through 1999
Brief Project Description:
The grant provided funding for an in-plant training program administered by the NMEDD.
Project Goals and Objectives:
• Foster economic diversification by providing job training for potential employees of private-
sector businesses.
• Provide training tools to assist expanding businesses as well as attract new businesses to
the state.
Project Outcome:
• Four companies—Clean Air, Quest Jewelry, Second Sight, and Technology Funding—
collectively used $107,863 to train 40 workers.
• The project was terminated due to nonperformance. NMEDD did not market to, identify, or
contract with enough employers to utilize the entire grant commitment.
Total Section 3161 Funds Costed: $107,863
Total Jobs Created/Retained: 40
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $2,697
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Santa Fe Gift Market
Period of Performance: 1998, through 1999
Brief Project Description:
Grant funds underwrote the 1998 Santa Fe Gift Market that showcased locally produced products
to a regional, national and international clientele.
Project Goals and Objectives:
Provide an established and well-attended venue for gift and food products produced in New
Mexico that could be exhibited to the largest number of potential wholesale buyers.
Project Outcome:
The show was attended by 100 trade buyers, generating $245,000 in direct and immediate post-
show orders.
Total Section 3161 Funds Costed: $50,000
Total Jobs Created/Retained: 15
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $3,333
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Rio Arriba County Geographic Information System (GIS)
Period of Performance: 1999 through 2001
Brief Project Description:
The grant funded the design and implementation of a GIS program for Rio Arriba County,
New Mexico.
Project Goals and Objectives:
• Select GIS system.
• Gather raw data for upload and install the system.
• Train Rio Arriba County staff to use the GIS on its applications.
• Make GIS information accessible to three other county departments (Assessor, Planning,
and Clerk).
Project Outcome:
The county’s GIS system was installed, basic data was uploaded, and county GIS staff
were trained.
Total Section 3161 Funds Costed: $300,000
Total Jobs Created/Retained: 3
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $100,000
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Velarde Valley Apple Growers Cooperative
Period of Performance: 1999 through 2001
Brief Project Description:
The grant funds were to be used to complete a 14,000 square foot apple processing center and
storage facility, the Shed.
Project Goals and Objectives:
• Create a place for locally grown apples to be processed and sold in bulk to large-
volume buyers.
• Finish the Shed's construction.
Project Outcome:
• The Shed was 75 percent complete when the RDC discovered financial irregularities,
stopped funding the project, and took legal action to recover the funds.
• The DOE Office of Inspector General (OIG) took over the case in July 2002.
• DOE OIG had yet to report its conclusions at the end of the grant period.
Total Section 3161 Funds Costed: $261,539
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Española Main Street
Period of Performance: 1999 through 2002
Brief Project Description:
Funding was used to develop a marketing study, design plans, and upgrades, renovations, and
improvements to the City of Española, New Mexico’s Main Street.
Project Goals and Objectives:
Develop a marketing study, design plan, upgrades, renovations, and improvements to Española
Main Street.
Project Outcome:
• Streetscape-designed plans were completed and underwent a public approval process.
• Basic infrastructure engineering was completed.
• No physical construction was to take place until the State of New Mexico resolved funding
issues associated with an intersection redesign that anchors the Main Street project.
• The total project scope expanded along with the project cost, which was estimated at
$6 million at the end of the grant period.
• The City of Española and the Main Street project secured $3.2 million in state and federal
road financing, in addition to the city’s $800,000 contribution. The city also applied for
$2.5 million in U.S. Department of Transportation MAP funds.
Total Section 3161 Funds Costed: $169,823
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: EOS/Rangefire
Period of Performance: 1999 through 2001
Brief Project Description:
Section 3161 funds underwrote a loan to the internet provider, Rangefire, to bring affordable
broadband access to business parks throughout the region and provide broadband access free of
charge to the three community colleges in the region.
Project Goals and Objectives:
Provide broadband internet services to three community colleges in the region.
Project Outcome:
• Broadband access was brought to one business-park and one community college.
• The RDC sued and obtained a judgment against Rangefire for defaulting on its loan.
• Collection was impossible, as Rangefire had already closed its New Mexico operation and
assets could not be seized.
Total Section 3161 Funds Costed: $750,000
Total Jobs Created/Retained: 8
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $93,750
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: North Central New Mexico Economic Development District (NCNMEDD)
Wastewater Treatment Study
Period of Performance: 1999 through 2002
Brief Project Description:
The grant funded preliminary wastewater treatment facility planning for the Pojoaque Española
Valley region.
Project Goals and Objectives:
• The short-term goal was to create a regional wastewater plan as the starting point for the
construction of a regional wastewater treatment facility.
• The long-term goal was to construct wastewater treatment facilities in communities lacking
facilities and where ground water was being contaminated by inadequate waste treatment.
Project Outcome:
• The Wastewater Facilities Plan and Environmental Information Document were completed.
• Development of a Wastewater Treatment Authority.
• Initial steps were taken to acquire federal funding to implement the wastewater plan.
Total Section 3161 Funds Costed: $350,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Santa Fe Airport Business Park
Period of Performance: 1999 through 2001
Brief Project Description:
Conduct preliminary planning studies to develop City of Santa Fe property for use as a
business park.
Project Goals and Objectives:
Prepare a Master Plan for the City of Santa Fe Airport Industrial Park.
Project Outcome:
The master plan was completed.
Total Section 3161 Funds Costed: $20,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Skyloom Development Services/Collaboration Works
Period of Performance: 1999 through 2001
Brief Project Description:
The grant funded feasibility studies for an agricultural supply cooperative and a distribution
network. The grant also funded the development of organizational structures for an organic
livestock marketing group and a farmer's cooperative marketing group.
Project Goals and Objectives:
The underlying goal of each project was to maximize the individual producer resources by
working collectively to reduce costs in the areas of supply purchases, product distribution, and
product marketing.
Project Outcome:
• As a result of the feasibility studies, the supply cooperative group and cooperative marketing
group joined their project and incorporated as the “Santa Fe Family Farms Cooperative,” a
fresh-produce marketing cooperative.
• The Distribution Network evolved into a third-party logistics distribution system serving
local farmers.
• The organic livestock marketing group completed its organizational work and functions as
the New Mexico Organic Livestock Cooperative.
Total Section 3161 Funds Costed: $225,300
Total Jobs Created/Retained: 27
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $8,344
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Española Valley Fiber Arts Center (EVFAC)
Period of Performance: 1999 through 2002
Brief Project Description:
The grant funded a specialized training program in weaving and entrepreneurial competences
to assist low-income people to learn and/or improve their weaving skills to become employable.
Project Goals and Objectives:
The goals were to increase weaving skills among the target market to enable the trainees to earn
a living from their weaving, either from developing a weaving business or as a contract weaver
in one of the several weaving houses in the area.
Project Outcome:
• A total of 15 students participated.
• The students gained valuable experience and exposure by participating in over six public
shows where their work was exhibited.
• The students’ work was also sold through the shows and through the EVFAC’s retail
location.
• EVFAC’s executive director was a graduate of the sponsored training program.
Total Section 3161 Funds Costed: $10,000
Total Jobs Created/Retained: 3
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $3,333
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: TRADE – Woodworkers & Business Park Promotion
Period of Performance: 1999 through 2000
Brief Project Description:
The grant funded two distinct projects to organize the regions: (1) woodworkers to pool
resources for promotional efforts; and (2) business parks to realize benefits from joint
marketing efforts.
Project Goals and Objectives:
• Identify woodworkers and related craft businesses and create a structure for craft businesses
to work together on promotion efforts. Generate and implement a group promotional plan.
• Develop marketing literature for the region’s business parks, including the Los Alamos
Research Park, Pojoaque Business Park, Santa Fe Business Incubator, Santa Fe County
Industrial Park, and Johnny Roybal Industrial Park.
Project Outcome:
• A Woodworkers Guild was formed as an organization structure for the woodworkers and
related craft businesses. A guild sponsored furniture show was held; a guild directory was
created, and the guild rented retail space as a permanent retail location to jointly show and
sell their work.
• A promotional piece on the region’s business parks was printed and distributed to various
local and state entities that promote the region and state.
Total Section 3161 Funds Costed: $11,000
Total Jobs Created/Retained: 7
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $1,571
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Pojoaque Business Park
Period of Performance: 1999 through 2001
Brief Project Description:
The grant funded the installation of a water well, the extension of water lines, electric and sewer
service into the park, and road improvements for park ingress, egress, and circulation.
Project Goals and Objectives:
The goal was to prepare building sites for tenant building construction by making the park more
marketable to potential tenants.
Project Outcome:
• The infrastructure and buildable pads (sites) were completed.
• The pueblo was able to actively begin marketing the park to potential clients.
Total Section 3161 Funds Costed: $400,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: New Mexico Internet Professionals Association (NMIPA)
Period of Performance: 1999 through 2003
Brief Project Description:
The grant funded planning for the establishment of NMIPA’s small-business educational
programming and an industry-related internet marketing program. NMIPA’s mission was to
improve business conditions for all local internet professionals and educate the public about
web-based economic opportunities.
NMIPA partnered with the following organizations to hold e-commerce training seminars: Tri-
County Higher Education Association; the Santa Fe, Española, Albuquerque, and Las Vegas
SBDCs; and Santa Fe SCORE. NMIPA operated the “Jump Start” program, an e-commerce
consulting and low-cost site hosting program, directed at small businesses.
Other NMIPA initiatives included the following: (1) development of a hi-tech jobs website in
partnership with Technology Ventures Corporation and the New Mexico Department of Labor;
(2) provision of e-commerce training and Jump Start services to New Mexico Economic
Development Center at Highlands University; and (3) development of a website and database
and Jump Start services for Northern New Mexico Suppliers Alliance, a trade association for
small businesses interested in Los Alamo National Laboratory subcontracting and procurement
opportunities.
Project Goals and Objectives:
The goal of the grant was to develop and implement web-related training for small businesses
and promote New Mexico's internet industry. The secondary goal was to incorporate web-based
technology into regional economic development activities where appropriate.
Project Outcome:
• A total of 633 employers were entered into the database, 3,692 resumes were posted on the
job website, and 437 job postings were filled.
• A total of 83 small businesses joined the SBDC.
• NMIPA hosted Internet-related seminars with 860 attendees.
Total Section 3161 Funds Costed: $600,000
Total Jobs Created/Retained: 437
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $1,373
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Los Ojos Handweavers, LLC
Period of Performance: 1999 through 2001
Brief Project Description:
The grant funds were used for the following:
• Expand the marketing and distribution of organic lamb that supplies wool for Los Ojos’
operation.
• Increase the capacity of the wool washer.
• Increase the capacity of the yarn dyeing and weaving studio.
• Improve weaving product marketing resources.
Project Goals and Objectives:
The project goals were to increase the customer base for lamb, increase yarn sales, and develop a
workforce to meet product demand.
Project Outcome:
• Lamb sales increased 45 percent.
• Yarn sales increased 50 percent.
• A 136 percent increase in weaving school revenues.
• The Yarn Processing space was enlarged to increase production and storage capacity.
• Los Ojos purchased a wool-washing plant in Colorado and relocated it to Los Ojos, creating
new jobs and increasing capacity.
• Los Ojos was able to use free engineering resources from the Sandia National Laboratory to
resolve a wool scouring issue.
Total Section 3161 Funds Costed: $163,750
Total Jobs Created/Retained: 28
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $5,848
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Tri-County Higher Education Association Grant (THEA)
Period of Performance: 2000 through 2001
Brief Project Description:
The grant funded the region's three community colleges in their joint effort to develop a
webmaster degree program. Each college selected a distinct area of web management, created
curriculum, and purchased equipment specific to that area. SFCC covered small-business web
design and e-commerce; Northern New Mexico College covered video streaming and digital art
technologies; and UNM-LA covered network management.
Project Goals and Objectives:
The goal was to share the resources of each college collectively to provide a webmaster degree to
students within the region, that no one college alone could support.
Project Outcome:
• Each college developed and offered their specialized curriculum. The classes offered were
full since the inception of the program.
• Internships and job placement was strong.
• Partnerships were developed with businesses and organizations that greatly strengthened
the program.
Total Section 3161 Funds Costed: $712,911
Total Jobs Created/Retained: 92
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $7,749
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Madera Forest Products
Period of Performance: 2000 through 2000
Brief Project Description:
Grant funds were used to identify and develop small-business opportunities utilizing the
resources of the Vallecitos Sustained Yield Unit of the Carson National Forest.
Project Goals and Objectives:
• Design and build a greenhouse that area residents could easily duplicate, then plant and
develop a market for greenhouse product.
• Design prototype products and develop markets for small-diameter timber.
Project Outcome:
• The greenhouse was built, and the product was grown and marketed. The interests of the
local residents shifted from producing-for-market to buying from the “mother” greenhouse,
which reduced the planned production capacity (from the several home greenhouses) and
limited long-term marketing opportunities.
• Markets for small-diameter timber products were identified; however, the markets were
more interested in customized products rather than “kit”-style products, which minimized
the hope of creating a kit manufacturing business.
Total Section 3161 Funds Costed: $83,500
Total Jobs Created/Retained: 3
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $27,833
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Los Alamos Commerce and Development Corporation Post-Fire Business
Grant Program
Period of Performance: 2000 through 2000
Brief Project Description:
The grant funds were combined with funding from local banks and the University of California
to create a grant pool to assist viable Los Alamos businesses in need of working capital resulting
from losses incurred during the Cerro Grande fire.
Project Goals and Objectives:
• The goal of the grant was to provide needed working capital for Los Alamos’ businesses
following the Cerro Grande fire that effectively shut down many of the area’s commercial
operations for over 3 weeks.
• Only businesses that were financially viable prior to the fire with business insurance policies
that did not cover the losses incurred from the fire were eligible for funding.
Project Outcome:
• Fifteen grants were made to small businesses: Real Radio, Glover Auto Parts and Repair,
Wellness Alternatives, Film Festival, Enchanted Lands Ent., DP Lock and Key, Hand
Precision Machining, Illa's Orchids, Circuits Plus, Virtual Los Alamos, Tri-Quality Day
Care, Corazon, Pinon PC, Otowi Station Bookstore, and Hill Vending.
• Each RDC dollar granted was leveraged with $1.91 in additional funding provided by local
banks and the University of California.
Total Section 3161 Funds Costed: $100,000
Total Jobs Created/Retained: 84
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $1,190
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Ganados del Valle
Period of Performance: 2000 through 2001
Brief Project Description:
The grant provided funding to:
• Complete the spin-off of a Ganados-originated linen manufacturing business, the Pastores
Collection.
• Complete a commercial kitchen feasibility study.
• Update a feasibility study for a meat-processing business.
• Reopen the community’s general store.
Project Goals and Objectives:
• Pastores Collection: Make the business self-sustaining and spin off business to workers by
implementing management and marketing strategies.
• Commercial Kitchen: Determine if and how a local commercial kitchen could become self-
sustaining.
• Meat Processing Plant: Determine if and how a processing plant could become self-
sustaining.
• General Store: Reopen the store to provide a place to market locally produced food and arts
and crafts and to train entry-level entrepreneurs.
Project Outcome:
• Pastores Collection: The business was headed toward a successful spin-off within a year.
• Commercial Kitchen and Meat Processing: The feasibility studies determined that the self-
sustainability of either of these projects was doubtful in the near future without significant
improvements in local capabilities such as basic business and food-processing skills and the
production of higher-quality raw materials.
• The General Store was opened with a limited arts and crafts inventory.
Total Section 3161 Funds Costed: $200,163
Total Jobs Created/Retained: 11
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $18,197
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Page 136
Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: TRADE – Regional Telecommunications Study
Period of Performance: 2001 through 2002
Brief Project Description:
The grant funded the creation of a telecommunications business case for Santa Fe City and
County and a telecommunications master plan for the Tri-County region (Los Alamos, Santa Fe,
and Rio Arriba Counties).
Project Goals and Objectives:
Collect the Tri-County region's broadband usage demand data and map the existing broadband
infrastructure to identify gaps and inform the public on where broadband was available and
where it was needed in relation to demand location.
Project Outcome:
• The business case and master plan were completed.
• This study served as foundation data for various telecommunications planning groups and
service providers throughout the region.
Total Section 3161 Funds Costed: $130,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 137
Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Connect Rio Arriba
Period of Performance: 2003 through 2004
Brief Project Description:
Connect Rio Arriba was a grassroots effort to create a community-based wireless broadband
network covering the Chama Valley. The network was to meet the valley’s need for high-speed
internet access. The network came online in January 2004. The RDC co-owned the network with
the network’s manager, ConnectChama LLC.
Project Goals and Objectives:
The goal was to provide the broadband infrastructure necessary for essential business, education,
health, and safety activities. The grant objectives were to:
• Provide funding to subsidize the cost of customer premise equipment.
• Provide additional working capital to support the system until the break-even end-user level
was attained.
• Provide funding to cover network project management and legal costs associated with the
development of ownership and operating contracts between the RDC and its operating
partners.
Project Outcome:
The goal was met since the network was built and was successfully operating at the end of the
grant period. One software business relocated to the valley when broadband became available.
The objectives were met as over 60 customers had their customer premise units partially
subsidized with Section 3161 funding. At the end of the grant period, the network was serving
82 customers when, in late 2005, the local phone company installed digital subscriber line (DSL)
capability for the valley’s population centers. Since the phone company’s monthly DSL
subscription price was half the network’s monthly price, 25 percent of the network’s customers
migrated to DSL. The Jicarilla Apache Indians backed out of their original agreement to allow
the network to locate a transmission radio on their land. This stifled the network’s service to over
25 potential customers and put another financial obstacle in the network’s potential for self-
sustainability. At the end of the grant period, 60 customers were dependent on the network as
their only source of broadband service.
By the end of the grant period, the network’s self-sustainability remained elusive. Section 3161
funding provided the necessary operating subsidy to keep the network running. In 2006, the RDC
began looking for another entity to take over the ownership of the network, and since the
network was not profitable, finding a new network owner was a challenge.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 138
Total Section 3161 Funds Costed: $121,804
Total Jobs Created/Retained: 5
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $24,361
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Los Alamos National Laboratory
Section 3161–Funded Projects, Now Closed (continued)
Project Name: NM Biz Sites
Period of Performance: 2003 through 2006
Brief Project Description:
www.NMBizSites.com was a GIS-based website that contained real-time social, economic, and
spatial data to assist in commercial site location and development in the Tri-County region of
Los Alamos, Rio Arriba, and Santa Fe counties. This economic development resource was
created to attract new businesses to Northern New Mexico and to respond to existing businesses’
needs. The application displayed economic, planning, utility, geographic, imagery, and
demographic information often sought by site selectors into a “one-stop-shop” business portal on
the Web. Accessible via any web browser, the application allowed viewers to view, create, and
print maps; perform site-selection searches; develop custom demographic radius reports; and
find available commercial or business property. Finally, to ensure that the website continued to
be robust and dynamic, www.NMBizSites.com partnered with local governments, real estate
professionals, and private property owners.
Project Goals and Objectives:
• Establish an affordable and sustainable regional GIS-based website.
• Create an exceptionally user-friendly web application using an intuitive graphic user
interface.
• Create a repository of available commercial properties to help eliminate the vast qualities of
vacant commercial space in the region seen as a negative indicator of the region’s economic
vitality.
• Grow employment numbers in sectors independent of the tourism industry or federal
spending by offering one-stop shopping for site selection, thereby
Increasing employment;
Expanding the local tax base;
Diversifying the area’s economy;
Filling vacant commercial properties; and
Increasing the range of businesses providing community services.
Project Outcome:
• The RDC completed a business plan for the statewide expansion of the website.
• A total of 419 commercial properties were listed on the website as of June 13, 2006.
• A total of 115 brokers/private property owners/government agencies were listing properties
in the Tri-County region as of June 13, 2006.
• A total of 79,886 unique visitors used the website to search for and market available
commercial space as of June 13, 2006.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 140
Total Section 3161 Funds Costed: $209,000
Total Jobs Created/Retained: 250
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $836
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 141
Mound Development Corporation
Community Reuse Organization (CRO) Final Report
Fiscal Years 1993 Through 2015
Summary of All Projects Funded with Section 3161
30
Funds:
• Facility Improvement and Construction – Buildings: In support of its mission to
transform the former Mound Plant into a viable industrial park, the Mound Development
Corporation (MDC) contracted for and oversaw many onsite construction projects for
buildings transferred from the U.S. Department of Energy (DOE) to MDC including
upgrades and improvements and the decentralization of the heating, ventilating, and air
conditioning (HVAC) and utility systems.
• Facility Improvement and Construction – Infrastructure: In support of its mission to
transform the former Mound Plant into a viable industrial park, MDC contracted for and
oversaw many onsite construction projects including new roadways, utility corridors, and
site amenities.
• Site Ownership: To achieve the divesture of the Mound site, DOE ownership of much of
the land and buildings located on the Mound site was transferred to MDC.
• Facility Management and Leasing: As a phase-in to the transfer of ownership of the
Mound site from DOE to MDC, leasing was used to transfer control, liability, and
maintenance responsibilities to MDC to support the efficient use of the DOE Office of
Environmental Management (EM) resources. This process permitted MDC to market the
site’s surplus facilities to businesses to build value into the site and replace the jobs lost in
the decommissioning process.
• Personal Property Management: MDC purchased excess personal property from the DOE
Ohio Field Office, Miamisburg Environmental Management Project Office, and used this
property as a marketing tool to encourage commercial businesses to lease or purchase
property at the Mound Advanced Technology Center.
• Marketing and Public Interface: The goal of redeveloping the former Mound Plant as an
industrial/technology park required the transfer of control, liability, and maintenance
responsibilities to MDC. MDC marketed the site’s surplus facilities to businesses to build
value into the site and replace the loss of jobs created by the site decommissioning process.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from the
Office of Legacy Management as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job. A total of 195 jobs were retained for
displaced workers from the Mound site.
30
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 142
Table 1. Mound Community Transition Funding and Job Creation by Project
MDC, FYs 1993 Through 2015
Project Title
Section
3161 Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Funds
Remaining
Jobs
Created or
Retained
(Reported)
Average
Cost
per Job
Created
Facility Improvements
and Construction –
Buildings
a
$10,502,127 $0 $10,502,127 $10,502,127 $0 0
$0
Facility Improvements
and Construction –
Infrastructure
a
$6,415,127 $900,000
b
$7,315,127 $7,315,127 $0 0
$0
Site Ownership
a
$1,764,674
$0
$1,764,674
$1,764,674
$0
0
$0
Facility Management
and Leasing
$6,372,529 $0 $6,372,529 $6,372,529 $0 943 $6,758
Personal Property
Management
a
$570,000 $0 $570,000 $570,000 $0 0
$0
Community Reuse
Plan Update
a
$300,000 $0 $300,000 $300,000 $0 0
$0
Marketing and Public
Interface
a
$1,624,433 $10,000 $1,634,433 $1,634,433 $0 0
$0
Administration
$2,408,542
$200,000
$2,608,542
$2,608,542
$0
0
$0
Totals
$29,957,432
$1,110,000
$31,067,432
$31,067,432
$0
943
$32,945
Notes:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
b
Mound Community Transition Funding and Job Creation by Project.
Abbreviation:
FY = fiscal year
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 143
Leveraged Funding:
Table 2 is a list of leveraged funds
31
or in-kind services received from all external sources
[Federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
32
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
33
Table 2. Mound Leveraged Funding Sources
Funding Source
Cash
In Kind
Tenant Improvements
$300,000
$921,361
Montgomery County EDGE Program
$1,669,081
a
Ohio Department of Development
$6,502,300
a
Dayton Development Coalition
$ 100,000
Economic Development Agency
$3,102,610
Donated Utilities from Local Providers
$320,194
a
City of Miamisburg
$1,086,091
b
$1,383,410
a
Site Contractor
$145,000
$ 158,943
Site Contractor Site Work Efficiencies
$3,407,529
Equipment Sales and Leasing Revenue
$2,860,314
a
Donated Labor
$405,046
a
MDC
$534,039
$617,357
b
Ohio Bureau of Employment Services
$20,000
Totals
$16,936,792
$6,596,483
Notes:
a
These sources of funds are available to be counted as Matching Funds; however, MDC does not include funds as
matching until they are spent.
b
Amount included as matching toward Facilities Transition Grant.
31
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
32
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
33
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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Mound Development Corporation
Section 3161–Funded Projects, Now Closed
Project Name: Facility Improvement and Construction – Buildings
Period of Performance: 1994 through 2016
Brief Project Description:
MDC was chartered to assist the City of Miamisburg and the surrounding communities in
redeveloping the former Mound Plant to an industrial/technology park. MDC assisted DOE in
the divesture of the Mound site to ensure the viable reuse of the site in support of established
industrial cleanup standards. In conjunction with the sites regulators, DOE and MDC worked to
integrate the DOE Accelerating Cleanup Paths to Closure Plan, the site contractor’s Exit Plan,
and the Mound Comprehensive Reuse Plan (CRP). To transform the former Mound Plant into a
viable industrial park, MDC contracted and oversaw onsite construction projects, building
upgrades and improvements, and the decentralization of HVAC and utility systems for buildings
transferred to MDC by DOE.
Project Goals and Objectives:
• Coordinate with DOE and site contractor for the best disposition of existing buildings on the
Mound site.
• Receive ownership and title to buildings transferred from DOE to MDC.
• Develop and upgrade transferred buildings to private market standards.
• Decentralize transferred buildings from DOE utility systems onto public utility systems.
• Design and construct new buildings on the Mound site that meet private market standards.
• Achieve an industrial-use cleanup standard that is acceptable by MDC, DOE, and the site
contractor.
• Achieve an acceptable reuse of the Mound site in support of community-accepted industrial
use cleanup standards.
• Disposition the site in the most cost-effective manner to the private sector use to obtain a
fair return to taxpayers and reduce the impact of closing the Mound site on the community.
• Achieve the rapid cleanup and transfer of Mound properties to achieve the accelerated
cleanup plan.
• Deliver to market a site that is viable for reuse.
Project Outcome:
• Building 100: In December 2014 the building was sold, as is, to the Dyrdek Group to house
the firm’s design and marketing group, the Alien Workshop. Two to four new jobs will be
located to the Mound Business Park (MBP) with this move.
• Building 105: The Woodworking Shop signed a 14-month lease with a 2-year option
followed by a 5-year option and an option to purchase the building. The Woodworking Shop
brought eight new jobs to the MBP.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 145
• SPEC Building: MDC developed this “speculative” building as “flex space” for either
office or light industrial users. All building work was completed, and a tenant leased the
entire building facility and took occupancy in August 2004.
• Central Office Space (COS) Building Decentralization: The utility decentralization
project had several aspects including heating, ventilation, and air conditioning services; the
installation of a new water heater, boiler, and chiller (2004); telephone service
decentralization (2003); and electric and deferred maintenance items (2004). The HVAC
system was upgraded to correct control problems and provide energy savings. MDC used an
energy grant from the State of Ohio to convert T-12 fluorescent lighting to T-8 lighting with
high-efficiency ballasts. MDC replaced the roof and installed new insulation and a 20-year
thermoplastic polyolefin single-ply roofing membrane to increase thermal resistance. Roof
repairs included new flashings and the removal of old equipment and pipes. In 2008,
construction began for tenant improvements that included parking-lot improvements along
the south side of the building where the HH Building was located.
• Office Space East (OSE) Building Decentralization: Through a cost-sharing arrangement
between MDC and CH2M Hill, the site contractor, HVAC and electric service were
decentralized in 2004. New exterior brickwork and sidewalks were constructed at the
southwest entrance. A new boiler and chiller were installed in 2005. After leasing the OSE
Building from DOE, MDC cleaned and painted the building and made parking-lot
improvements that required the demolition of the GP-1 Building in 2006. New HVAC
controls were installed in 2012 through an energy grant from the State of Ohio. MDC
removed the guard portal and some non-load-bearing walls in the lobby area and installed
new carpet in a November 2014.
• Office Space West (OSW) Building Modifications: In 2007, MDC hired contractors to
construct a parking lot and new building entrance and extend Capstone Circle. Deferred
maintenance projects were completed, and new windows were installed in early 2008.
Tenant improvements on the first, third, and fourth floors were completed in 2009. HVAC
controls were replaced and provided overall energy savings. The Montgomery County,
Ohio, Regional Dispatch Center leased the building in 2009.
• Building 3 Renovations: Renovations, including interior demolitions, restroom
modifications, and upgrades to HVAC controls, plumbing, and electrical systems were
completed in December 2010. Through a Montgomery County, Ohio, Economic
Development/ Government Equity (ED/GE) grant in 2012, MDC installed a new roof;
painted the building interior and exterior; installed new lighting; modified the exhaust
system; removed excess equipment and wiring; and installed new flooring, a drop ceiling,
and a new power feed for the new client’s equipment.
• Building 45 Market Preparations: After leasing Building 45 from DOE in 2007, MDC
cleaned and painted the building and installed a parking lot and cul-de-sac on Capstone
Drive. MDC constructed a new loading dock and upgraded HVAC controls before a new
tenant leased the building in 2008.
• Building 102 Decentralization: In 2003, electric and telephone systems were decentralized
and utility systems were transferred from DOE to public utility providers. MDC cleaned and
painted the building to prepare it for new tenants.
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• Building 126 Parking-Lot Improvements: Additional parking spaces and new lighting
were constructed for Building 126 to bring the building into compliance with city standards
and requirements. This building was leased by DOE to MDC.
• Building 87 Construction: Since 1994, PerkinElmer Mound had developed and
manufactured ordnance devices for the Department of Defense and DOE in a complex of
separate, single-purpose buildings on the Mound site. The firm consolidated their operations
to Building 87 after the construction of parking areas; major facility and HVAC
modifications; and the demolition of two destructive testing cells and a fence. Tenant
improvements were made through a 2012 ED/GE grant and included upgrades to exterior
and interior door locks and the installation of the fence exterior gate remote-access control
gates. The consolidation enabled PerkinElmer Mound to streamline its process and expand
operations while retaining 43 jobs and adding 15 new jobs over a 3-year period, bringing
total employment to 58 persons at the MBP. All improvements were completed in 2014.
• 1390 Vanguard Blvd: In 2013, a new tenant leased 4,800 square feet in the building after
tenant improvements were completed. In 2014, a national engineering and architectural firm
signed a lease and moved 20 employees into the space after tenant improvements were
completed. The two new tenants occupied approximately 70 percent of the building space.
• Building Demolitions: Building GP-1 was demolished to construct additional parking
spaces for the OSE building in 2006. GH, DS, and HH Buildings and Building 28 were
demolished to grade the sites for future development. In 2011, Buildings 63 and 2 were
demolished for the construction of a new parking lot for Building 87.
Total 3161 Funds Costed: $10,502,127
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Mound Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Facility Improvement and Construction – Infrastructure
Period of Performance: 1994 through 2016
Brief Project Description:
The MDC was chartered to assist the City of Miamisburg and surrounding communities to
redevelop the former Mound Plant as an industrial/technology park. The MDC also assisted DOE
in the divesture of the Mound site in furtherance of DOE’s cleanup mission and ensure the viable
reuse of the site in support of established industrial cleanup standards. Site regulators, DOE, and
MDC worked together to integrate the DOE Accelerating Cleanup Paths to Closure Plan, the site
contractor’s Exit Plan, and the Mound CRP. To support the mission to transform the former
Mound Plant into a viable industrial park, MDC contracted for and oversaw many onsite
construction projects including new roadways, utility corridors, and site amenities.
As a phase-in to the transfer of Mound ownership to private industry, leasing was used to
transfer control, liability, and maintenance responsibilities to MDC to support the efficient use
of EM resources. This process also permitted MDC to market the site’s surplus facilities to
businesses to build value into the site and replace the jobs lost through the
decommissioning process.
Project Goals and Objectives:
• Receive ownership and title to land parcels transferred from DOE to MDC.
• Develop transferred land parcels to private market standards.
• Decentralize transferred land from DOE utility systems onto public systems.
• Design and construct new roadways and utilities on the Mound site acceptable to private
market standards.
• Develop the site based on a community-supported Mound industrial use cleanup standard.
• Establish site reuse based on the industrial use cleanup standard to achieve significant cost
savings for DOE.
• Achieve the disposition of the site in the most cost-effective manner possible.
• Transition Mound to the private sector to obtain a fair market return to taxpayers and reduce
the impact of closing the Mound site on the community.
• Achieve the rapid cleanup and transfer of Mound properties as cited in the accelerated
cleanup plan.
• Deliver a site to market that is viable for reuse.
Project Outcome:
SMART Park: The “Smart Park” project provided full-service information technology
capabilities, including high-speed organizational networking, security, teleconferencing, and data
streaming. The information technology infrastructure provided the redundancy and reliability
required by the business community. The Smart Park project also included the construction of
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curbs and gutters, sidewalks, street lighting, and the integration of the site into the City’s utility
systems for water, storm sewer, and sanitary sewer. In 2002 an architectural firm designed
improvements for the south entry to the Mound site from Dixie Drive (old S.R. 25) to
complement the north entrance. A U.S. Economic Development Administration grant provided
funds to complete Benner Road modifications in 2004.
Water Decentralization: On September 30, 2004, the Secretary of Energy sent a 30-day
notification to Congress concerning indemnification to transfer both water and sewer systems to
MDC. Sections of the water system within the remediation areas that could not be connected to
the system were isolated. This was a cost-sharing project between MDC, DOE, and the site
contractor, CH2M Hill.
Electric Decentralization: This cost-sharing project between MDC and CH2M Hill
decentralized the electric systems for each building and installed individual building metering.
Sewer Service Transition: MDC and CH2M Hill worked together to develop a plan to connect
the DOE sewer system to the City of Miamisburg’s wastewater system. Water and sludge
samples were tested. DOE and CH2M Hill installed a package treatment plant. Congressional
indemnification was needed to transfer both the water and sewer systems. MDC, with the site
contractor support, submitted an updated survey plan to Ohio Department of Health for approval
in 2007. The parcel transfer was completed on February 19, 2009, but the Ohio Environmental
Protection Agency raised concerns about the plutonium-238 in the site package treatment plant
that delayed the project. In July 2009, following resolution of the plutonium-238 issue, the site
sanitary sewer system was connected to the City of Miamisburg’s system.
Vanguard Boulevard: MDC received a Job Ready Site and Roadway grant from the State of
Ohio to design and construct approximately 3,300 linear feet of Vanguard Boulevard. The
project included the installation of water, storm and sanitary sewer lines, street lightings, and a
new parking lot for Building 87. The State of Ohio Job Ready Site program presented MDC a
certified site designation when the project was completed in 2013. In conjunction with the road
project, a monument was erected onsite through private funding to honor the many dedicated
workers that spent their careers at Mound Laboratories.
South Utility Corridor: Utilities were rerouted from the South Spine Road utility trench to the
Test Fire Valley to carry gas, electric, and telephone lines and a communication conduit due to
planned demolition and remediation projects in the Test Fire Valley area. The new gas line
would allow MDC to convert MDC Test Fire Valley buildings from DOE steam heat to gas-
heated boilers. Power was transferred from the DOE steam-heat system to Dayton Power &
Light in 2002, and telephone service was transferred from the DOE system to Ameritech.
Transferring power services benefited both MDC and the site contractor by lowering the costs
associated with each party’s interests in the Test Fire Valley area. MDC and the site contractor
entered into a cost-sharing agreement for this project where MDC oversaw the design,
engineering, and construction of the project and the site contractor reimbursed MDC for
project costs.
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Total 3161 Funds and Other DOE Funds Costed: $7,315,127
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Create/Retained: N/A
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Mound Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Site Ownership
Period of Performance: 1994 through 2016
Brief Project Description:
The MDC assisted DOE in the divestiture (partial, as of the time of this report) of the Mound site
in furtherance of DOE’s cleanup mission and to ensure the viable reuse of the site in support of
the established industrial cleanup standard. In conjunction with the site’s regulators, DOE and
MDC worked to integrate the DOE Accelerating Cleanup Paths to Closure Plan, the site
contractor’s Exit Plan, and the Mound CRP that was developed with community input. Partial
ownership of the land and buildings located within the Mound site was transferred to MDC to
achieve partial site divesture and achieve an industrial reuse that will ultimately lead to the
transfer of the site to the private sector.
Project Goals and Objectives:
• Achieve an acceptable reuse of the site that is compatible with the community-accepted
Mound site industrial-use cleanup standard.
• DOE and the site contractor will achieve the goals presented in the industrial-use cleanup
standard.
• Disposition the site in the most cost-effective manner possible.
• MDC will transition Mound to the private sector to obtain a fair market return to taxpayers
and reduce the impact of closing the Mound Plant on the community.
• Achieve the rapid cleanup and transfer of Mound property as stated in the accelerated
cleanup plan goals.
• Create a collaborative relationship between DOE, regulators, and stakeholders.
• Deliver a viable site for reuse to market.
Project Outcome:
The transfer of land and buildings from DOE to MDC required the indemnification of future
property owners from damages that may materialize resulting from the discovery of
contamination in the future. Congress passed legislation in November 2006 that gave DOE the
ability to address the indemnification issue in deeds that were previously transferred from 1999
to 2002. MDC and the local DOE office worked to gain indemnification of liability that
threatened the transfer of sewer services to MDC and their tenants and the entire
redevelopment project.
• Parcel 1: DOE transferred 12.429 acres and two buildings to MDC in 1999.
• Parcel 2: DOE transferred 14.288 acres to MDC in 1999.
• Parcel 3: DOE transferred 4.805 acres and one building to MDC in 2002.
• Parcel 4: DOE transferred 94.838 acres to MDC in 2001.
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• Phase I: DOE transferred 51.992 acres and three buildings to MDC in 2009 and signed an
updated sales contract with MDC that included indemnification language for Phase I
properties and for previously transferred properties and utilities.
• Parcel 6B: DOE transferred 5.62 acres and Building 126 located at 955 Mound Road to
MDC in 2012. MDC subsequently sold the same building and property to a private
company, making this the first private property owner on site.
• Parcels 6 (13.65 acres); 7 (35.72 acres); 8 (42.25 acres); and 9 (23.15 acres) are planned
for future transfer to MDC.
After the environmental summary document was completed, DOE and the regulators embarked
on a review process to complete the Record of Decision for Parcels 6, 7, and 8. This process was
necessary to transfer the additional properties from DOE to MDC. Although DOE offered
Parcels 6, 7, and 8 to MDC, the Ohio Environmental Protection Agency wanted to add an
environmental covenant to the property transfer. MDC objected to the additional reporting
requirements and worked with DOE and the regulators to remove this obstacle to property
transfer. The transfer process required MDC to conduct property condition walk downs; review
deed and environmental documents; conduct title searches; and prepare legal description
preapproval by Montgomery County, Ohio. The City of Miamisburg, Ohio; Montgomery
County, Ohio; MDC; and DOE met several times to resolve issues and developed a plan and path
forward. There was an additional Mound work scope that MDC discussed with EM to address
the condition of the site that was left after environmental remediation. The EM environmental
remediation end state created a negative disparity with surrounding properties and had to be
corrected. MDC stated that EM was responsible for these issues before transfer could occur.
In December 2012, MDC and DOE agreed to lease the balance of the Mound property and
buildings to MDC and transfer responsibility for the maintenance of the buildings and grounds to
MDC. The lease was for a maximum of 5 years or until DOE transferred 50 percent of the
remaining property to MDC. Once MDC took the 50 percent ownership of the remaining
acreage, MDC was required to take all the remaining property.
In November 2013, MDC transferred 156 acres to the City of Miamisburg but retained the ability
to request property back as development and client needs arose. In December 2014, the City
transferred 5.52 acres of property surrounding Building 100 back to MDC to sell the building
and property to a private company, the Dyrdek Group. In April 2015, the City transferred
4.8 acres of property that included Building 105 back to MDC to lease the facility to The
Woodworking Shop, LLC.
Total 3161 Funds Costed: $1,764,674
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Mound Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Facility Management and Leasing
Period of Performance: 1994 to 2015
34
Brief Project Description:
As part of the process to transfer ownership of the Mound site to MDC and ultimately to the
private sector, leasing was used to transfer control, liability, and maintenance responsibilities to
MDC to support the efficient use of EM resources. MDC marketed the site’s surplus facilities to
businesses to build value into the site and replace job losses due to decommissioning the Mound
Plant. The general-purpose lease between DOE and MDC was the first DOE lease executed with
a not-for-profit organization under the Hall amendment.
Project Goals and Objectives:
• Reduce DOE landlord costs.
• Develop a customer base for Mound surplus facilities.
• Maintain surplus facilities.
• Generate employment opportunities for former Mound employees.
• Develop a new employment base at the former Mound Plant to mitigate the site’s closure
upon the community.
Project Outcome:
MDC worked with DOE and site contractors to develop a plan to transfer surplus facilities to
MDC to lease to the private sector. MDC worked with the site contractor to bring these facilities
to market standards and leased them to commercial businesses.
• Fiscal Year (FY) 2003: MDC negotiated two new leases for 680 square feet (sq. ft.) in the
GH building and 300 sq. ft. in the COS Building.
• FY 2004: Seven leases were renewed for a total of 405,547 sq. ft., and three new leases
were signed totaling 16,757 sq. ft. in the COS building. Two tenants under lease at the
DS Building were relocated to the COS Building to permit the site contractor to expedite the
demolition of the DS Building. Storage space was added in the COS Building in a
previously unused area that was made available for lease to existing COS Building tenants.
MDC negotiated a 5-year lease for 24,000 sq. ft. of space at 1390 Vanguard Blvd. to a single
tenant. In FY 2004, one tenant ceased business operations and vacated 13,779 sq. ft. of
space in the COS Building.
• FY 2005: Thirteen leases were renewed, and three new leases were signed in FY 2005.
• FY 2006: DOE leased the OSE Building and Building 45 to MDC that together had a
combined space of 63,220 sq. ft. Two leases were renewed in FY 2006, and four new leases
were signed.
34
The CRP projected that the redevelopment of the Mound site was to be complete by 2010; however, MDC does
not have an expected end date and plans to continue redevelopment after all Section 3161 funds granted by the
DOE Office of Legacy Management are expended.
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September 2016 Doc. No. S13754
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• FY 2007: MDC leased eight buildings with 156,948 sq. ft. of space from DOE. Of this
space, MDC leased out 150,670 sq. ft. to commercial tenants for $825,000 gross leased
revenue. Seven leases renewed in FY 2007.
• FY 2008: MDC leased 12 buildings from DOE with a total of 338,073 sq. ft. of space. MDC
then leased 203,070 sq. ft. of space to commercial businesses for a total of $1,145,000 in
gross revenue. Seven leases were renewed, and two new leases were negotiated during
FY 2008. MDC successfully negotiated leases in Building 45 and the COS Building. The
planned transfer of several buildings in 2007/2008 was delayed due to complex issues that
were not fully resolved.
• FY 2009: MDC leased eight buildings from DOE with a total of 274,260 sq. ft. MDC then
leased 227,429 sq. ft. of space to commercial businesses that produced $1,324,000 in gross
revenues. During FY 2009, four leases were renewed. The planned transfer of several
buildings in 2008 was delayed due to complex issues that were not resolved until 2009.
Buildings 87, 3, and 102 were transferred from DOE to MDC in 2009. In 2009 the tenant in
Building 63E decided to relocate to another location.
• FY 2010: MDC leased eight buildings with a total of 241,831 sq. ft. from DOE. MDC
leased 214,695 sq. ft. of this space to commercial businesses for a total of $1,406,000 in
gross annual revenue. In 2010 the existing tenant at 1390 Vanguard Blvd. did not renew
their lease; however, a new tenant leased the space. Two tenants closed their businesses in
the COS Building (965 Capstone Drive) and did not renew their leases; two existing tenants
extended their leases; and another tenant increased their leased space. Building 45 was
subleased for the balance of its 2-year DOE lease by a new startup company.
• FY 2011: MDC leased six buildings with a total of 225,569 sq. ft. from DOE. MDC leased
167,930 sq. ft. to commercial businesses for a total of $1,538,000 in gross revenue. Two
existing tenants leased space in the COS Building at 965 Capstone Drive.
• FY 2012: DOE leased six buildings to MDC with a total of 225,569 sq. ft. MDC then leased
167,930 sq. ft. of this space to commercial businesses for a total of $1,406,000 in gross
revenue. In 2012, MDC contacted existing tenants about lease renewals and evicted a tenant
in arrears from 1390 Vanguard Blvd.
• FY 2013: DOE leased seven buildings to MDC with a total of 392,591 sq. ft. of space. MDC
then leased 155,661 sq. ft. of this space to commercial businesses for total gross revenue of
$1,131,000 in gross revenue. On September 1, 2013, MDC signed a 5-year lease for
4,800 sq. ft. to a new tenant at the Flex Building at 1390 Vanguard Blvd.
• FY 2014: DOE leased six buildings to MDC with a total of 381,262 sq. ft. of space. MDC
then leased 126,193 sq. ft. of this space to commercial businesses for $1,387,000 in gross
revenue. In December 2013, DOE transferred Building 126 at 955 Mound Road and the
surrounding property to MDC. MDC then sold Building 126 to a private company. In June
of 2014, MDC signed an 84-month lease to a national engineering and architectural firm for
6,346 square feet of office and 1,600 square feet of storage space in the Flex Building. The
firm brought 20 jobs from their former location to the site.
• FY 2015: MDC leased six buildings with 381,262 sq. ft. from DOE and then leased
126,193 sq. ft. of this space to commercial businesses. In December 2014, Building 100 was
sold to a private firm. In February 2015, an existing tenant in Building 87 at 1100 Vanguard
Blvd. leased a portion of the fourth floor of the COS building that required MDC to relocate
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their office to the second floor to accommodate the new lease. MDC reached an agreement
for the lease-purchase of the Building 105 Building in April 1, 2015.
Businesses Located at the MBP: A cumulative total of 50 businesses leased space at the MBP
over the life of the grant. By the end of the grant, 11 individual businesses leased space at MBP.
The occupancy rate at MBP was 34% due to the recent addition of T Building and Building 61 to
the MDC portfolio.
DOE Building Leases to MDC: The number of buildings that DOE leased to MDC varied
based on the site contractor’s demolition and remediation schedule. Building 49 was returned to
DOE for demolition and ground remediation; the DS Building and Buildings 27, 60, 61, 89, and
104 were returned to DOE for demolition. Buildings 105, 100, GH, GP1, and 102 were
transferred by DOE to MDC and no longer counted as overall leased space.
Jobs Created or Retained: Over the life of the Section 3161 grant, a cumulative total of
943 jobs were created by MDC at a cost of $33,994 per job. Of these, 143 jobs were retained and
filled by former DOE Mound Plant workers. At the end of the grant period, there were
257 employees in new jobs created at MBP.
Total 3161 Funds Costed: $6,372,529
Total Jobs Created/Retained: 943
Total Number of Displaced Site Workers Employed: 143
Cost per Job Created/Retained: $6,758
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Mound Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Personal Property Management
Period of Performance: 1994 through 2016
35
Brief Project Description:
The MDC purchased excess personal property from the DOE Ohio Field Office, Miamisburg
Environmental Management Project Office, using a predetermined formula for pricing. MDC
used the property for current tenants and encourage new tenants to locate to the MBP by offering
the personal property to them at a reduced cost. This process not only assisted DOE in disposing
personal property but also assisted in the reuse effort. This asset base was also used to generate
revenue needed by MDC to continue to conduct economic development activities.
Project Goals and Objectives:
• Disposal of Mound personal property in a cost-effective manner.
• Leverage Mound personal property to support economic development and reuse activities.
• Provide an equitable return on personal property to the federal government.
• Facilitate the reuse of Mound human and physical assets.
• Establish a scope of MDC personal property activities.
• Establish an operational plan to request, track, evaluate, store, package, price, and dispose of
Mound personal property.
• Identify resource needs associated with activities.
• Establish a database of personal property.
• Implement the operational plan and policies.
Project Outcome:
Sales of personal property, during the reporting period, to tenants and other business not on the
Mound site amounted to $36,863. While these sales provided valuable resources to these
companies at attractive prices, it also served the economic development goals by creating or
protecting private industry jobs and providing MDC with needed resources for the restoration of
the Mound site.
As MDC shifted from a “technology approach” to a “real estate approach,” the purchase and sale
of equipment became less of a focus, until the project was completely ended. After the end of the
project, only minimal transactions will be performed, on a selective basis.
35
The CRP projects the redevelopment of the Mound site to be complete by 2010; however, the MDC does not have
an expected end date for the MBP.
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Total 3161 Funds Costed: $570,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Mound Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Community Reuse Plan Update
Period of Performance: 2002 through 2003
Brief Project Description:
Due to changes in the DOE contractor scope, MDC updated the CRP, the baseline for the scope,
cost, and schedule of work that must be completed at the MBP for it to become a viable
industrial and technology park. This update took into account completed addendums to the
original CRP, the scope of the Mound remediation as described by DOE, and changes to
buildings, sites, and market conditions since the original CRP was produced in 1997. This update
CRP provided changes to the project scope and future costs for the work. In addition, the update
provided an integrated work schedule of activities with the DOE contractor’s work schedule.
Project Goals and Objectives:
• Completion and approval of the updated CRP.
• Updated cost and schedule data.
• Community adoption of the CRP.
Project Outcome:
Following a bid and evaluation process, the architectural and engineering firm, Barge, Waggoner
Sumner and Cannon, Inc. was chosen to update the CRP. The kickoff meeting was held on
December 2, 2002. Facility walk downs were completed, and the first draft was submitted on
January 20, 2003. The second draft was submitted on March 28, 2003. The CRP was approved
and adopted by the community in 2003. The CRP was integrated with the site contractor,
CH2M Hill, and DOE’s schedule and reuse activities were coordinated.
Total 3161 Funds Costed: $300,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Mound Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Marketing and Public Interface
Period of Performance: 1994 through 2016
36
Brief Project Description:
The goal of redeveloping the former Mound Plant to an industrial/technology park requires the
transfer of control, liability, and maintenance responsibilities to MDC. This process further
requires that MDC market the site’s surplus facilities to businesses to build value into the site
and replace the loss of jobs created by the decommissioning process.
Project Goals and Objectives:
• Reduce DOE landlord costs.
• Develop a customer base for surplus facilities.
• Generate employment opportunities for displaced Mound Plant employees.
• Develop a new base of employment to mitigate the site’s closure upon the community.
Project Outcome:
MDC prepares a strategic plan every 5 years that forecasts and develops marketing plans based
on financial data and changing market conditions. MDC reviews the plan every 2 years to
establish and correct its strategic direction. The strategic plan was used as a benchmark to
determine if changes need to be made in future years to remain on track. MDC’s marketing
efforts were organized to focus on four areas:
• Tenant Retention and Acquisition: The MBP has a unique history for an
industrial/technology park. Former Mound Plant workers were encouraged to become
entrepreneurs and establish businesses at the MBP. The Excelitas Technologies Corporation
is an example of a company that was started by former Mound employees that flourished
and had to expand its operations and lease space in four buildings at MBP. MDC also
markets the MBP to new tenants, and at the end of the grant period 11 businesses were
located at the MBP. MDC hired the Miller-Valentine GEM Realty Groups as the exclusive
real estate brokerage firm in January 2015 to market MBP.
• Raising Site Awareness: The emphasis of MDC’s marketing efforts was tenant retention
and raising the awareness of MBP’s available real estate. MDC was actively involved in
networking within the regional state and local economic development organizations, real
estate brokers, and universities to support MDC marketing efforts. From 2012 to the end of
the grant period, MDC prepared and distributed six newsletters featuring different MBP
areas as a marketing tool. Other MDC marketing efforts included the distribution of press
releases; working with local newspaper and publication editors to place positive stories
about MBP; making presentations at local civic meetings and on local cable television;
attending local civic, business, and professional meetings and hosting events at the MBP
such as the 2014 Turkey Trot running race.
36
The CRP projects the redevelopment of the Mound site to be complete by 2010; however, the MDC does not have
an expected end date.
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• Development of Strategic Partnerships: MDC hired a marketing firm to advertise the
MBP as a natural place to work with over 190 acres of land for development and buildings
to lease and purchase. The marketing firm worked with MDC on a website to showcase the
site and convey MDC’s vision to create a thriving business park that encourages innovation,
while honoring the Mound Plant’s history and preserving its natural elements. MDC also
partnered with its clients to grow their businesses by providing the matching share that MBP
businesses need to receive state and federal grants for their research.
• Strategic Planning: The MDC Board of Directors decided that under certain circumstances,
the sale of Mound property was a viable option. With environmental cleanup finished and a
new spine road constructed to provide better access, land and building sales became a viable
option at the 300-acre site. Previously, MDC had only leased building space to its tenants.
The Board amended its position related to the sale of property as circumstances changed
considerably with environmental and access issues resolved. When 955 Mound Road was
sold to BOI Solutions in 2012, new strategies and legal mechanisms were developed to
ensure the best possible outcomes for all parties, including these:
MDC was able to create favorable terms and finance the BOI property transaction.
MDC established an owners’ association to ensure the protection of property values
through building and maintenance standards.
Building standards guided design parameters concerning what can and cannot be built on
the site.
MDC maintained and managed common areas, using fees paid by owners (similar to
condominium association fees).
After the sale of 955 Mound Road, a new strategy for business development was developed for
MBP that was a return to the original Mound vision to place the site in private ownership. This
vision was realized in 2014 with the sale of 790 Enterprise Court (Building 100) to the Dyrdek
Group. In April 2015, the Woodworking Shop, LLC, signed a lease-purchase agreement for
1195 Mound Road.
To achieve this vision, MDC prepared a site guide with guidelines for creating code covenants
and restrictions to permit property sales in 2012. For transparency, MDC met regularly with
stakeholder groups during cleanup processes from FY 2006 to FY 2010 and held monthly board
meetings. In 2011–2014, MDC also prepared annual progress reports.
Total 3161 Funds and Other DOE Costed: $1,634,433
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Nevada Test Site Development Corporation
Community Reuse Organization (CRO) Final Report
Fiscal Years 1995 Through 2005
Summary of All Projects Funded with Section 3161
37
Funds:
• Communications Systems for State Economic Development Authorities: The Nevada
Test Site Development Corporation (NTSDC) assisted in allocating Section 3161 grant
funds to link together state economic development authorities. Funding was used to
purchase computers and software to interactively connect Nevada’s 12 economic
development organizations to share economic development data, information, and business
relocation leads.
• Corporation for Solar Technologies and Renewable Resources: Provided a grant using
Section 3161 funds to commercialize solar technologies and construct solar production
facilities in the Nevada Solar Enterprise Zone by matching renewable power markets with
project developers.
• Establish and Start Up the CRO: Section 3161 funds were used to establish the NTSDC
CRO to encourage community involvement and identify specific sectors to revitalize the
Nevada National Security Site (NNSS) (formally known as the Nevada Test Site) area
economy. Section 3161 funds were also used to select projects and programs that would
create high-value jobs and provide employment for displaced NNSS and area workers.
• Implementation: The NTSDC assisted area corporations that were dependent on the NNSS
contracts to become viable through work in the commercial sector with technologies
developed by NNSS contractors. The NTSDC focused their support efforts to businesses in
the aerospace, energy development, chemical, renewable energy, and other technological
areas that had the potential to create jobs, reuse government assets, and diversify the area’s
single-sector economy.
• Fluid Tech: NTSDC provided business advisement services to Fluid Tech, a company
working with low-level radioactive decontamination activities.
• Aerospace: The NTSDC assisted the aerospace industry near NNSS with business
consulting activities that included the development of a two-stage reusable rocket to launch
small payloads being developed by the Kistler Corp.
• Science and Technology Regional Development Corporation (RDC): The NTSDC
provided funding and business advisement services on projects that would facilitate
economic development and job creation within regions of Nye County, Nevada.
• Hydrogen Enriched Lean Burn/Liquefied Natural Gas (LNG) Vehicle: Provided
Section 3161 funding for applied research and development (R&D) for a LNG vehicle to
develop alternative vehicle fuels to reduce urban dependence on gasoline.
• Desert Sky Rock: The NTSDC assisted developers of the Desert Rock Sky Park, an
industrial park specifically for businesses that would benefit from the remote location,
security, and extensive infrastructure provided by its close proximity to the NNSS.
37
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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• Lincoln County RDC and Partnerships: NTSDC assisted businesses that had the potential
to become independent in Lincoln County, Nevada, and would provide jobs and improve
economic conditions in the county.
• NRG Technologies, Inc.: NTSDC provided funding and business advisement services to
develop manufacturing technologies to enable gasoline-powered vehicles to run on efficient
clean-burning fuels such as hydrogen.
• Loan Program: Provided loans to four area companies. Two companies were successful in
privatizing a portion of the NNSS maintenance and operations (M&O) contractors’
functions for graphic design and employee wellness. One company was working on a
product and process to capture and recycle ozone-depleting substances but moved their
operations out of state. The fourth company was developing a method to launch sounder
rockets from the NNSS for microgravity testing failed and closed their operations.
• Esmerelda County, Nevada Economic Development/Grant Management Office:
NTSDC helped facilitate projects that would enhance economic development and create jobs
within Esmeralda County, Nevada.
• Barth Electronics: The NTSDC provided business assistance to Barth Electronics, a
leading participant in the development of new technologies in support of the NNSS
weapons-testing program. The NTSDC assisted the company to diversify into the
commercial electrostatic discharge industry using the same measurement technologies
developed during the weapons-testing era.
• Environmental Sources Nevada: The NTSDC assisted Environmental Sources Nevada, a
manufacturer of low-level radiation calibration equipment, in marketing their products to the
private sector.
• Next-Generation Power: The NTSDC provided business consulting services to Next-
Generation Power, which developed a new electrical-power generation and wastewater
facility in Las Vegas, Nevada, utilizing a new turbine technology.
• International Brotherhood of Teamsters (IBT)/NNSS Training Center: The IBT
partnered with U.S. Department of Energy (DOE) NNSS, NTSDC, and the NNSS M&O
contractor to provide general driving instruction, as well as skills-based training to current
and former NNSS workers.
• Incubator Program: Provided operating space, business advisement services, and
Section 3161 funding for four area startup businesses.
• WG Squared: The NTSDC provided business consulting services to WG Squared, a
processor of low-level radioactive waste generated by laboratory closure activities at the
former NNSS.
• Hellonetwork: The NTSDC assisted Hellonetwork, a Nevada-based business that
specialized in video-streaming on the Internet, to become commercially viable without
dependence on NNSS contracts.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from the
DOE’s Office of Legacy Management as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 163
Table 1. Nevada Test Site Development Corporation Community Transition Funding and Job Creation
by Project
NTSDC, FYs 1995 Through 2005
Closed Projects
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Communications
Systems for State
Economic
Development
Authorities
$100,000 $0 $100,000 $100,000 755 $132
Corporation for
Solar Technologies
and Renewable
Resources
$2,731,891 $532,417 $3,264,308 $3,264,308 6 $544,051
Establish and Start
Up Community
Reuse Organization
a
$520,000 $0 $520,000 $520,000 0
$0
Implementation $4,984,416 $100,000 $5,084,416 $5,084,416 1,808 $2,812
Fluid Tech $300,000 $0 $300,000 $300,000 13 $23,077
Aerospace
Activities
a
$494,139 $0 $494,139 $494,139 0
$0
Science &
Technology RDC
a
$444,950 $0 $444,950 $444,950 0
$0
Hydrogen-Enriched
Vehicle Grant
$250,000 $0 $250,000 $250,000 6 $41,667
Desert Rock
Sky Park
a
$193,796 $0 $193,796 $193,796 0
$0
Lincoln County
Partnerships & RDC
$337,818 $0 $337,818 $337,818 1 $337,818
NRG Technologies,
Inc.
$661,173 $0 $661,173 $661,173 6 $110,196
Loan Program
$496,588
$0
$496,588
$496,588
26
$19,100
Esmeralda
County RDC
a
$32,000 $0 $32,000 $32,000 0
$0
Barth Electronics
a
$2,055
$0
$2,055
$2,055
0
$0
Environmental
Sources Nevada
a
$1,005 $0 $1,005 $1,005 0
$0
NextGeneration
Power
a
$71,871 $0 $71,871 $71,871 0
$0
IBT/Nevada Test
Site Training Center
$1,236,000 $0 $1,236,000 $1,236,000 84 $14,714
Incubator Program
$528,356
$0
$528,356
$528,356
20
$26,418
WG Squared $1,383 $0 $1,383 $1,383 3 $461
Hellonetwork
$450 $0 $450 $450 0
$0
CRO Administration
a
$1,850,000 $0 $1,850,000 $1,850,000 0
$0
Totals
$15,237,891
$632,417
$15,870,308
$15,870,308
2,728
$5,818
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
Abbreviations:
FY = fiscal year;
N/A = not applicable;
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 164
Leveraged Funding:
Table 2 is a list of leveraged
38
funds or in-kind services received from all external sources
[Federal, state, and local government agencies or private organizations] resulting from
Comprehensive Reuse Plan contributions of Section 3161 funds or in-kind goods/services
39
for
all projects and endeavors. Leveraged funds should not be confused with matching funds.
40
Table 2. Nevada Test Site Development Corporation Leveraged Funding Sources
Funding Source
Cash
In Kind
National Aeronautics and Space Administration
$145,000,000
$0
Bechtel Nevada, employee on loan
$0
$550,000
U.S. Air Force
$300,000
$0
City of Boulder; land, 320 acres
$0
$8,000,000
Dr. Peter Catania, administrative
$0
$115,000
EDA grant
$1,200,000
$0
City of Caliente
$25,000
$0
Nevada Commission on Economic Development, Pinion-juniper
$196,000
$0
Nye County Roads Department – road work
$0
$200,000
EDA sub-grant
$75,000
$0
University of Arizona
$1,300,000
$0
Global Renewable Energy Partners: planning, development,
testing, anemometer siting and installation, environmental impact
study, administrative oversight, cultural and archaeological
reviews, travel
$380,000 $0
Nevada State Office of Energy, speaker and staff support
$5,000
$0
NRG Technologies, Inc.
$6,000
$0
Esmeralda County RDC
$6,000
$0
Green Energy Futures Park $73,782 $0
University of Nevada–Las Vegas, professional staff services
$0
$8,000
NTSDC Board, professional administrative services
$0
$32,000
Board of Directors
$0
$12,500
Property program/loans
$3,000
$0
Total
$148,569,782
$8,917,500
Abbreviations:
EDA = Economic Development Administration;
Section 3161= Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
38
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
39
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
40
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 165
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed
Project Name: Communications Systems for State Economic Development Authorities
Period of Performance: 1994 through 1995
Brief Project Description:
Section 3161 grant funds were used to link all state economic development authorities together
to share resources. Funding was used to purchase computers and software to interactively
connect Nevada’s 12 economic development organizations to share economic development data,
information, and business relocation leads.
Project Goals and Objectives:
Provide equal access to economic development data, information, and business relocation leads
to rural Nevada economic development organizations to allow them to operate at the same level
as their urban partners. All economic development organizations had access to the same
information and leads at the same time and thereby provided for greater statewide participation
in promoting Nevada’s business climate and benefits and ultimately job creation.
Project Outcome:
The objectives of the project were met.
Total Section 3161 Funds Costed: $100,000
Total Jobs Created/Retained: 755
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $132
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 166
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Corporation for Solar Technologies and Renewable Resources
Period of Performance: 1995 to 2000
Brief Project Description:
Provided a grant using Section 3161 funds to commercialize solar technologies and construct
solar production facilities in the Nevada Solar Enterprise Zone by matching renewable power
markets with project developers.
Project Goals and Objectives:
Complete the design and construction of a portable solar power plant. Conduct solar project
development activities.
Project Outcome:
This project was not sponsored or managed by Nevada National Security Site Development
Corporation, and the final outcome is unknown.
Total Section 3161 and Other DOE Funds Costed: $3,264,308
Total Jobs Created/Retained: 6
Total Number of Displaced Site Workers Employed: Not available
Cost per Job Created/Retained: $544,051
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 167
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Establish and Startup the Nevada National Security Site Development
Corporation (NTSDC) Community Reuse Organization (CRO)
Period of Performance: 1995 through 1996
Brief Project Description:
Section 3161 funds were used to establish the NTSDC CRO to encourage community
involvement and identify specific sectors to revitalizing the NNSS area economy. Section 3161
funds were also used to select projects and programs that would create high-value jobs and
provide employment for displaced NNSS and area workers.
Project Goals and Objectives:
Identify community leaders, business organizations, and operations to be involved on the
NTSDC CRO Board of Directors to ensure the board’s successful operation. Set up the initial
structure of the CRO and file articles of incorporation. Establish bylaws; elect board of directors;
vote for officers of the corporation; hire staff; perform strategic planning to set corporate goals
and objectives; and develop initial programs.
Project Outcome:
The NTSDC was established as the CRO for the NNSS region.
Total Section 3161 Funds Costed: $520,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 168
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Implementation
Period of Performance: 1996 through 2000
Brief Project Description:
The Nevada National Security Site Development Corporation assisted area corporations that had
depended on NNSS contracts to become viable through work in the commercial sector with
technologies developed as NNSS contractors. The NTSDC focused their support efforts on
businesses in the aerospace, energy development, chemical, renewable energy and other
technological fields that had the potential to create jobs, reuse government assets, and diversify
the area’s single-sector economy.
Project Goals and Objectives:
Provide Section 3161 funding for economic development activities to mitigate the negative
impacts associated with workforce restructuring at NNSS. This project covered all individual
projects and administrative costs.
Project Outcome:
The CRO selected projects and businesses for funding and provided business consulting services.
Total Section 3161 and Other DOE Funds Costed: $5,084,416
Total Jobs Created/Retained: 1,808
Total Number of Displaced Site Workers Employed: 31
Cost per Job Created/Retained: $2,812
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 169
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Fluid Tech
Period of Performance: 1997 through 2004
Brief Project Description:
The Nevada National Security Site Development Corporation provided business advisement
services to Fluid Tech, a company working with low-level radioactive decontamination
activities.
Project Goals and Objectives:
Fluid Tech was to become a self-sustaining business with a continuing close relationship
with NTSDC.
Project Outcome:
By the end of the grant period, Fluid Tech had become an independent and commercially viable
business.
Total Section 3161 Funds Costed: $300,000
Total Jobs Created/Retained: 13
Total Number of Displaced Site Workers Employed: 13
Cost per Job Created/Retained: $23,077
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 170
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Aerospace Activities
Period of Performance: 1997 through 2004
Brief Project Description:
The Nevada National Security Site Development Corporation provided Kistler, an aerospace
company, Section 3161 funding for the development of a two-stage reusable rocket to launch
small payloads.
Project Goals and Objectives:
Kistler was to be one of the first companies in the nation to provide reusable launch rockets to
public and private companies.
Project Outcome:
Continued lack of funding hampered the project.
Total Section 3161 Funds Costed: $494,139
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 171
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Science & Technology Regional Development Corp.
Period of Performance: 1997 through 2004
Brief Project Description:
The Nevada National Security Site Development Corporation provided funding and business
advisement services to the Science and Technology RDC for projects that would facilitate
economic development and job creation within regions of Nye County, Nevada.
Project Goals and Objectives:
Create a science and technology park to assist with the general economic growth in Nye
County, Nevada.
Project Outcome:
The project was ongoing at the end of the grant period, and information on final outcome was not
available.
Total Section 3161 Funds Costed: $444,950
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 172
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Hydrogen Enriched Lean Burn/LNG Vehicle
Period of Performance: 1997 to 1999
Brief Project Description:
Conducted applied R&D for a liquefied natural gas vehicle to develop alternative vehicle fuels to
reduce vehicle dependence on gasoline with Section 3161 funding.
Project Goals and Objectives:
Build prototype to demonstrate the use of an alternative fuel.
Project Outcome:
The project was completed, and a prototype LNG vehicle was built.
Total Section 3161 Funds Costed: $250,000
Total Jobs Created/Retained: 6
Total Number of Displaced Site Workers Employed: Not available
Cost per Job Created/Retained: $41,667
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 173
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Desert Rock Sky Park
Period of Performance: 1998 through 2004
Brief Project Description:
The Desert Rock Sky Park, an industrial business park, was being developed specifically for
businesses that would benefit from the park’s remote location near the NNSS and from security
and extensive infrastructure provided by NNSS.
Project Goals and Objectives:
The project goal was to establish a base of tenants at the industrial park that fit within the
approved scope of activities as permitted at NNSS.
Project Outcome:
At the end of the grant period the industrial park project was viable and no longer required
NTSDC CRO funding.
Total Section 3161 Funds Costed: $193,796
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 174
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Lincoln County Regional Development Corporation and Lincoln County
Partnerships
Period of Performance: 1998 through 2004
Brief Project Description:
The Nevada National Security Site Development Corporation assisted businesses that had the
potential to become independent in Lincoln County, Nevada, and would provide jobs and
improve economic conditions in the county.
Project Goals and Objectives:
Provide assistance for economic development in rural Lincoln County, Nevada, and provide jobs
for residents.
Project Outcome:
At the end of the grant period, efforts were ongoing and results could not be quantified.
Total Section 3161 Funds Costed: $337,818
Total Jobs Created/Retained: 1
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $337,818
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 175
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: NRG Technologies
Period of Performance: 1998 through 2004
Brief Project Description:
The Nevada National Security Site Development Corporation provided funding and business
advisement services to develop and manufacture technologies to enable gasoline-powered
vehicles to run on efficient clean-burning fuels such as hydrogen.
Project Goals and Objectives:
Assist NRG Technologies to commercialize prototypes that they developed and ultimately help
the company to become self-sufficient.
Project Outcome:
Through restructuring, NRG Technologies became an independent and commercially viable
business.
Total Section 3161 Funds Costed: $661,173
Total Jobs Created/Retained: 6
Total Number of Displaced Site Workers Employed: 6
Cost per Job Created/Retained: $110,196
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 176
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Loan Program
Period of Performance: 1998 to 2002
Brief Project Description:
Section 3161 funds were used to provide loans to four area companies. Two companies were
working on privatizing a portion of the NNSS M&O contractors’ functions, graphic design and
the employee wellness program. One company was working on a product and process to capture
and recycle ozone-depleting substances. The fourth company was developing a method to launch
sounder rockets from the NNSS for microgravity testing.
Project Goals and Objectives:
Project goals and objectives were specific to each business, but all had the objective to become
independent and self-sustaining businesses.
Project Outcome:
The design firm and the wellness firm were successful in privatizing portions of the NNSS
graphic design and employee wellness contract. The company that was working on a product and
process to capture and recycle ozone-depleting substances moved their operations out of Nevada.
The company that was developing a method to launch sounder rockets from the NNSS for
microgravity testing failed and closed their operations.
Total Section 3161 Funds Costed: $496,588
Total Jobs Created/Retained: 26
Total Number of Displaced Site Workers Employed: 13
Cost per Job Created/Retained: $19,100
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 177
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Esmeralda County Regional Development Corporation
Period of Performance: 1999 through 2004
Brief Project Description:
The Nevada National Security Site Development Corporation helped facilitate projects that
would enhance economic development and create jobs within Esmeralda County, Nevada.
Project Goals and Objectives:
Provide business advisement assistance to projects that would result in new jobs through funding
mechanisms to facilitate growth and economic development in Esmeralda County, Nevada.
Project Outcome:
Project activities were ongoing at the end of the grant period, and results could not be quantified.
Total Section 3161 Funds Costed: $32,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 178
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Barth Electronics
Period of Performance: 1999 to 2000
Brief Project Description:
Barth Electronics was a leading participant in the development of new technologies in support of
the National Nuclear Security Administration’s weapons-testing program at the NNSS. The
Nevada National Security Site Development Corporation assisted the company in diversifying
into the commercial electrostatic discharge industry using the same measurement technologies
developed during the weapons-testing era.
Project Goals and Objectives:
The NTSDC provided business advisement services to Barth Electronics to redirect the firm’s
focus to the commercial sector. Only consultation assistance was provided to Barth. The firm did
ask for funding, but the project did not receive the support from the full NTSDC board for the
allocation requested.
Project Outcome:
Barth Electronics was able to become viable in the commercial sector using methods developed
while contracted to NNSS.
Total Section 3161 Funds Costed: $2,055
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 179
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Environmental Sources Nevada
Period of Performance: 1999 to 2000
Brief Project Description:
The Nevada National Security Site Development Corporation assisted Environmental Sources
Nevada, a manufacturer of low-level radiation calibration equipment, in marketing their products
to the private sector.
Project Goals and Objectives:
The project goals and objectives were never fully developed.
Project Outcome:
Ultimately, Environmental Sources Nevada did not meet guidelines required by the NTSDC
board of directors for project assistance.
Total Section 3161 Funds Costed: $1,005
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 180
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Next-Generation Power
Period of Performance: 1999 to 2000
Brief Project Description:
The Nevada National Security Site Development Corporation provided Section 3161 funding to
Next-Generation Power for a new electrical-power generation and wastewater facility in Las
Vegas, Nevada that used a new turbine technology.
Project Goals and Objectives:
The project goals and objectives are unknown.
Project Outcome:
The project did not meet NTSDC Board of Directors guidelines.
Total Section 3161 Funds Costed: $71,871
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 181
Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: International Brotherhood of Teamsters (IBT) /Nevada National Security Site
(NNSS) Training Center
Period of Performance: 1999 to 2003
Brief Project Description:
The IBT proposed to partner with the DOE NNSS, Nevada National Security Site Development
Corporation, and the NNSS M&O contractor to provide general driving instruction, as well as
skills-based training to current and former NNSS workers.
Project Goals and Objectives:
Provide long-haul trucker training to displaced NNSS workers and other area residents.
Project Outcome:
The IBT in conjunction with NNSS and the NNSS M&O contractor established a long-haul
trucker training program at NNSS for displaced NNSS workers and other area residents.
Total Section 3161 Funds Costed: $1,236,000
Total Jobs Created/Retained: 84
Total Number of Displaced Site Workers Employed: 28
Cost per Job Created/Retained: $14,714
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Incubator Program
Period of Performance: 1999 to 2002
Brief Project Description:
Section 3161 funds were used to provide operating space and business advisement services for
four area startup businesses.
Project Goals and Objectives:
Provide a nurturing business environment for startup businesses in an environment where they
can prosper, grow, and become independent.
Project Outcome:
Two of the four startups became independent businesses. The NNSS Historical Foundation was
located in the incubator and was able to move to its own location. The fourth business wanted to
site a wind farm on the NNSS but was denied this request by the U.S. Air Force.
Total Section 3161 Funds Costed: $528,356
Total Jobs Created/Retained: 20
Total Number of Displaced Site Workers Employed: Not available
Cost per Job Created/Retained: $26,418
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Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: WG Squared
Period of Performance: 2000 through 2004
Brief Project Description:
The Nevada National Security Site Development Corporation provided business advisement
services to WG Squared to process low-level radioactive waste generated by the laboratory
closure activities at the former NNSS.
Project Goals and Objectives:
WG Squared’s goal was to become a successful independent company that worked with low-
level radioactive waste.
Project Outcome:
WG Squared eventually went out of business due to lack of funding.
Total Section 3161 Funds Costed: $1,383
Total Jobs Created/Retained: 3
Total Number of Displaced Site Workers Employed: 3
Cost per Job Created/Retained: $461
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Nevada Test Site Development Corporation
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Hellonetwork
Period of Performance: 2000
Brief Project Description:
Hellonetwork was a Nevada-based business that specialized in video-streaming on the Internet
and needed assistance to become commercially viable without dependence on Nevada National
Security Site contracts.
Project Goals and Objectives:
The goal for Hellonetwork was to become commercially viable and no longer dependent on
NNSS contracts as its only source of revenue.
Project Outcome:
Hellonetwork developed the first Java-enabled streaming media platform and eventually
expanded its application to various commercial businesses and became commercially viable.
Total Section 3161 Funds Costed: $450
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Oak Ridge Operations
Community Reuse Organization (CRO) Final Report
Fiscal Years 1993 Through 2005
Summary of All Projects Funded with Section 3161
41
Funds:
• New Business Development Fund: The grant supported new business development to
assist the region in becoming more economically diversified and less dependent upon a
federal presence. New business ventures in the region were created and expanded with
particular emphasis on job creation and new regional investment. The grant consisted of two
different parts: Part 1 was allocated with $1.7 million to initially capitalize a regional small-
business revolving-loan fund (ET 2000 Financial Assistance Fund). Part 2 was allocated
with $300,000 to provide support for the development of a comprehensive small-business
incubator program and resource network.
• Manufacturing Skills Campus: The skills campus provided training programs to the
private sector and the U.S. Department of Energy (DOE) Oak Ridge contractor workforce in
specialized craft skills including precision machining, electronics, and industrial
maintenance.
• Oak Ridge Centers for Manufacturing Technology (ORCMT): ORCMT utilized the
resources of the DOE Oak Ridge Complex to help U.S. industry solve tough manufacturing
problems while carrying out DOE’s national security mission.
• 21st Century Jobs Initiative: The initiative was a strategy to guide policy makers and
private-sector leaders in their lending decisions to invest time and money to build an
economy less dependent on the federal government and more competitive in the global
marketplace—a pilot for a regional economic development strategy based on leveraging
DOE technologies.
• Technology 2020 – Regional Research and Development (R&D): Provided funds to
furnish equipment for a Technology 2020 facility. The original $1.5 million DOE grant
leveraged $2.9 million in State of Tennessee and private resources to construct the
Technology 2020 facility and launch the Technology 2020 initiative.
• East Tennessee 2000 – Feasibility Studies: Grant funds were used to conduct two
feasibility studies for a regional industrial park and technology, trade, and exhibition center.
• Technical Assistance for the Reuse of DOE Facilities and Land: Provided support to the
Oak Ridge Reindustrialization program with funding to complete a conceptual design and
topographic analysis of the ED-1, a 1,000 acre greenfield industrial park. Funding was
provided to local legal counselors to develop an organizational structure and model tenant
subleases.
• Workforce Restructuring Planning Assistance Grant: Funded regional planning,
coordinated regional stakeholder input for workforce restructuring plans, and developed
methods to mitigate the impacts of defense downsizing on displaced workers at DOE
facilities. Restructuring plans for the Oak Ridge Complex and the first Community
Transition Plan (CTP), East Tennessee 2000, were developed with the input of regional
stakeholders.
41
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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• East Tennessee 2001: Implementing the Vision: A collection of several different initiatives,
this effort was intended to take the region’s economy into the next century and build upon
the East Tennessee 2000 plan. The four components were to support the Reindustrialization
of the East Tennessee Technology Park (ETTP), solve regional workforce development
problems, focus on regional R&D initiatives, and facilitate efforts in community transition
and economic diversification.
• East Tennessee 2001: Implementing the Vision/Area Assistance: Anderson and Roane
Counties, Tennessee, received funding to develop 310 acres into two regional industrial
parks. A grant to the City of Oak Ridge provided support to Roane State Community
College Oak Ridge Campus, assistance for the relocation of a high-technology private sector
firm to Oak Ridge, and funds for an economic development diversification project in Oak
Ridge that included community input and consensus.
• National Electronics Recycling Center (NERC): The NERC met a national need for a
research, development, demonstration, test, and evaluation center for the emerging
electronics reuse and recycling industry. After September 2000, the effort became a self-
sustaining commercial enterprise for the disposition of end-of-life electronic equipment to
meet recycling, energy-saving, and cost-reduction goals for private industry and
governments.
• Reindustrialization: Recruit firms to locate at Heritage and Horizon Centers on the ETTP
complex to help create jobs for displaced workers. The Heritage Center is located on the
former DOE K-25 site, and the Horizon Center is located in the ED-1 Greenfield
industrial park.
• Manufacturing Skills Campus: Provided retraining for displaced Oak Ridge workers in the
areas of advanced craft skills training, precision machining, industrial maintenance, machine
tool maintenance, and metrology. Training was also provided to the Y-12 workforce on new
technologies to ensure that Y-12 would become a flexible, science-based manufacturing
facility capable of making the variety of materials and components needed for national
security.
• National Transportation Research Center: In October 2000, the National Transportation
Research Center (NTRC) was completed as an 85,000 square foot transportation research
facility to house 165 Oak Ridge National Laboratory (ORNL) and University of Tennessee
(UT) staff members, and support contractors. Community Reuse Organization of East
Tennessee (CROET) funds were used to equip and finish 12 research laboratories as user
facilities for industry, universities, and ORNL and UT staff. NTRC, Inc. was awarded a
$1 million grant from the Federal Highway Administration to develop a Heavy Vehicle
Safety Research Center.
• Regional Economic Diversification and Workforce Development: Assisted impacted
communities by: (1) enhancing local industrial and economic development efforts,
(2) providing industrial infrastructure, (3) providing startup and operating funds for projects
that appear to become self-sustaining job providers; and (4) allowing communities to
respond to strengths, opportunities, and constraints specific to its workforce development
situations.
• FY 2004 Operations Grant: The operation grant assisted CROET in continuing its efforts
to create new, quality jobs in the region by using the underutilized land, facilities,
equipment, personnel, and technologies available at the Oak Ridge complex. As the CRO
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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for the region, CROET was the community’s primary voice to DOE for community
transition issues.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from DOE’s
Office of Legacy Management as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job.
Table 1. Oak Ridge Community Transition Funding and Job Creation by Project
STOP FYs 1993 Through 2005
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
New Business
Development Fund
$2,000,000 $0 $2,000,000 $2,000,000 510 $3,922
Manufacturing Skills
Campus
$17,302,000 $0 $17,302,000 $17,302,000 1,208 $14,323
Oak Ridge Centers for
Manufacturing
Technology
$10,000,000 $0 $10,000,000 $10,000,000 1,358 $7,364
21st Century Jobs
Initiative
a
$717,444 $0 $717,444 $717,444 0 $0
Technology 2020 –
Regional R&D
$1,500,000 $0 $1,500,000 $1,500,000 267 $5,618
East Tennessee 2000
– Feasibility Studies
a
$100,000 $0 $100,000 $100,000 0 $0
Technology
Assistance, DOE
Facility Reuse
a
$100,000 $0 $100,000 $100,000 0 $0
Workforce
Restructuring
Planning Grant
a
$332,556 $0 $332,556 $332,556 0 $0
East Tennessee 2001,
Implementing the
Vision
$12,100,000 $0 $12,100,000 $12,100,000 1,245 $9,719
East Tennessee 2001,
Implementing the
Vision/Area
Assistance
$1,100,000 $0 $1,100,000 $1,100,000 975 $1,128
National Electronics
Recycling Center
$4,000,000 $0 $4,000,000 $4,000,000 23 $173,913
Reindustrialization
$6,000,000
$0
$6,000,000
$6,000,000
214
$28,037
Manufacturing Skills
Campus
$750,000 $0 $750,000 $750,000 1,815 $413
National
Transportation
Research Center
$1,200,000 $0 $1,200,000 $1,200,000 45 $26,667
Regional Economic
Diversification and
Workforce
Development
$799,500 $0 $799,500 $799,500 990 $808
FY 2004
Operations Grant
a
$288,000 $0 $288,000 $288,000 0 $0
Totals
$58,289,500
$0
$58,289,500
$58,289,500
8,650
$6,739
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
Abbreviations:
FY = fiscal year
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
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Leveraged Funding:
Table 2 is a list of leveraged
42
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
43
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
44
Table 2. Oak Ridge Leveraged Funding Sources
Funding Source
Cash
In Kind
Regional lending institutions. For each $1 that is loaned from the
Revolving Loan Fund, the recipient is required to match it with funds
from other sources
>$4,000,000 $0
Knox County Government
$400,000
$0
Total
>$4,400,000
$0
42
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
43
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
44
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed
Project Name: New Business Development Fund
Period of Performance: 1993 through 2005
Brief Project Description:
The grant helped the region become economically diversified and less dependent upon the
federal government’s presence by supporting new business development. New business ventures
in the region were created, and existing businesses were expanded with an emphasis on job
creation and new regional investment. The grant consisted of two different parts. Part 1 was
allocated with $1.7 million to initially capitalize a regional small-business revolving-loan fund,
and Part 2 was allocated with $300,000 to support the development of a comprehensive small-
business incubator program and resource network.
Project Goals and Objectives:
• To encourage and assist new businesses in the East Tennessee region.
• Serve as a nontraditional source of capital via equity and loans for promising new startup
and growing businesses likely to create new jobs within the CRO of East Tennessee’s
service area.
Project Outcome:
This grant evolved into a revolving-loan program, and funds were used as loans or as guarantees
for loans and lines of credit from banks for new businesses approved by CROET.
In late 1999, an agreement was reached between CROET and Technology 2020, a nonprofit
501(c)(3) community development financial institution, to allow Technology 2020’s subsidiary
Southeast Community Capital (SCC) to manage the fund. SCC and CROET entered into a
Management Service Agreement on January 1, 2000, to appoint SCC as an agent of CROET to
manage certain monies and assets, known as the East Tennessee 2000 Financial Assistance
Fund (ET 2000). These monies were made available to CROET pursuant to a DOE grant.
CROET and the TennesSeed fund entered into an agreement in September 2001 to allow SCC
and CROET to purchase a private limited partnership interest in the TennesSeed fund in the
amount of $1 million dollars. However, subsequent to these investments, the TennesSeed fund
was notified it would not receive its license from the U.S. Small Business Administration. The
CROET New Business Development Loan Fund (NBDLF) held an investment position in two
companies via the TennesSeed fund in the amount of $362,759. The fund will manage these two
investments. The remaining balance of funds was returned.
The Knox County Technology & Jobs Fund was created on July 1, 2004, as a partnership
between CROET, Knox County, and SCC. The Knox County Technology & Jobs Fund became a
$4.75 million debt fund available to small and early stage business in the CROET service area
that did have access to traditional capital. The dollars invested by CROET ($290,000) and Knox
County ($400,000) as loan loss reserve were leveraged to $750,000 in loan funds from three
financial institutions: Tennessee State Bank, American Fidelity Bank, and Sun Trust Bank, with
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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additional dollars provided from other SCC funds. These funds were deployed in the CROET
service area including Knox County.
SCC continued to monitor loans originated by CROET and new loans placed by SCC using
CROET NBDLF money.
Total Section 3161 Funds Costed: $2,000,000
Total Jobs Created/Retained: 510
Total number of Displaced Site Workers Employed: 59
Cost Per Job Created/Retained: $3,922
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Manufacturing Skills Campus
Period of Performance: 1994 through 1997
Brief Project Description:
Proposed as an element of the East Tennessee 2000 Economic Development Plan, the
Manufacturing Skills Campus was established to provide training programs in advanced
manufacturing skills to the private sector and the DOE Oak Ridge contractor workforce. The
Skills Campus offers specialized craft skills training in precision machining, electronics, and
industrial maintenance. Instructors were skilled craft workers with on the average of 20 years of
experience. The Skills Campus integrates workforce restructuring requirements and economic
development objectives through its dual mission to retrain workers to maintain national security
core competencies and transferring skills to the private sector.
Project Goals and Objectives:
Support the DOE Defense Program by training Y-12’s skilled current and displaced workforce in
the latest manufacturing technologies. Assist private industry by providing critical manufacturing
training needs.
Project Outcome:
The initial support for the Manufacturing Skills Campus in fiscal year 1995 came at a time when
significant numbers of jobs were being lost at the Oak Ridge Complex. The funding provided
retraining for displaced Oak Ridge workers to retain their skills to find jobs in the region.
The Skills Campus policy was to survey external customers 6 months after training to assess
both economic impact and jobs. This approach was modeled after the U.S. Department of
Commerce National Institute of Standards and Technology private-sector measurement process.
Private-sector impact measurements focus on cost savings and jobs saved or created. The survey
process also collected other key quality and performance measures for continuous improvement.
Some actual outcomes were:
• 1,604 Y-12 workers retrained
• 1,399 external participants trained
• 1,208 jobs created/retained
• 61 business expansions enabled
Total Section 3161 Funds Costed: $17,302,000
Total Jobs Created/Retained: 1,208
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $14,323
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Oak Ridge Centers for Manufacturing Technology (ORCMT)
Period of Performance: 1994 through 1995
Brief Project Description:
ORCMT uses DOE Oak Ridge Complex resources to help U.S. industry solve difficult
manufacturing problems while carrying out DOE’s national security mission.
Project Goals and Objectives:
(1) Improve the industrial competitiveness of American industry by using the expertise of Y-12
workers. (2) Retain jobs that otherwise might have been lost and create new private-sector jobs
by assisting in business expansion. (3) Retain skilled Y-12 employees within the plant who
otherwise may have been displaced. Specific objectives were to help expand 50 businesses,
create or retain 600 private-sector jobs, and retain 200 skilled Y-12 employees.
Project Outcome:
• 62 businesses expanded
• 955 private sector jobs created/retained
• 403 skilled Y-12 employees retained
Total Section 3161 Funds Costed: $10,000,000
Total Jobs Created/Retained: 1,358
Total Number of Displaced Site Workers Employed: 403
Cost per Job Created/Retained: $7,364
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: 21st Century Jobs Initiative
Period of Performance: 1994 through 1996
Brief Project Description:
The initiative was an action-oriented strategy that guided policy makers and private-sector
leaders in their investment decisions to build an economy less dependent on the federal
government and more competitive in the global marketplace. The initiative was a pilot for a
regional economic development strategy based on leveraging DOE technologies.
Project Goals and Objectives:
The effort involved three phases, the first two funded by the grant, the third funded by regional
resources.
Phase I: Shape the Vision. Provide analysis, outreach, and consensus building. Mobilize regional
leaders and stakeholders into a cohesive team, and create the initial momentum to drive the
initiative forward—establishing new linkages between regional technological assets, the
economy, and a vision of the future.
Phase II: Design the Strategy. Develop a strategy to build on demand-driven requirements from
industries in the region; provide opportunities to serve national markets; and attract international
investment shaped by participant-created business action plans.
Phase III: Implement the Initiative. Focus on translating the momentum generated through the
strategy development process into a continuing implementation process to enable the creation of
new enterprises, the expansion of regional businesses, and the attraction of new companies to the
region (all via stakeholder-managed actions).
Project Outcome:
Phase I was an economic analysis of the 15-county region that was developed using an input-
output analysis and export trade data. Eight clusters of economic activity were identified, and
gaps in supply chains and economic clusters were identified. This phase also identified the
organizations and individuals that would form the team to strategize and implement the plans. In
Phase II, these organizations and individuals met to develop 30 business plans. The plans were
scored for readiness for implementation. Common recommendations of the working groups were
captured in “5 Big Ideas” for the region. A framework was created for business and community
leaders to solve future problems. One notable outcome of these clusters was an initiative
identified in the Technology Intensive Products and Services cluster group. An Information
Technology Business Association was formed that assisted regional information technology–
related enterprises and created new jobs. Another example of success was the later establishment
of the very successful NTRC that was initially proposed in this project. Phase I and II were for
planning. No jobs were intended to be created in these early phases.
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Doc. No. S13754 September 2016
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Total Section 3161 Funds Costed: $717,444
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Technology 2020 – Regional Research and Development
Period of Performance: 1994 through 1996
Brief Project Description:
Provide funds to furnish equipment for Technology 2020. The original $1.5 million in DOE
grant funds was leveraged by $2.9 million in State of Tennessee and private resources to
construct the Technology 2020 facility and launch the initiative.
Project Goals and Objectives:
Partner with others to help encourage Technology 2020’s formation and stimulate new
investment and jobs in the East Tennessee Region through advanced telecommunications
infrastructure. After 10 years of successful operation, goals were expanded to create an
entrepreneurial environment, provide access to capital, grow new companies, and support the
region’s technology community.
Technology 2020 included several organizations that significantly contributed to the region’s
success. SCC, a community development financial institution, provided loans and investments to
small businesses in low-income areas throughout Tennessee, which did not have access to
traditional financing options. The Center for Entrepreneurial Growth was formed to create an
entrepreneurial climate in the state of Tennessee and improve the dissemination of ORNL’s
technology through the creation and support of early-stage companies focused on growth and
long-term sustainability. The East Tennessee Technology Council was organized to build an
active community of technology-based businesses and entrepreneurs to drive the region’s
economy in the 21st century. To nurture new business growth, Technology 2020 also offered
business incubator space for new technology businesses at state-of-the-art campuses in Oak
Ridge and downtown Knoxville, Tennessee.
Project Outcome:
Initial DOE funds leveraged by the State of Tennessee and private funds allowed Technology
2020 to construct and equip a facility to begin its job creation efforts. A total of 267 jobs were
reported as created through the business incubator program. After this initial startup phase, the
project continued to be supported through subsequent East Tennessee 2001 and East Tennessee
2002 CTPs.
Total Section 3161 Funds Costed: $1,500,000
Total Jobs Created/Retained: 267
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $5,618
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: East Tennessee 2000 – Feasibility Studies
Period of Performance: 1994 through 1995
Brief Project Description:
The grant funds provided for two feasibility studies for a regional industrial park and a
technology, trade, and exhibition center.
Project Goals and Objectives:
The technology, trade, and exhibition center feasibility study was to provide an overview of area
demographics; an evaluation of comparable technology training facilities located in the
Southeast region that would compete with the proposed facility; and a preliminary development
program and financial analysis for the facility’s date of self-sufficiency.
The feasibility study for a regional industrial park was intended to document a regional inventory
of available industrial sites; compare and contrast the sites; identify large tracts of land that could
be used for a regional industrial site; assess current conditions and development priorities; and
devise a plan for a regional industrial center, including a marketing strategy.
Project Outcome:
Two feasibility studies were produced that met the objectives outlined above. The conclusion of
the first study was that a 20–30 thousand square foot technology conference and training facility
could be built in Oak Ridge and could be self-sustaining within 3 years. The second study
provided detailed analysis as requested and recommended a Greenfield location known as the
Eastfork Site as the most favorable and least costly alternative.
Total Section 3161 Funds Costed: $100,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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September 2016 Doc. No. S13754
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Technical Assistance for the Reuse of DOE Facilities and Land
Period of Performance: 1994 through 1996
Brief Project Description:
Provide assistance for the CROET to develop a plan to allow unneeded DOE land, facilities, or
equipment to be made available for community transition programs.
Project Goals and Objectives:
The outcome of the planning process was eventually intended to develop a tenant evaluation
process, model subleases, land-use planning studies, and an examination of other policy issues.
Project Outcome:
This funding provided key support for the Oak Ridge Reindustrialization program. A conceptual
design of the ED-1 greenfield industrial park was completed, including a topographic analysis.
Significant support was received from local legal counselors to develop both the organizational
structure and leases. Model subleases were completed and utilized. A topographic analysis on the
1,000-acre ED-1 site was completed.
Total Section 3161 Funds Costed: $100,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Workforce Restructuring Planning Assistance Grant
Period of Performance: 1995
Brief Project Description:
Provide funding for regional planning.
Project Goals and Objectives:
Coordinate regional stakeholder input into workforce restructuring plans and develop methods to
mitigate the impacts of defense downsizing on displaced workers at DOE facilities.
Project Outcome:
As a result of this project, restructuring plans were developed for the Oak Ridge Complex,
including the first CTP, East Tennessee 2000 that was developed with the input of regional
stakeholders.
Total Section 3161 Funds Costed: $332,556
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: East Tennessee 2001: Implementing the Vision
Period of Performance: 1996 through 2000
Brief Project Description:
As a collection of several different initiatives, this effort was intended to take the region’s
economy into the next century and build upon the East Tennessee 2000 plan previously
submitted. Its four components were to support the reindustrialization of the ETTP; solve the
problem of regional workforce development; focus on regional R&D initiatives; and facilitate
efforts in community transition and economic diversification.
Project Goals and Objectives:
The initiative involved nine tasks. Task Number 2 is described separately as implementing the
Vision/Area Assistance.
Tasks
1. Reindustrialization. Recruit firms to locate at Heritage and Horizon Centers to the ETTP.
• (Described separately in this report as Implementing the Vision/Area Assistance.)
2. CROET Operations. Support the development and ongoing operations activities of
the CROET.
3. Manufacturing Skills Campus. Provide support through the ET 2000 Economic
Development Plan to enable the Skills Campus to prosper after funding ended in 1997.
The Manufacturing Skills Campus was established to provide training programs in
advanced manufacturing skills to the private -sector employees and DOE Oak Ridge
contractor workers. The Skills Campus offers specialized craft skills training in the areas
of precision machining, electronics, and industrial maintenance. The Skills Campus
integrated workforce restructuring requirements and economic development objectives
through its dual mission to retrain workers to maintain national security core
competencies and transfer skills to the private sector.
4. Regional Workforce Development, Rollup. Communities respond to strengths,
opportunities, and constraints specific to their workforce development situations. The
seven subprojects selected provided training and planning resources in partnership with
various communities and businesses in the region.
5. Gene Research Initiative. The goal for this project is to perform a feasibility study to
determine the economic impact of forming a private consortium for gene research in
Oak Ridge.
6. NTRC. Enhance R&D capabilities at the NTRC, through the acquisition and/or upgrade
of specialized R&D equipment, in the following technical areas: human factors and
safety; intelligent transportation systems; energy efficiency and the environment;
structures and mechanical systems; information; decision support; and systems operations
and control.
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7. Technology 2020. Stimulate new economic activity through the increased use of
information technologies and funding programs managed by Technology 2020. This
program will assist clients to obtain seed and operating capital through a variety of
venues, including the leveraging $300,000 of funds from the U.S. Small Business
Administration Micro-Loan Program.
8. Tennessee’s Resource Valley. Implement the marketing element of the 21st Century Jobs
Initiative Plan in the region. Tennessee’s Resource Valley gained an understanding of the
range of resources and building partnerships available to work together more efficiently
and effectively to market these resources.
9. Regional Economic Diversification, Rollup. Assist impacted communities by
(1) enhancing local industrial and economic development efforts; (2) providing industrial
infrastructure; and (3) providing startup and operating funds for business incubators.
Twenty-six subprojects ranging from infrastructure improvements to enhanced tourism
efforts were selected.
Project Outcomes:
Tasks
1. Reindustrialization (including ED-1). Prepared plans and completed initial steps to reuse
the K-25 facility to house private industry. Build a new industrial park, the Horizon
Center, at ETTP.
2. CROET Operations. CROET continued to make major repairs and renovations at
Heritage Center and recruited new tenants. DOE transferred the Horizon Center to
CROET as a fee simple property. A speculative building was built at the Horizon Center
and sold to an industrial company. CROET staff set up a website, placed advertisements
in trade publications, and attended trade shows to promote the industrial parks at the
Heritage and Horizon Centers.
3. Manufacturing Skills Campus. Funding was provided to retrain displaced Oak Ridge
workers to find new jobs in the region. The Skills Campus policy was to survey external
customers 6 months after training to assess both economic impact and jobs. Further
support was provided as a separate initiative in the ET 2002 Economic Development
Plan. The operation of the Skills Campus helped contribute to Oak Ridge’s
revitalization success.
4. Regional Workforce Development, Rollup. Grant funds assisted in the development and
marketing of the area’s information technology workforce that supported major corporate
contracts in other parts of the country. The workforce was managed and located in Oak
Ridge and was linked by secure videoconferencing systems to corporations across the
country. Corporations that originally showed an interest moved on due to the lack of a
working model. Performance, as a result, was below projections due to funding issues
and slow market acceptance.
5. Gene Research Initiative. GENRAC, LLC was established on October 13, 2000, in Oak
Ridge as a consortium for genomic research. Three companies, Abgenix, CJ America,
and Gene Research Access Corporation, established the consortium. GENRAC, LLC
member companies selected functional genomic technology programs for research at
ORNL and UT. The grant funded the development of the above-mentioned plan.
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Biotech–pharmaceutical companies were to provide funding for the research. Due to an
economic downturn none of the interested companies were able to provide discretionary
funding for research.
6. NTRC. NTRC facility construction was completed; tenants moved into the building; and
equipment was purchased using a $1.5 million grant. The project was included in the
ET 2002 Economic Development Plan.
7. Technology 2020. Technology 2020 was located in a modern facility at the Commerce
Park in Oak Ridge and provided incubator space for new start up technology companies
with access to capital funds through SCC. There were 170 companies working together to
promote business and technology in the area.
8. Tennessee’s Resource Valley. The Resource Valley had defined business clusters based
on the 21st Century Jobs Initiative. The clusters were further refined each year with the
input of regional partners. Business target strategies were developed.
9. Regional Economic Diversification, Rollup. A speculative building was constructed in
Bethel Valley Industrial Park and after the building was sold, 135 jobs were created.
Grant funds were used to assist in the development of the Pellissippi State Technical
Community College Magnolia Avenue Campus that provided computer training classes.
Funding awarded to the Tellico Resource Development Agency was used to purchase
equipment for desktop publishing to create quality information packets on available
locations in the area. Through this project a total of 207 new jobs were created.
Total Section 3161 Funds Costed: $12,100,000
Total Jobs Created/Retained: 1,245
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $9,719
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: East Tennessee 2001: Implementing the Vision/Area Assistance
Period of Performance: 1996 through 1999
Brief Project Description:
Funding to Oak Ridge and Anderson and Roane Counties was provided to develop a total of 310
acres into two regional industrial parks. The City of Oak Ridge provided support to Roane State
Community College Oak Ridge Campus; assisted a high-technology private- sector firm relocate
its headquarters to Oak Ridge; and funded an economic development diversification project in
Oak Ridge based upon community input and consensus.
Project Goals and Objectives:
Create jobs and encourage new industries to locate in Oak Ridge and surrounding counties and
provide gap funding for the Roane State Community College Oak Ridge Campus. Develop a
road and install utilities in both Roane and Anderson Counties to provide infrastructure needs of
future private-sector industrial clients relocating to these counties. The goals of all of these
projects were intended to help offset the workforce reduction in the region.
Project Outcome:
• Oak Ridge: Funds were used to extend computer offerings to help meet current and
projected information technology workforce needs at Roane State Community College Oak
Ridge Campus. A private-sector high-technology company relocated and established Oak
Ridge headquarters and continued to expand with new offices in the U.S., Canada, and other
countries. Grant funds were used to partially fund the City of Oak Ridge Master Utility Plan
for the development of Oak Ridge, including the ETTP. Funds were used to develop a
community-based economic development/marketing vision for the expansion of the Oak
Ridge economy and update the City’s Economic Development Chapter of the
Comprehensive Plan.
• Roane County: Approximately 90 acres in the existing Roane County Industrial Park were
developed. The land was cleared and prepared for a roadway. Installation of the water, gas,
and sewer lines were completed. The road was paved, and the area was opened for new
business. Three new businesses moved to the industrial park, Cumberland Communications,
Engineered Filters, and Old Castle.
• Anderson County: The grant funds were spent to extend Quality Drive in the Anderson
County Industrial Park. The new road and the extension of a 10-inch water line were
partially paid for with grant funds. As a result of the extension of Quality Drive, two new
buildings were built.
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Total Section 3161 Funds Costed: $1,100,000.00
Total Jobs Created/Retained: 975
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $1,128
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: National Electronics Recycling Center (NERC) Project
Period of Performance: 1996 through 2000
Brief Project Description:
A NERC was established in Oak Ridge, Tennessee, to meet a national need for a research,
development, demonstration, testing, and evaluation center for the emerging electronics reuse
and recycling industry. It also formed the basis for the establishment of a self-sustaining
commercial enterprise to promote regional economic diversification as well as address the
national need for environmentally responsible, cost-effective dispositioning of end-of-life
electronic equipment.
Project Goals and Objectives:
The NERC was expected to result in new jobs and opportunities for the regional impact area.
Funds were to promote the creative use of DOE facilities and employees affected by downsizing.
Project Outcome:
This project was an example of one of the more successful community transition projects funded
through the DOE’s community transition program. Although DOE grant funding for the project
ended in September of 2000, the effort successfully incubated a self-sustaining commercial
enterprise for the disposition of end-of-life electronic equipment. The effort continued to meet
important goals in the area of recycling, energy saving and cost reduction for private industry
and the government.
The mission of the NERC Pilot Project was to facilitate the development of technologies and
processes that could improve the economics of recycling discarded electronic products. In
April 1998, DOE awarded a grant to the CROET to create the NERC. CROET, in turn, selected
Teledyne Brown Engineering to serve as the Management Services Contractor for the NERC
initiative.
On June 30, 1999, a corporation, The Oak Ridge National Recycling Center (TORNRC), a
partnership between Diversified Environmental Services of Oak Ridge, Tennessee, and 5R of
Rhinelander, Wisconsin, leased 24,000 square feet at the ETTP to process and recycle discarded
computers and other electronic equipment. Teledyne Brown Engineering provided support for
the location and integration of separation saws for field testing at TORNRC as part of the
Envirocycle, Inc. R&D subcontract. Teledyne Brown Engineering provided marketing and
technical support to TORNRC to help them identify new market opportunities and technologies
to assist in its growth.
TORNRC continued to operate in facilities leased from CROET at ETTP as a self-sustaining
commercial enterprise. Other clients at ETTP included Federal Express, United Parcel Service,
the U.S. Courts, the Department of Defense, and the Tennessee Valley Authority. TORNRC
expanded its operations to include the shredding and destruction of electronic equipment and had
planned to commercialize the DOE-developed plastics-separation technology acquired from
Argonne National Laboratory. TORNRC employed 23 full-time and 2 part-time employees at the
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
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close of funding for the project. Employment was expected to increase by a planned plastics-
separation operation.
Total Section 3161 Funds Costed: $4,000,000
Total Jobs Created/Retained: 23
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $173,913
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Reindustrialization
Period of Performance: 1999 through 2004
Brief Project Description:
Recruit firms to locate at Heritage and Horizon Centers at the ETTP complex. The Heritage
Center consists of DOE facilities at the former K-25 site, and the Horizon Center is a new
industrial park at ETTP.
Project Goals and Objectives:
• Create jobs for displaced workers by reusing existing facilities at Heritage Center.
• Complete the initial construction phase of the ED-1 greenfield industrial park
(Horizon Center).
• Facilitate the reuse of the K-25 facility after it was closed.
Project Outcome:
Contaminated equipment and material, including asbestos floor tiles and lighting fixtures
containing polychlorinated biphenyls, was removed and disposed of to accommodate the
construction of office space. A portion of the space was leased to tenants who assisted with the
removal and disposal work. Utilities such as water, sewer, and steam were brought up to standard
and maintained. A new industrial park on property adjoining the Heritage Center was constructed
as the Horizon Center.
Total Section 3161 Funds Costed: $6,000,000
Total Jobs Created/Retained: 214
Total number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $28,037
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Manufacturing Skills Campus
Period of Performance: 1999 through 2004
Brief Project Description:
Proposed as part of the East Tennessee 2000 Economic Development Plan, the Manufacturing
Skills Campus was established and funded to retrain displaced Oak Ridge workers to retain their
jobs in the region. The Skills Campus offered specialized, advanced craft skills training in the
areas of precision machining, industrial maintenance, machine-tool maintenance, and metrology.
Instructors were skilled craft workers with an average of over 20 years of precision
manufacturing experience. As part of its mission to retrain workers to maintain national security
core competencies, the Skills Campus provided training for the Y-12 workforce on new
technologies to ensure Y-12 becomes a flexible, science-based manufacturing facility capable of
making a variety of materials and components needed for national security.
Project Goals and Objectives:
• Support DOE Defense Programs by training Y-12’s skilled workforce in the latest
manufacturing technologies, including those employees who were displaced due to
workforce restructuring.
• Assist private industry by providing critical manufacturing training needs.
Project Outcome:
Further support was provided as a separate initiative in the East Tennessee 2001 and 2002
Economic Development Plan. The operation of the Skills Campus continued to contribute to Oak
Ridge’s success until it was terminated in the fourth quarter of FY 2003.
The Skills Campus policy was to survey external customers six months after training to assess
both economic impact and jobs. This approach was modeled after the U.S. Department of
Commerce National Institute of Standards and Technology private-sector measurement process.
Private-sector impact measurements focused on cost savings and jobs saved or created. The
survey process also obtained other key quality and performance measures that were used for
continuous improvement.
Total Section 3161 Funds Costed: $750,000
Total Jobs Created/Retained: 1,815
Total number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $413
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: National Transportation Research Center (NTRC)
Period of Performance: 1999 through 2004
Brief Project Description:
The NTRC was created as a bold, new venture to depart from total reliance on federal funding.
With help provided by the CROET, a new 85,000 square foot facility was completed in
October 2000 to house 165 ORNL and UT staff along with support contractors from the area.
CROET funds were used to equip and finish 12 research laboratories to serve as user facilities
for industry, universities, and ORNL and UT staff. Every effort was made to ensure that these
facilities were truly unique and did not duplicate facilities found at other transportation R&D
facilities. The total investment including equipment was estimated to be well over $15 million.
Project Goals and Objectives:
Enhanced R&D capabilities at the NTRC, through the acquisition and/or upgrade of specialized
permanent equipment for R&D in technical areas, will include investigation into heavy-vehicle
safety; electronic braking; computer crash simulations; engine and propulsion systems; human
factors and safety; intelligent transportation systems; energy efficiency; environmental research;
materials, structures, and mechanical systems; information and decision support systems;
systems operations and control; traffic management and control; emissions monitoring and
evaluation; and modern vehicle inspection systems.
Project Outcome:
NTRC capabilities were marketed to both regional and national transportation industries. Several
private companies came to the NTRC to request help in testing, evaluating, and further
developing their products and technologies. NTRC, Inc. was awarded a $1 million grant from the
Federal Highway Administration to develop a heavy-vehicle safety research center.
Total Section 3161 Funds Costed: $1,200,000
Total Jobs Created/Retained: 45
Total number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $26,667
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September 2016 Doc. No. S13754
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Regional Economic Diversification and Workforce Development
Period of Performance: 1999 through 2004
Brief Project Description:
Funds were used to assist impacted communities by (1) enhancing local economic development
efforts, (2) providing industrial infrastructure, (3) providing startup and operating funds for
projects that appeared to become self-sustaining job providers; and (4) allowing communities to
respond to strengths, opportunities, and constraints specific to their workforce development
situations.
Project Goals and Objectives:
Select projects to receive grant funds to create jobs through the expansion of existing companies.
Encourage new industry to locate to Oak Ridge and surrounding Tennessee counties.
Project Outcome:
Fifteen projects in eight counties were selected to receive funds to create jobs and encourage new
industry to locate in the region.
The grant funds for regional economic diversification and workforce development were
distributed by the CROET to seven sub grantees in the area. Grant funds were used by the Oak
Ridge Industrial Development Board (ORIDB) to help defray the cost of needed
telecommunication infrastructure vital to the Inslogic Corporation expansion in Oak Ridge.
Students were trained using grant funds by a grant-supported program in Anderson County. In
Roane County, the grant funds were used to help develop a new industrial park in the eastern
portion of the county where H. T. Hackney and Protean Instruments purchased 80 acres in the
park and built a facility there for Protean Instruments. The Loudon County Economic
Development Agency used the grant funds to purchase a geographic information system (GIS)
workstation, ESRI ArcGIS software, color printer, laptop computer, multimedia projectors, and
screen to give the agency the ability to create professional marketing presentations in-house.
Renovation and reconditioning of an industrial building and the adjacent properties took place in
Cocke County and a lease-purchase agreement was signed with a local industry for their
expansion. A new building in the Grainger County Industrial Park helped to retain 35 jobs and
provided additional jobs. A marketer was hired in Scott County to promote industrial and
tourism jobs and marketing materials were developed.
Total Section 3161 Funds Costed: $799,500
Total Jobs Created/Retained: 990
Total number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $808
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Oak Ridge Operations
Section 3161–Funded Projects, Now Closed (continued)
Project Name: FY 2004 Operations Grant
Period of Performance: 2004 through 2005
Brief Project Description:
The CROET was established in November 1995 as a nonprofit organization with a mission to
engage in activities to stimulate growth in the region’s economy. CROET’s goals were to
reindustrialize and reuse the facilities of the DOE’s K-25 plant in Oak Ridge, Tennessee,
renamed Heritage Center. CROET successfully assisted the private sector in creating quality jobs
in the region by using the underutilized land, facilities, equipment, personnel, and technologies
available at the Oak Ridge complex. As the Community Reuse Organization for the region,
CROET provided the community’s primary voice to DOE for community transition issues.
Project Goals and Objectives:
Help continue the momentum of activities begun under the ET 2001 and ET 2002 DOE grants.
Project Outcome:
In June 2005, DOE transferred ownership of four buildings located in the Heritage Center to
CROET. Several other buildings were evaluated for possible transfer after major refurbishment
and repair. The fire-alarm systems in the original four buildings transferred were evaluated for
replacement or upgrades to meet state fire codes. The accelerated cleanup program allowed
buildings free of contamination to be leased to private-sector companies and contractors involved
in the cleanup. Buildings that were not transferred were torn down.
Ownership of Horizon Center was transferred to CROET by DOE in 2004. Title to the land in
Horizon Center was transferred to the ORIDB to reduce the Horizon Center’s property-tax
liability. In January 2005, the City of Oak Ridge was granted a permanent easement for the
maintenance, repair, and upkeep of all water, sewer, electric, and other utility lines that existed in
Horizon Center. As of 2005, negotiations were underway with a private-sector company for the
sale of a parcel of land in the Horizon Center for the construction of a speculative building in
Horizon Center. In 2005, the Horizon Center was poised to sell additional parcels of land for
continued growth.
The Heritage Center’s initial renovations and modernization were a positive step to further
CROET’s mission concerning DOE resources. Through joint marketing efforts by CROET and
the ORIDB, the Horizon Center’s future was very positive. The fiscal year 2004 Operations
Grant funds helped continue the momentum of the activities begun under the DOE ET 2001 and
ET 2002 grants.
Total Section 3161 Funds Costed: $288,000
Total Jobs Created/Retained: N/A
Total number of Displaced Site Workers Employed: N/A
Cost Per Job Created/Retained: N/A
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September 2016 Doc. No. S13754
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Paducah-Area
Community Reuse Organization (CRO) Final Report
Fiscal Years 1997 Through 2006
Summary of All Active Projects Funded with Section 3161
45
Funds:
• Fiscal Year (FY) 1998 Planning Grant: The U.S. Department of Energy (DOE) provided
funding to the Paducah-Area Community Reuse Organization (PACRO) for development
programs and resources to sustain the area’s economy and provide employment
opportunities for displaced DOE workers.
• Entrepreneurial Development: The PACRO Entrepreneurial Development program was
designed to assist Paducah Gaseous Diffusion Plant (PGDP) and other regional employees
by increasing economic activity and employment through business development.
• Facility Reuse: The PACRO Facility Reuse program was designed to identify assets on site
at PGDP that could benefit the region’s workforce and region.
• Industrial Parks, Sites, and Speculative Buildings Program: The PACRO Industrial
Parks, Sites, and Speculative Buildings program was designed to maximize economic
development potential in the five-county PACRO impact area by creating a mix of available
speculative buildings and preparing sites and industrial parks with infrastructure.
• Regional Marketing Program: In the Regional Marketing Program, PACRO partnered
with the Regional Industrial Park Authority Marketing Committee to bring industrial clients
to the region.
• Workforce Reuse Program: The PACRO Workforce Reuse Program was designed to
address the “disconnect” identified in the region between the skill level of the workforce, the
needs of industry, and the offerings of the training institutions.
• Existing Business and Industry: The PACRO Existing Business & Industry Program was
developed to retain local businesses in the region.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from DOE’s
Office of Legacy Management as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job. The 1,722 new jobs created included
391 jobs filled by displaced DOE workers.
45
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 212
Table 1. Paducah Area Community Transition Funding and Job Creation by Project
FYs 1997 Through 2006
Project
Section
3161 Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
FY 1998 Planning
Grant
a
$400,000 $0 $400,000 $400,000 0 $0
Entrepreneurial
Development
$536,625 $0 $536,625 $536,625 72 $7,453
Facility Reuse
$214,992
$0
$214,992
$214,992
11
$19,545
Regional Park
a
$1,466,175
$0
$1,466,175
$1,466,175
0
$0
Industrial Park Sites
$2,872,482
$0
$2,872,482
$2,872,482
763
$3,765
Speculative
Buildings
$2,787,359 $0 $2,787,359 $2,787,359 187 $14,906
Regional Marketing
a
$165,000
$0
$165,000
$165,000
0
$0
Workforce Reuse
$286,685
$0
$286,685
$286,685
363
$790
Existing Business
and Industry
$161,899 $0 $161,899 $161,899 326 $497
Administration
$1,458,783
$0
$1,458,783
$1,458,783
0
$0
Totals
$10,350,000
$0
$10,350,000
$10,350,000
1,722
$6,010
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
Abbreviation:
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
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September 2016 Doc. No. S13754
Page 213
Leveraged Funding:
Table 2 is a list of leveraged
46
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
47
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
48
Table 2. Paducah Area Leveraged Funding Sources
Funding Source
Cash
In Kind
State of Kentucky
$10,990,000
Toxco, Inc.
$75,000
Local Funds
$1,398,982
$9,100
Investment of 5 PACRO counties
$570,000
Delta Regional Authority
$1,000,000
Housing and Urban Development
$248,000
Total
$14,281,982
$9,100
46
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
47
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
48
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Page 214
Paducah Area
Section 3161–Funded Projects, Now Closed
Project Name: Fiscal Year 1998 Planning Grant
Period of Performance: 1998 through 2000
Brief Project Description:
PACRO received a $400,000 planning grant from DOE in April 1998 to determine the best way
to meet PACRO’s mission. That mission was to develop programs and resources to maintain the
region’s strong economic climate and provide the best employment opportunities not only for
those affected by DOE reductions in workforce, but also for the region’s workforce as a whole.
Project Goals and Objectives:
Develop strengths, weakness, opportunities, and threat (SWOT) analysis and a group of
programs to counter the weakness and threats, while building on the strengths to take advantage
of the opportunities.
Project Outcome:
As a result of the SWOT analysis, PACRO was designated as the CRO for the region and
developed programs that created and retained a total of 1,722 jobs at a cost of $6,010 per job.
Total Section 3161 Funds Costed: $400,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Page 215
Paducah Area
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Entrepreneurial Development
Period of Performance: 1998 through 2006
Brief Project Description:
The PACRO Entrepreneurial Development Program was developed to improve the climate for
small-business development in the PACRO region. Included in the development were the
following two elements:
• Establishment of an area-wide small-business and entrepreneurship clearinghouse
• Creation of an innovative capital fund
Project Goals and Objectives:
Improve the climate for small-business development in the PACRO region.
Project Outcome:
The PACRO Entrepreneurial Development Program provided for the retention and creation of
72 jobs at a cost of $7,453 per job and established a partnership with the U.S. Small Business
Administration Service Corps of Retired Executives, a monitoring program for business startup
and mentoring.
Total Section 3161 Funds Costed: $536,625
Total Jobs Created/Retained: 72
Total Number of Displaced Site Workers Employed: 17
Cost per Job Created/Retained: $7,453
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Paducah Area
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Facility Reuse
Period of Performance: 2008 through 2006
Brief Project Description:
The PACRO Facility Reuse Program identified assets on site at the PGDP to benefit the plant
workforce and region.
Project Goals and Objectives:
The program identified the assets on site including buildings, land, equipment, infrastructure,
metals, depleted uranium hexafluoride, fluorine cells, and workforce. The objective of the
program was to utilize those assets to fund programs to mitigate the adverse impact of
downsizing at the PGDP.
Project Outcome:
The PACRO Facility Reuse Program identified the assets on site. However, since the PGDP was
still a working facility at the end of the grant period, reuse activities were limited. The fluorine-
cell disposition program was the only asset that was successfully used to create 11 jobs at a cost
of $19,545 per job. When Section 3161 funds were expended, the facility reuse program was
taken over by the Paducah Uranium Plant Asset Utilization Task Force, a committee appointed
by a judge of McCracken County and the mayor of Paducah.
Total Section 3161 Funds Costed: $214,992
Total Jobs Created/Retained: 11
Total Number of Displaced Site Workers Employed: 11
Cost per Job Created/Retained: $19,545
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 217
Paducah Area
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Regional Park
Period of Performance: 1998 through 2006
Brief Project Description:
The PACRO Regional Park Program provided the initial funds necessary for the creation of a
regional industrial park.
Project Goals and Objectives:
This program identified property in the PACRO five-county regions for a “world-class”
industrial park. The objective of the program was to put in place an industrial park that could
accommodate large industries and their suppliers to mitigate job losses resulting from
downsizing at the PGDP.
Project Outcome:
A site was located within the five-county PACRO regions. The initial $1.4 million PACRO grant
was matched by funding from the State of Kentucky ($10,990,000), the Delta Regional Authority
($1 million), and Housing and Urban Development ($248,000). A 2,000 acre regional industrial
park was developed and was being marketed at the end of the grant period.
Total Section 3161 Funds Costed: $1,466,175
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 218
Paducah Area
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Industrial Park Sites Program
Period of Performance: 1998 through 2006
Brief Project Description:
The PACRO Industrial Park Sites Program invested funds in each of the five PACRO impacted
counties to assist in the development of a product marketable to industry that would help
mitigate job losses at the PGDP. The funds were used to acquire land and develop infrastructure.
Project Goals and Objectives:
The PACRO Industrial Park Sites Program goal was to diversify the region’s economy through
site development to enhanced regional competitiveness by creating “whole and complete”
products to demonstrate economic viability at the local level.
Project Outcome:
The PACRO Industrial Park Sites Program developed an industrial park with infrastructure in
each of the five PACRO impacted counties. This program was one of the top three job-creating
PACRO programs. The program invested $2,872,482 and created 763 jobs at a cost of
$3,765 per job.
Total Section 3161 Funds Costed: $2,872,482
Total Jobs Created/Retained: 763
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $3,765
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 219
Paducah Area
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Industrial Parks Speculative Buildings
Period of Performance: 1998 through 2006
Brief Project Description:
The PACRO Industrial Parks Speculative Buildings Program invested funds in a Revolving Loan
Fund that was made available to each of the five PACRO impacted counties to construct a
speculative building to attract an industrial client to their newly created industrial park.
Project Goals and Objectives:
The goal and objectives of the PACRO Industrial Parks Speculative Buildings Program was to
provide a Revolving Loan Fund that could provide low-interest loans to build a speculative
building in each of the five PACRO impacted counties. The program allowed each county to
develop a building to sell to prospective clients.
Project Outcome:
The PACRO Industrial Parks Speculative Buildings Program allowed all five counties to build a
speculative building. Three of the five counties sold their buildings to industrial clients. One of
the three counties received a second loan and built a second speculative building. This program
created 187 jobs at a cost of $14,906 per job.
Total Section 3161 Funds Costed: $2,787,359
Total Jobs Created/Retained: 187
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $14,906
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Page 220
Paducah Area
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Regional Marketing
Period of Performance: 1998 through 2006
Brief Project Description:
The PACRO Regional Marketing Program was developed to benefit the entire region by
developing an identity for the Paducah region to attract corporate prospects.
Project Goals and Objectives:
The goal of the PACRO Regional Marketing Program was to spread the PACRO area’s message
to bring prospective companies to the area.
Project Outcome:
The PACRO Regional Marketing Program was only partially successful. Although the region’s
message was publicized, the marketing program produced no quantifiable results.
Total Section 3161 Funds Costed: $165,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 221
Paducah Area
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Workforce Reuse Program
Period of Performance: 1998 through 2006
Brief Project Description:
The PACRO Workforce Reuse Program provided a training assessment for PGDP workers,
industry training referral services, an industry training consortia, and training and reemployment
assistance services to the PGDP workforce.
Project Goals and Objectives:
The goals and objectives of the PACRO Workforce Reuse Program were to coordinate training
and reemployment assistance to the PGDP workforce and encourage a partnership between
business and area training institutions.
Project Outcome:
The Workforce Reuse Program was one of PACRO’s most successful programs as it resulted in
the creation of 363 jobs at a cost of $790 per job.
Total Section 3161 Funds Costed: $286,685
Total Jobs Created/Retained: 363
Total Number of Displaced Site Workers Employed: 363
Cost per Job Created/Retained: $790
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Paducah Area
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Existing Business and Industry
Period of Performance: 1998 through 2004
Brief Project Description:
The existing business and industry program was developed to retain local businesses in the
region and included (1) a marketing plan for existing businesses and industries; (2) an ongoing
volunteer visitation and survey program; (3) a forum and consortium for industry executives to
address needs and issues; and (4) sub-grants to the five PACRO counties to create county-
specific existing business and industry programs.
Project Goals and Objectives:
The goal of the PACRO existing business and industry program was to establish a regional
support structure designed to encourage the creation of effective existing industry programs at
the local level in each of the five PACRO impacted counties.
Project Outcome:
The Existing Business and Industry Program provided the retention and creation of 326 jobs and
encouraged 6 existing industries to invest a total of $1,241,450 in new facilities in the region.
Total Section 3161 Funds Costed: $161,899
Total Jobs Created/Retained: 326
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $497
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 223
Pinellas Plant
Community Reuse Organization (CRO) Final Report
Fiscal Years 1994 Through 2008
Summary of All Projects Funded with Section 3161
49
Funds:
• Community Stakeholder Planning: Developed plan to create, attract, and retain jobs for
U.S. Department of Energy (DOE) Pinellas Plant workers.
• Seed/Challenge Funds: Enabled entrepreneurs to engage in high-risk research and
development (R&D) projects that typically cannot be financed through conventional
sources.
• Pinellas Plant Seed Projects: The Pinellas Plant CRO worked with Pinellas Plant
management and the operating contactor in submitting proposals to jump-start the Pinellas
Plant commercialization.
• Suncoast Manufacturing Technology Center (SMTC): The SMTC helped small
businesses solve manufacturing problems and increase productivity, improve quality and
capabilities, and utilize the technical resources available at the STAR Center.
• Technology Deployment Center (TDC): The TDC strategy was based on the process of
high-technology development, maintaining jobs, and creating new businesses by bridging
the gap between basic research and commercial production.
• Innovation Commercialization Corporation: Provided management consultation to
companies in support of the commercialization of Pinellas Plant products and process
technologies to create high-quality jobs.
• Pinellas Plant Sale Transition: DOE funded the transition and commercialization of a
nuclear-weapons plant, the Pinellas Plant, into a free-standing high-technology
industrial center.
• Pinellas Plant Spin-Offs: This program increased the probability for successful commercial
spin-offs of Pinellas Plant resources by incentivizing current and former Pinellas Plant
employees to use their technical skills and business acumen to participate in these
endeavors.
• STAR Technology Enterprise Center (STAR TEC): STAR TEC provided management
consultation to companies to support the commercialization of products and process
technologies to create high-quality jobs.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from DOE’s
Office of Legacy Management as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job. A total of 266 jobs created or retained were
filled by DOE displaced workers.
49
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 224
Table 1. Pinellas Plant Community Transition Funding and Job Creation by Project
FYs 1994 Through 2008
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Community
Stakeholder
Planning
a
$400,000 $100,000 $500,000 $500,000 0 $0
Seed/Challenge
Funds
$579,700 $0 $579,700 $579,700 15 $38,647
Pinellas Plant
Seed Projects
$1,275,000 $0 $1,275,000 $1,275,000 54 $23,611
Suncoast
Manufacturing
Technology Center
$334,700 $0 $334,700 $334,700 125 $2,678
Technology
Deployment Center
$4,388,000 $0 $4,388,000 $4,388,000 87 $50,437
Innovation
Commercialization
Program
$587,000 $0 $587,000 $587,000 450 $1,304
Pinellas Plant Sale
Transition
$17,592,900 $0 $17,592,900 $17,592,900 2,780 $6,328
Pinellas Plant
Spin-Offs
$200,000 $0 $200,000 $200,000 9 $22,222
STAR TEC
$400,000
$0
$400,000
$400,000
60
$6,667
CRO
Administration
a
$360,300 $0 $360,300 $360,300 0 $0
Totals
$26,117,600
$100,000
$26,217,600
$26,217,600
3,580
$7,323
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers
Abbreviations:
FY = fiscal year
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 225
Leveraged Funding:
Table 2 is a list of leveraged
50
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
51
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
52
Table 2. Pinellas Plant Leveraged Funding Sources
Funding Source
Cash
In Kind
STAR Center (rental income and property sales)
$64,916,671
$3,564,330
STAR Center Tenants (grants)
$5,000
$39,902,774
Pinellas County Support (grants)
$26,300
$2,280,922
Lockheed Martin Investment (grant)
$1,030,000
$0
Total Closed Projects (other than STAR Center)
$24,558,000
$2,072,000
Community Reuse Organization (donated time)
$0
$616,725
STAR TEC (rental income and grants)
$303,206
$859,810
Total
$90,839,177
$49,296,561
50
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
51
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
52
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 226
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed
Project Name: Community Stakeholder Planning
Period of Performance: 1993 through 1995
Brief Project Description:
Developed a plan to create, attract, and retain jobs for DOE Pinellas Plant workers. Activities
included bringing together plant workers, local governmental officials, businesses, universities
and colleges, chambers of commerce, state representatives, and other interested people
throughout the Tampa Bay region to determine the best way to mitigate the adverse impact the
Pinellas plant closing would have on the local economy. Throughout the planning process many
public meetings were held with the workers at the Pinellas Plant.
Project Goals and Objectives:
Establish a plan and the framework for transitioning the former DOE Pinellas Plant defense
plant to a commercially viable and self-sustaining high-tech complex. The plan was developed
to ensure maximum opportunity for saving the extremely valuable and often unique technologies
developed at the Pinellas Plant and to help retain jobs for displaced, skilled plant workers.
Project Outcome:
The goals and objectives of the planning process were met with great success, and the efforts
were easily transferred to the Pinellas Plant CRO in January 1995.
Total Section 3161 and Other DOE Funds Costed: $500,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost Per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 227
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Seed/Challenge Funds
Period of Performance: 1994 through 1996
Brief Project Description:
Provide financing to enable entrepreneurs to engage in high-risk R&D projects that typically
cannot be financed through conventional sources. Projects had to support the rapid
commercialization of new products or processes.
Project Goals and Objectives:
Stimulate economic growth in the Tampa Bay area in the area of R&D.
Project Outcome:
The project awarded contracts to eight companies that completed their proposed work
requirements and met their deliverables. Four new companies were created, and 15 jobs were
created or retained.
Total Section 3161 Funds Costed: $579,700
Total Jobs Created/Retained: 15
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $38,647
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 228
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Pinellas Plant Seed Projects
Period of Performance: 1994 through 1997
Brief Project Description:
The Pinellas Plant CRO worked with the Pinellas Plant management and operating contactor to
submit proposals to jump-start the commercialization of Pinellas Plant technologies. Projects had
to (1) demonstrate return to the community, (2) use Pinellas Plant resources, and (3) have a high
probability that the enterprise would result in a service or product.
Project Goals and Objectives:
Create, attract, and retain jobs that employed displaced plant personnel through the
commercialization of Pinellas Plant technologies.
Project Outcome:
• Developed a computer-controlled neutron generator, infrared railroad scanner to detect
problems with rails and thermal battery equipment/material.
• Developed initial work on the Zetatron Contraband System that led to the successful
response to the Federal Aviation Administration request for proposals for explosive
detection system development. An $8 million Federal Aviation Administration grant
provided the opportunity to create an explosive detection system business that was
eventually transferred to L3 Communications, a leading manufacturer of explosive detection
devices at many airports.
• Over $2 million worth of contracts were awarded to the thermal battery business since the
commercialization process started in 1994. The processes expanded the application areas
that can use thermal batteries.
• Spun-out the thermal battery business to the ENSER Corporation, creating 21 jobs.
• Spun-out Custom Manufacturing and Engineering, creating 33 jobs.
Total Section 3161 Funds Costed: $1,275,000
Total Jobs Created/Retained: 54
Total Number of Displaced Site Workers Employed: 54
Cost Per Job Created/Retained: $23,611
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 229
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Suncoast Manufacturing Technology Center (SMTC)
Period of Performance: 1994 through 1997
Brief Project Description:
Helped small businesses solve manufacturing problems and increase productivity, improve
quality, and build world-class capabilities. Field engineers performed needs assessments,
developed statements of work, and helped businesses find the right service provider. Special
emphasis was placed on helping companies resolve technical problems through technical
resources available at the STAR Center. SMTC was one of four regional Florida Manufacturing
Technology Centers.
Project Goals and Objectives:
Stimulate local economic growth by assisting small manufacturing businesses.
Project Outcome:
• Serviced 865 clients.
• Completed 200 projects.
• Made 274 referrals.
• Contacted 1,273 manufacturers.
• Established a $100,000 set aside for client work to be performed at the Pinellas Plant.
• Collaborated on a successful proposal to incorporate Florida’s regional manufacturing
technology centers into the U.S. Department of Commerce National Institute of Standards
and Technology Manufacturing Technology Center network.
• Began partnering arrangements with the Japan American Society to export manufactured
goods from the Suncoast region.
• Worked with two companies to secure over 150,000 square feet of new manufacturing space
in Pinellas County.
• Implemented new a Disaster Prevention and Recovery Program for small- and medium-
sized manufacturers.
Total Section 3161 Funds Costed: $334,700
Total Jobs Created/Retained: 125
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $2,678
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 230
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Technology Deployment Center (TDC)
Period of Performance: 1994 through 1999
Brief Project Description:
The TDC strategy was based on high-technology development that maintained jobs and created
new businesses by bridging the gap between basic research and commercial production. The
TDC was cooperatively administered by the University of South Florida (USF) and Lockheed
Martin Specialty Components. The TDC solicited proposals for new products from USF, the
Pinellas Plant, and Tampa Bay businesses. Approved projects were cooperatively engineered and
prototyped at the USF and the Pinellas STAR Center under the direction of the TDC.
Project Goals and Objectives:
Provide a self-sustaining partnership between the Pinellas County Industry Council and the USF,
aimed at developing and growing business at the Pinellas STAR Center and spinning-off Pinellas
Plant technologies through product and prototype development.
Project Outcome:
Examples of some of the 23 projects supported include:
• The Active Passive Neutron Examination and Assay Mobile Waste Assay System.
• The Noninvasive Blood Flow Monitor that attracted state and federal development funds.
• An “Ozone Purification Technologies” project that resulted in immediate manufacturing
contracts for a Pinellas Plant spin-off company.
In addition, the TDC
• Negotiated two licenses for TDC technology and three repayment agreements with private-
sector partners.
• Initiated 20 of the 23 projects involving a private business partner.
• Presented the TDC as a technology-based defense conversion and economic development
model at an international conference in St. Petersburg, Russia.
Total Section 3161 Funds Costed: $4,388,000
Total Jobs Created/Retained: 87
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $50,437
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 231
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Innovation Commercialization Corporation (ICC)
Period of Performance: 1995 through 1997
Brief Project Description:
Provide management consultation (staff, venture advisors, volunteers, and graduate students) to
companies to support the commercialization of products and process technologies and the
creation of high-quality jobs. This project served the six-county Tampa Bay metropolitan
statistical area during the period when over 500 technology-intensive companies and
4,000 manufacturing companies were in the area.
Small technology-based companies often need extensive management and financial assistance.
The ability to successfully commercialize technologies from the Pinellas Plant is dependent upon
the availability of these specialized management resources.
Project Goals and Objectives:
Stimulate local economic growth through management consultation in the support of the
commercialization of Pinellas Plant technologies.
Project Outcome:
The ICC was successful in obtaining $3,865,000 in funding from other federal, state, and local
government agencies to aid its client companies. ICC clients raised $14,000,000 of capital and
increased their revenues collectively by $3,800,000. USF interns completed business plans for
seven companies. The ICC also helped secure over $8.5 million funding for three companies.
The ICC assisted a total of 139 firms; helped to create or retain 450 jobs; and helped to create,
expand, or retain 11 businesses.
Total Section 3161 Funds Costed: $587,000
Total Jobs Created/Retained: 450
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $1,304
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Page 232
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Pinellas Plant Sale Transition
Period of Performance: 1995 through 2008
Brief Project Description:
Over the period from March 8, 1995, to June 30, 2008, DOE funded aid for the transition of a
nuclear-weapons plant, the Pinellas Plant, to a free-standing, high-technology industrial center.
If the transition had not taken place, DOE would have spent approximately $20 million in 1995
to “green field” this site compared to the site transition cost of $17.6 million over the
13-year period.
Project Goals and Objections:
To mitigate the adverse economic impacts of the closure of the DOE Pinellas Plant on the
Largo, Florida, area.
Project Outcome:
When DOE announced that the Pinellas Plant would be closing in 1993, the plant employed
1,400 workers with a total payroll of nearly $60 million. DOE sold the Pinellas Plant to the
Pinellas County Industrial Council pursuant to the
Atomic Energy Act of 1954, Section 161g
(Title 42 United States Code Section 2201[g] [42 USC 2201(g)]),
for $2.6 million based on a
professionally developed appraisal in March 1995. DOE awarded the Pinellas County Industrial
Council a $6.2 million grant to renovate the plant to accommodate multiple tenants and to meet
state and local safety codes. DOE began cleanup of the plant at that time and completed its work
by December 1997, 3 years ahead of schedule, saving another $29 million of federal funds.
In July 1999, Pinellas County took full ownership of the plant and named it the Young - Rainey
STAR Center in honor of U.S. Congressman C.W. (Bill) Young and former Pinellas County
Chairman Charles Rainey, who both spearheaded the purchase of the facility and its conversion
to a technology-driven industrial center. By January 2002, the facility became financially self-
sufficient for operational purposes but still needed DOE assistance to fund infrastructure
improvements to continue the transition from housing a single occupant to housing over
20 individual high-tech entities. DOE also continued to provide final supplemental funding of
$1 million to replace the 25-year-old, six-cell wooden cooling tower.
As of June 2008, the Young - Rainey STAR Center helped in the startup of 13 businesses and
was home to 36 high-tech commercial businesses that employed a total of 1,528 workers. The
organizations at the site occupied approximately 634,428 square feet of STAR Center–controlled
buildings, 34,038 square feet of former Pinellas Plant buildings, and 440,000 square feet of third-
party constructed buildings on STAR Center–owned land. The Young - Rainey STAR Center’s
total earnings base at end of the reporting period were $68.5 million, $65,977,971 in revenue
from rental income and third-party cash contributions.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 233
As part of the STAR Center, the STAR TEC was developed as a public/private partnership
small-business incubator to help establish successful entrepreneurs create new jobs, new sources
of technology, and manufacturing capabilities. At the end of the reporting period, STAR TEC
was responsible for the creation of 1,528 new jobs at an average cost of $6,328.
The significant accomplishment of this transition was the creation or retention of 2,780 jobs at
the site of the former Pinellas Plant that now houses 36 organizations that can be compared to the
200 remaining employees in 1997 when DOE ceased all plant operations. In 2007, based on the
number of employees and their salaries, Pinellas County prepared an evaluation of the direct and
indirect impact that the STAR Center had on the local economy as nearly $137.2 million.
Total Section 3161 Funds Costed: $17,592,900
Total Jobs Created/Retained: 2,780 (Including full and part time)
Total Number of Displaced Site Workers Employed: 203
Cost Per Job Created/Retained: $6,328
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Page 234
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Pinellas Plant Spin-Offs
Period of Performance: 1996 through 1997
Brief Project Description:
Section 3161 funds were used to incentivizing current and former Pinellas Plant employees to
use their technical skills and business acumen to develop commercial enterprises through
unneeded Pinellas Plant resources and technology transfer. The project stimulated economic
growth through the creation of new jobs in the Tampa Bay area.
Project Goals and Objectives:
Promote the commercialization of site-developed technology.
Project Outcome:
Selected three of several business plans reviewed. All three companies proved to be successful
and employed approximately nine former Pinellas Plant employees.
Total Section 3161 Funds Costed: $200,000
Total Jobs Created/Retained: 9
Total Number of Displaced Site Workers Employed: 9
Cost Per Job Created/Retained: $22,222
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 235
Pinellas Plant Community Reuse Organization
Section 3161–Funded Projects, Now Closed (continued)
Project Name: STAR Technology Enterprise Center (STAR TEC)
Period of Performance: 2000 through 2008
Brief Project Description:
Provide management consultation (staff, venture advisors, volunteers, and graduate students)
to companies to support the commercialization of products and process technologies and the
creation of high-quality jobs. This project served the six-county Tampa Bay metropolitan
statistical area that at the time had over 500 technology-intensive companies and
4,000 manufacturing companies.
Small technology-based companies often need extensive management and financial assistance.
The ability to successfully commercialize technologies from the Pinellas Plant was dependent
upon the availability of these specialized management resources.
Project Goals and Objectives:
Stimulate local economic growth through management consultation.
Project Outcome:
Through its efforts 60 jobs were created or retained at an average annual wage of $60,650
53
. The
project management was successful in obtaining $1.36 million funding from other federal, state,
and local government entities to aid the program that included in-kind donations. Project
management assisted clients in securing $7.35 million in capital. Clients also created 23 new
products, secured seven new patents, and licensed two patents under their direction. At the end of
the project, 12 patents were pending. Interns from the universities of South Florida and Tampa
prepared marketing and business plans for two companies. As of June 30, 2008, there were seven
companies in the program and two companies that graduated from the program.
Total Section 3161 Funds Costed: $400,000
Total Jobs Created/Retained: 60
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $6,667
53
Wages computed utilizing 2005 BLS Annual Median Wage date and client-supplied NAICS code.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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September 2016 Doc. No. S13754
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Portsmouth – Southern Ohio Diversification Initiative
Community Reuse Organization (CRO)
Fiscal Years 1996 Through 2011
Summary of All Active Projects Funded with Section 3161
54
Funds:
• Community Transition Planning Grant: Hosted public meetings to develop regional
economic development projects in anticipation of the closure of the Portsmouth Plant.
Through the grant, the Southern Ohio Diversification Initiative (SODI) was established as
the Portsmouth Plant’s designated community reuse organization for Pike, Scioto, Ross, and
Jackson Counties in southeast Ohio.
• DOE Office of Environmental Management (EM) Training: EM funded a training
course to assist Portsmouth workers in obtaining appropriated training and education to
transition into U.S. Department of Energy (DOE) cleanup jobs expected to develop at the
Portsmouth site.
• Pike County Infrastructure: The Pike County Infrastructure Project assisted in the
expansion of Pike County’s industrial base by extending infrastructure to its industrial areas.
• Pike County Airport: The Pike County Airport Authority prepared a $975,000 5-year
capital improvement program and sought financial assistance through SODI to construct an
aviation fueling facility and complete a full-length taxiway.
• Sarah James Industrial Park – Speculative Building: Design and constructed a
50,000-square-foot speculative building in the Sarah James Industrial Park that was
marketed to firms with high-paying manufacturing jobs.
• Regional Geographic Information System: Funded digital mapping of each of the four
counties in the SODI region to better define property boundaries and infrastructure locations
so that the counties could effectively market industrial sites, as well as plan for infrastructure
community and industrial improvements.
• Southern Ohio Labor Market Analysis: Prepared a labor analysis to determine a
marketing strategy for new industry and business expansion in southern Ohio and develop
needed workforce programs.
• Asset Transition/Energy Parks Initiative/Reuse Project: The SODI Property Task Force
Committee implemented a multifaceted approach to reuse excess DOE assets.
• Zahn’s Corner Industrial Park (ZCIP): Development of industrial park in Pike County.
• New Boston Industrial Park: Development of industrial park in Scioto County.
• Worker Training Facility/Program: Development of a worker training facility (combined
with the Incubator Facility Project) and provision of education and training benefits to the
Portsmouth Gaseous Diffusion Plant (Portsmouth) workforce prior to layoffs.
• Gateway Industrial Park: Development of an industrial park in Ross County.
• Reindustrialization: Creation of employment opportunities through the cleanup of the
Portsmouth site and reuse of the site and its assets, including real and personal property.
54
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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• Enterprise Training and Development: Provision of small-business startup and expansion
loans coupled with required training curriculum for loan recipients.
• Incubator Facility: Construction of a facility and development of a program that provided
business incubation services to new business startups, including shared common space,
utilities and office staff support, reduced-cost space, and technical assistance. This facility
also included the Worker Training Facility.
• Business Seed Fund: A seed fund for new business startups, including venture capital
investment.
• Regional Marketing: Marketing of the industrial sites and programs provided by the
Community Transition Plan (CTP) funding.
• Intermodal Facility: Funding for this project was transferred to ZCIP because the DOE real
estate and rail system were unavailable for use (approved by DOE and SODI during prior
reporting period).
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from DOE’s
Office of Legacy Management (LM) as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job.
Table 1. Portsmouth Gaseous Diffusion Plant Community Transition Funding and Job Creation by Project
SODI, FYs 1996 Through 2010
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Community
Transition Planning
Grant
$500,000 $0 $500,000 $500,000 60 $8,333
DOE Office of
Environmental
Management
Training
a
$0 $100,000 $100,000 $100,000 0 $0
Pike County
Infrastructure
$70,000 $0 $70,000 $70,000 55 $1,273
Pike County Airport
a
$255,000
$0
$255,000
$255,000
0
$0
Sarah James
Industrial Park –
Speculative Building
$650,000 $0 $650,000 $650,000 40 $16,250
Regional
Geographic
Information System
Infrastructure
a
$1,400,000 $0 $1,400,000 $1,400,000 0 $0
Southern Ohio Labor
Market Analysis
a
$30,000 $0 $30,000 $30,000 0 $0
Asset Transition/
Reuse Project
$526,184 $0 $526,184 $526,184 70 $7,517
Zahn's Corner
Industrial Park
$3,108,422 $0 $3,108,422 $3,108,422 550 $5,652
New Boston
Industrial Park
$2,550,000 $0 $2,550,000 $2,550,000 975 $2,615
Table 1 (continued). Portsmouth Gaseous Diffusion Plant Community Transition Funding and Job
Creation by Project
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 239
SODI, FYs 1996 Through 2010
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
Average
Cost per
Job
Created
Worker Training
Facility/Program
a
$324,100 $0 $324,100 $324,100 0 $0
Gateway Industrial
Park, Ross Co.
$1,150,000 $0 $1,150,000 $1,150,000 180 $6,389
Reindustrialization
$250,000
$0
$250,000
$250,000
300
$833
Enterprise Training
and Development
$970,000 $0 $970,000 $970,000 130 $7,462
Incubator Facility
$348,850
$0
$348,850
$348,850
147
$2,373
Business Seed Fund
$325,000
$0
$325,000
$325,000
34
$9,559
Regional Marketing
a
$350,000
$0
$350,000
$350,000
0
$0
Intermodal Facility
$25,444
$0
$25,444
$25,444
0
$0
Administration
$1,985,000
$0
$1,985,000
$1,985,000
0
$0
Totals
$14,818,000
$100,000
$14,918,000
$14,918,000
2,541
$5,871
Note:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/
construction workers.
Abbreviations:
FY = fiscal year
N/A = not applicable
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 240
Leveraged Funding:
Table 2 is a list of leveraged
55
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
56
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
57
Table 2. Portsmouth Gaseous Diffusion Plant Leveraged Funding Sources
Funding Source
Cash
In Kind
EDA/ARC/state/local
$2,360,694
$0
EDA
$1,920,000
$0
Nongovernment lending institutions
$2,650,000
$0
Private industrial investment
$110,000,000
$0
State of Ohio 442 and 412 Program
$520,000
$0
Ohio Industrial Training Program
$150,000
$0
United States Enrichment Corporation
$150,000
$0
The Ohio State University
$900,000
$0
Southern Ohio Agricultural & Community Development Foundation
$200,000
$0
State of Ohio
$1,165,000
$0
ARC
$50,000
$0
Local funds
$946,000
$0
Clean Ohio Funds/U.S. Environmental Protection Agency
$3,300,000
$0
U.S. Department of Agriculture Rural development
$188,130
$0
American Recovery and Reinvestment Act
$2,750,000
$0
Total
$127,249,824
$0
Abbreviation:
EDA = Economic Development Administration
55
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
56
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
57
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
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Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed
Project Name: Community Transition Planning Grant
Period of Performance: 1996
Brief Project Description:
This project involved hosting public meetings to develop regional projects to encourage the
growth of new businesses and industry in the four-county region.
Project Goals and Objectives:
Establish SODI as Portsmouth’s designated Community Reuse Organization for Pike, Scioto,
Ross, and Jackson Counties for the purpose of implementing the CTP projects developed to
assist in the transition of the community to long-term economic stability following the closure of
the Portsmouth Plant.
Project Outcome:
SODI was established and implemented the CTP.
Total Section 3161 Funds Costed: $500,000
Total Jobs Created/Retained: 60
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $8,333
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 242
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: U.S. Department of Energy, Office of Environmental Management Training
Period of Performance: 2003 through 2005
Brief Project Description:
EM funded a training course to assist Portsmouth workers in obtaining appropriate training and
education to transition into DOE cleanup jobs expected to develop at the Portsmouth site,
particularly through the decontamination and disposition (D&D) of the enrichment facilities.
Project Goals and Objectives:
Train Portsmouth Plant workers who lost their site jobs to qualify them for environmental
cleanup jobs. The goal is to successfully transition 100 percent of the displaced Portsmouth
workers into environmental cleanup jobs once D&D activities are underway.
Project Outcome:
At the end of the period of performance, this project was completed; no jobs were reported, as
the D&D work was not to begin until after the training program was completed.
Total Section 3161 and Other DOE Funds Costed: $100,000 (EM funded this project; no
Section 3161 funds were used.)
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 243
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Pike County Infrastructure
Period of Performance: 2001 through 2003
Brief Project Description:
The Pike County Infrastructure Project assisted in the expansion of Pike County’s industrial base
by extending infrastructure to its industrial areas.
Project Goals and Objectives:
The project objective was to complete infrastructure projects and market the sites to industry; the
goal was to create 200 new jobs for the SODI region.
Project Outcome:
A 250,000-gallon water storage tank was constructed to improve the Scioto Township industrial
site; a lift station was constructed to allow for infrastructure extension into the entire ZCIP area;
and a sewer feasibility study was completed for Scioto Township.
Total Section 3161 Funds Costed: $70,000
Total Jobs Created/Retained: 55
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $1,273
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 244
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Pike County Airport
Period of Performance: 2001 through 2003
Brief Project Description:
The Pike County Airport Authority prepared a $975,000 5-year capital improvement program.
The Airport Authority was seeking Southern Ohio Diversification Initiative assistance to
construct an aviation fueling facility and complete a full-length taxiway. The fueling facility was
necessary to attract a fixed-base operator for the airport, to make the airport a valuable asset for
economic development. The taxiway was needed to resolve serious safety concerns and to
elevate the facility to a higher standard. The new taxiway was to eliminate the need for back-
taxiing on the runway. Arriving planes were able to exit the runway and proceed on the new
taxiway to the administration building and tie-down area. Finally, this project addressed previous
DOE excess-property marketing efforts that cited inadequate local airport infrastructure.
Project Goals and Objectives:
Expand the services and air-traffic capabilities provided by the airport and use those services to
attract business and industry to the area and create four new jobs at the airport.
Project Outcome:
The new taxiway was constructed.
Total Section 3161 Funds Costed: $255,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 245
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Sarah James Industrial Park – Speculative Building
Period of Performance: 2000 through 2003
Brief Project Description:
Design and construct a 50,000-square-foot speculative building in the Sarah James Industrial
Park and provide marketing to generate high-paying manufacturing jobs.
Project Goals and Objectives:
Complete the building and recruit a manufacturer to operate within the building. The job creation
goal is set at 300.
Project Outcome:
The building was designed, constructed, and sold to a company that created 40 new jobs at the
end of the period of performance.
Total Section 3161 Funds Costed: $650,000
Total Jobs Created/Retained: 40
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $16,250
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 246
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Regional Geographic Information System (GIS)
Period of Performance: 1999 through 2000
Brief Project Description:
Section 3161 funds were used to create digital mapping of the four counties in the SODI region
to better define property boundaries and infrastructure locations to allow the counties to
effectively market their industrial sites as well as plan for community and industry infrastructure
improvements.
Project Goals and Objectives:
The goal was to prepare digital mapping of each of the four counties in the SODI region.
Project Outcome:
The GIS project is complete and functional in each of the four counties (Pike, Scioto, Ross, and
Jackson Counties).
Total Section 3161 Funds Costed: $1,400,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 247
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Southern Ohio Labor Market Analysis
Period of Performance: 1999
Brief Project Description:
Funding for this project was used to analyze the labor market for southern Ohio.
Project Goals and Objectives:
Prepare an analysis to determine a marketing strategy for new industry and business expansion in
southern Ohio and develop workforce programs to fill in the gaps of the southern Ohio labor
market. The analysis also provided wage rates for the various positions found in the region.
Project Outcome:
The analysis was completed and was used to develop a market strategy for new industry and
business expansion in southern Ohio.
Total Section 3161 Funds Costed: $30,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 248
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Asset Transition/Reuse Project
Period of Performance: 2008 through 2011
Brief Project Description:
The SODI Property Task Force Committee implemented a multifaceted approach to reuse excess
DOE assets. A process was developed to identify and evaluate excess DOE lands, buildings, and
equipment.
Project Goals and Objectives:
The Reindustrialization Project objective was to accept unutilized assets from DOE and to
provide businesses and industries with opportunities to use the assets for economic development
purposes. The goal was to create 50 new jobs for the SODI region.
Project Outcome:
The project goals were met, with a total of 70 new jobs created in the SODI region and the
transfer of excess DOE equipment currently taking place. The Reindustrialization Project was
the last remaining CTP project for SODI to implement.
SODI pursued the transfer of one underutilized parcel of land (340 acres) on the northeast corner
of the Portsmouth site and has signed an asset transition agreement with DOE to begin receiving
excess personal property for economic development purposes. The demolition and
deconstruction of Portsmouth was to make additional properties available for reuse, and SODI
was actively pursuing reindustrialization of these properties.
SODI was also actively working to develop the properties adjacent to the Portsmouth site to
create the “Advanced Energy and Environmental Technology Hub of Ohio” in conjunction with
the State of Ohio’s Strategic Development Plan. SODI submitted a proposal to the State of Ohio
to modify the west entrance of the Portsmouth site on the U.S. Route 23 Energy Corridor, also
known as the Cloverleaf Interchange, to allow for access to properties on the west side of the
Energy Corridor. The project was approved by the State of Ohio to receive $2,750,000 in
American Recovery and Reinvestment Act funding. In addition, SODI applied to the Department
of Commerce for $3,341,911 to extend sewer lines and to access road improvements to the
property adjacent to the Portsmouth site to support the Advanced Energy and Environmental
Technology Hub at the end of the period of performance (POP). SODI reuse projects secured an
estimated 70 full-time jobs, with more than double that amount anticipated once all the projects
were fully operational and online.
Personal property asset transition consisted of the DOE excess X-633 (cooling towers) and
X-533 (switch yard). Once these assets underwent D&D, they were transferred to SODI. The
funds from the asset transition were to be used for economic development. The DOE Office of
Environmental Management and the 16-person SODI Board of Directors were to jointly
determine projects to be funded.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 249
Total Section 3161 Funds Costed: $526,184
Total Jobs Created/Retained: 70
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $7,517
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 250
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Zahn’s Corner Industrial Park (ZCIP)
Period of Performance: 1997 through 2004
Brief Project Description:
The SODI completed development of ZCIP in 2004. ZCIP offered over 300 acres served with
public sewer, access roads, a potable water system, a fire-suppression system, and a
250,000-gallon elevated water-storage tank. Mills Pride, BEI Expressway, and KC Landscaping
were the current tenants at the end of the period of performance. Future development activities
could include redevelopment of an adjacent brownfield site owned by Rayonier Corporation to
add 169 acres to ZCIP, installing additional infrastructure to support development activities, and
constructing rail spurs for intermodal transportation.
Project Goals and Objectives:
SODI desired to create a functioning industrial park to allow for manufacturing-capacity
increases. The goals were to bring manufacturing and service jobs to the area and expand the
existing base.
Project Outcome:
SODI owned, and directly manages, ZCIP, one of four industrial parks benefiting from 3161
funding. Also, SODI owned one building in ZCIP and cultivated new prospects in the
alternative-energy-development field to create new businesses. SODI was working with Alliance
Energy as it continued to raise necessary capital to begin construction of a plastics-oil
deconversion facility. ZCIP employment was at more than 550 workers at the end of the POP.
Total Section 3161 Funds Costed: $3,108,422
Total Jobs Created/Retained: 550
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $5,652
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 251
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: New Boston Industrial Park, Scioto County
Period of Performance: 1997 through 2004
Brief Project Description:
The New Boston Industrial Park is a successful brownfield redevelopment site located on the
Ohio River. The project included the removal of contaminated soils and the renovation of a
100,000-square-foot building.
Project Goals and Objectives:
The SODI helped to improve an industrial park in Scioto County to increase manufacturing-
capacity increases. The goals were to bring manufacturing and service jobs to the area and
expand the existing base.
Project Outcome:
Employment at the New Boston Industrial Park totaled an estimated 975 workers. Projects
include InfraMetals (metalworking operation), Southern Fabricators (metal fabrication), OSCO
Industries (gray iron foundry) and AM Refractory Company, as well as retail/service-sector
employment at the Walmart Supercenter, Applebee’s Restaurant and a Bob Evans Restaurant. At
the end of the period of performance, available buildings were occupied, including the Grace
Street Building, renovated with funds from the DOE/SODI Community Transition Program. The
$2.55 million provided by the DOE/SODI Community Transition Program was used to help
secure over $75 million in other funds.
Total Section 3161 Funds Costed: $2,550,000
Total Jobs Created/Retained: 975
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $2,615
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 252
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Worker Training Facility/Program
Period of Performance: 2000 through 2008
Brief Project Description:
This project involved planning and building a multipurpose training facility near the Portsmouth
site. The facility (1) provided a permanent location for the outplacement service center;
(2) assisted with the transition of displaced site workers to new activities, initiatives, and
missions of the companies at the site; (3) facilitated integration of all SODI industrial projects by
providing a central location for custom training, as required by new and expanding regional
businesses; and (4) provided a data-gathering location for the development and maintenance of a
database to track exiting Portsmouth workers through reemployment. SODI maintained the
database and worked closely with its outplacement center. The program also provided training
and education benefits to Portsmouth workers at risk of losing their jobs to help them
employment in another field once terminated from employment at the plant.
Project Goals and Objectives:
The first project objective was to construct a facility central to the SODI region for the purpose
of developing a workforce suitable for local employment. The goal of the facility was to provide
ongoing training and education opportunities to displaced Portsmouth workers and, ultimately, to
the entire SODI regional workforce. The second objective was to provide education and training
benefits to employees at risk of becoming displaced to allow the employee to find gainful
employment in another field and reduce or eliminate the amount of time spent unemployed.
Project Outcome:
SODI teamed with Ohio State University (OSU) to jointly construct a 28,000-square-foot
business incubator–learning center using a $1.92 million grant from the U.S. Economic
Development Administration. These funds were combined with a $900,000 OSU pledge, a
$200,000 grant from the Southern Ohio Agricultural & Community Development Foundation,
and an Ohio Governor’s Office of Appalachia commitment of $270,000. DOE provided
$700,000 in operating funds from Section 3161 grants for the Incubator and Worker Training
Facility. In 2007, the Incubator Facility/Worker Training Facility became 100 percent occupied
and, in June 2007, was chosen by the Department of Commerce’s Economic Development
Administration as the winner of the 2007 Excellence in Economic Development Award for Rural
Economic Development.
Total Section 3161 Funds Costed: $324,100
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 253
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Gateway Industrial Park, Ross County
Period of Performance: 1997 through 2004
Brief Project Description:
The Gateway Industrial Park is located at the interchange of State Route104 and U.S. Route 35
and provides convenient access to both Dayton and Columbus. The Gateway Industrial Park
brings manufacturing jobs to Ross County.
Project Goals and Objectives:
The SODI assisted in the creation of a viable industrial park in Ross County to increase
manufacturing-capacity in the county. The goals were to bring manufacturing and service jobs to
the area and expand the existing employment base.
Project Outcome:
The Gateway Industrial Park Project continued to show activity at the end of the period of
performance. A new building was completed, and FedEx expanded into a second building at the
site with a reported number of jobs estimated at 90. Also, the Jackson Building (and the
adjoining grounds) was occupied, and a new trans-loading operation (rail to truck) was being
developed by the city and county. Total employment at Gateway Industrial Park was 180 at
the POP.
Total Section 3161 Funds Costed: $1,150,000
Total Jobs Created/Retained: 180
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $6,389
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 254
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Reindustrialization
Period of Performance: 2001 through 2004
Brief Project Description:
The SODI Property Task Force Committee implemented a multifaceted approach to reuse excess
DOE assets. A process was developed to identify and evaluate excess DOE lands, buildings, and
equipment. Any excess DOE assets were to be used in the following order of priority: (1) support
of existing DOE and United States Enrichment Corporation (USEC) missions; (2) deployment of
new uranium enrichment technologies; and (3) other quality-job creation endeavors for the
region. SODI plans included concentrating their efforts on three of their projects:
reindustrialization, asset reuse and management, and establishing a foreign-trade zone in
southern Ohio.
Project Goals and Objectives:
Accept un-needed assets from the DOE Portsmouth Plant and provide businesses and industries
with opportunities to use the assets for economic development purposes. The goal was to create
225 new jobs for the SODI region.
Project Outcome:
The project goals were met, with a total of 300 new jobs created in the SODI region and the
transfer of excess DOE equipment was taking place at the end of the period of performance
(POP). Additional reuse efforts of Portsmouth included the Uranium Disposition Services’
Depleted-Uranium Conversion Facility and USEC’s Advanced Centrifuge Project, which, as
previously reported by SODI, began construction during this period. Several centrifuge machines
were installed, and construction continued on the balance of the facility. At the POP, SODI reuse
projects secured an estimated 300 full-time jobs, with more than double that amount anticipated
once the projects are fully operational and online.
Total Section 3161 Funds Costed: $250,000
Total Jobs Created/Retained: 300
Total Number of Displaced Site Workers Employed: 0
Cost per Job Created/Retained: $833
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 255
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Enterprise Training and Development Program
Period of Performance: 2001 through 2009
Brief Project Description:
The Enterprise Training and Development Program was initiated to expand jobs in the SODI
four-county region by encouraging the development of new local businesses and expanding
existing businesses through the establishment of a long-term revolving-loan program.
Project Goals and Objectives:
The Enterprise Training and Development Program’s objective was to establish a long-term
revolving-loan program to support entrepreneurs starting new businesses within the SODI
region. The program goal was to create 30 new and thriving businesses and 125 jobs for the
SODI region.
Project Outcome:
The Enterprise Training and Development Program was successful and created 130 jobs and
supported 35 business startups at the end of the period of performance. Total investment in new
business startups in the SODI region through the Enterprise Training and Development Program
was over $3 million.
Total Section 3161 Funds Costed: $970,000
Total Jobs Created/Retained: 130
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $7,462
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 256
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Incubator Facility
Period of Performance: 2001 through 2008
Brief Project Description:
In an effort to cultivate new business startups, small-business expansions, and workforce
enrichment, SODI and OSU jointly constructed a 28,000-square-foot business incubator–
learning center using a $1.92 million grant from the U.S. Economic Development
Administration. The funds were combined with an OSU pledge of $900,000, a $200,000 grant
from the Southern Ohio Agricultural & Community Development Foundation, and an Ohio
Governor’s Office of Appalachia commitment of $270,000. SODI was providing $700,000 in
operating funds from its LM grant at the end of the POP.
Project Goals and Objectives:
Construct a multiuse business incubator to serve south-central Ohio by providing administrative,
financial, and marketing services to a mix of businesses, including high-technology startup
businesses and small, technology-based companies. The goal was to create 480 new jobs for the
SODI region and 32 new startup businesses that would graduate from the Incubator and relocate
within the four-county SODI region.
Project Outcome:
Although the projected goal to create 480 new jobs and 32 new startup businesses was not met,
the Incubator Facility/Worker Training Facility developed jointly by SODI and OSU continues
to achieve results. The facility is 100 percent occupied. Businesses within the facility have been
able to grow, with one firm expanding to over 100 employees and two firms fully graduating
from the Incubator. At the end of the POP, 28 office, staging, and production spaces were filled,
and 21 startup firms and more than 147 jobs were created by this project. Equally important to
the community are the benefits of the classroom and training components. Hundreds of
individuals have used the computer lab and associated classrooms, while dozens of organizations
conducted continuing education, personal/personnel development sessions, and public meetings
in the facility.
Total Section 3161 Funds Costed: $348,850
Total Jobs Created/Retained: 147
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $2,373
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 257
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Business Seed Fund
Period of Performance: 2001 through 2008
Brief Project Description:
The Business Seed Fund provided limited, recoverable, matching grants to small businesses and
entrepreneurs developing new products and services in the four-county area. The Business Seed
Fund was initiated to enhance DOE and SODI investments in the Entrepreneurship and Equity
Fund Project and the Incubator.
Project Goals and Objectives:
Provide needed business startup assistance and create at least 35 new jobs for the SODI region.
Project Outcome:
The Business Seed Fund was important to support new startup businesses within the Incubator.
The Business Seed Fund created 34 new jobs in the SODI region.
Total Section 3161 Funds Costed: $325,000
Total Jobs Created/Retained: 34
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $9,559
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 258
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Regional Marketing
Period of Performance: 1999 through 2008
Brief Project Description:
As the SODI developed industrial parks and speculative buildings in the four-county area, a need
was identified to market the region’s capabilities. A nationally recognized marketing firm was
sought to develop a comprehensive and integrated regional marketing plan.
Project Goals and Objectives:
Section 3161 funds were used to implement an aggressive marketing effort to attract businesses
to the SODI region’s industrial parks.
Project Outcome:
The SODI regional marketing program included work to support the Governor of Ohio’s
Alternate Energy Development Plan. At the end of the period of performance, SODI was
continuing to pursue new energy technology developments. Other ongoing efforts included
participation in the Ohio industrial-lead-generation program, responding to industrial requests for
data, website maintenance, and the distribution of printed marketing materials.
Total Section 3161 Funds Costed: $350,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 259
Portsmouth – Southern Ohio Diversification Initiative
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Intermodal Facility
Period of Performance: 2003 through 2005
Brief Project Description:
Intermodal shipping involved the transportation of products by utilizing combinations of
available modes, in truck-rail-truck operations. At the end of the period of performance, the
truck-rail-truck combination presented the fastest-growing segment of transportation in the
United States over the past 15 years. Intermodal trailers and containers that move on dedicated
trains or on “ribbon” rail are run on scheduled service from point to point, bypassing freight and
classification yards that slow up more-traditional rail service. As such, rail transit time is both
quick and reliable when used in combination with truck pickup/delivery. Rail transportation can
be easily integrated into almost any distribution model. The project was completed at ZCIP in
Pike County as part of a Clean Ohio fund project.
Project Goals and Objectives:
Construct a facility that offered companies the ability to use both rail and truck modes of
transportation. The goal was to attract industry to the SODI region and to create 15 direct jobs to
operate the facility.
Project Outcome:
The project was discontinued after negotiations for the 169-acre brownfield site proposed for the
Intermodal Facility were suspended.
Total Section 3161 Funds Costed: $25,444
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Rocky Flats Coalition of Local Governments
Community Reuse Organization (CRO) Final Report
Fiscal Years 1999 Through 2005
Summary of All Projects Funded with Section 3161
58
Funds:
All activities undertaken by the Rocky Flats Coalition of Local Governments (Coalition)
communities were planning activities, and funding was not designated by activity.
• Cleanup and Closure: The Coalition focused on cleanup and closure issues that ensured the
cleanup met community expectations. Activities included reviewing closure documents;
working with the U.S. Department of Energy (DOE) and the regulators on a range of closure
activities; evaluating remedial options for compliance with existing regulations; developing
long-term community objectives; and conveying the Coalition and community vision,
preferences, and policies.
• Future Use of Rocky Flats Site: This effort largely focused on developing federal legislation
designating and protecting Rocky Flats as a national wildlife refuge after closure. Since
passage of “The Rocky Flats National Wildlife Refuge Act of 2001,” activities included
working with DOE and the U.S. Fish and Wildlife Service (USFWS) on the development of
a comprehensive refuge plan for Rocky Flats, the development of agreements regarding
jurisdictional responsibilities during cleanup and after closure, and other related issues.
• Worker Retention and Protection: The Coalition engaged on a broad range of workforce
issues, including working with DOE, Kaiser-Hill, and elected officials to help ensure that
DOE maintained a skilled workforce through closure. This examination included post-
closure worker retirement and health benefits. Coalition efforts also included identifying and
bringing awareness to the needs of workers, as well as facilitating strategies with elected
officials and agencies on how best to meet these needs.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from DOE’s
Office of Legacy Management as well as any other DOE grants received for community
transition purposes during the grant period. Table 1 also lists the number of jobs created or
retained by each project activity and the cost per job.
58
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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Table 1. Rocky Flats Coalition of Local Governments Community Transition Funding and Job Creation
by Project
FYs 1999 Through 2005
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds
Spent
Jobs
Created or
Retained
(Reported)
a
Average
Cost per
Job
Created
Rocky Flats
Coalition of Local
Governments
Operations
$1,300,000 $0 $1,300,000 $1,300,000 0 $0
Totals
$1,300,000
$0
$1,300,000
$1,300,000
0
$0
Note:
a
Funds used for planning and administrative purposes. Job creation not intended.
Abbreviations:
FY = fiscal year
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
Leveraged Funding:
Table 2 is a list of leveraged
59
funds or in-kind services received from all external sources
(federal, state, and local government agencies or private organizations) resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
60
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
61
Table 2. Rocky Flats Coalition of Local Governments Leveraged Funding Sources
Funding Source
Cash
In Kind
Coalition Governments
$40,000
a
$12,600
b
$13,300
c
$8,400
d
$0
Colorado Department of Public Health and the Environment
$250,000
$0
Kaiser-Hill, LLC
$100,000
$0
Rocky Flats Local Impacts Initiative
$242,752
$0
Total
$667,052
$0
Notes:
a
June 1999.
b
Jan 2003.
c
Jan 2004.
d
Jan 2005.
59
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
60
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
61
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 263
Rocky Flats Coalition of Local Governments
Section 3161–Funded Projects, Now Closed
Project Name: Cleanup and Closure
Period of Performance: 1999 through 2005
Brief Project Description:
The Coalition communities focused on cleanup and closure issues that ensured the cleanup met
community expectations. Activities included reviewing closure documents; working with DOE
and the regulators on a range of closure activities; evaluating remedial options for compliance
with existing regulations; developing long-term community objectives; and conveying the
Coalition and community vision, preferences, and policies.
Project Goals and Objectives:
The cleanup and closure of Rocky Flats was integral to the Coalition’s community transition
efforts, as Rocky Flats’ long-term value to the community was directly linked to the safe and
timely closure of the site. Equally important was the development of long-term protection plans
and future use of the site.
Project Outcome:
The final cleanup levels relate directly to the long-term protection of the community from
residual contamination to the future use of the Site. Included in this work are issues related to
final cleanup levels for the site and the end-state configuration. Specific activities included:
• Worked closely with DOE, the U.S. Environmental Protection Agency (EPA), and the
Colorado Department of Public Health and Environment (CDPHE) on closure issues,
including but not limited to: (1) cleanup strategies; (2) water-quality compliance; (3) future-
use options; and (4) regulatory compliance.
• Reviewed hundreds of technical documents on a range of issues, including building
demolition and decontamination, environmental restoration, sampling methodology, and
monitoring results.
• Actively participated in numerous meetings, including but not limited to the Rocky Flats
Cleanup Agreement (RFCA) Focus Group, demolition and decontamination
meetings/environmental restoration meetings, Rocky Flats Cold War Museum, and
many others.
• Met hundreds of times with DOE site management, EPA, CDPHE officials, and community
members to discuss a broad range of cleanup and closure issues.
Total Section 3161 Funds Costed: All activities undertaken by the Coalition were planning
activities, and funding was not designated by activity.
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 264
Rocky Flats Coalition of Local Governments
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Future Use of Rocky Flats Site
Period of Performance: 1999 through 2005
Brief Project Description:
This effort largely focused on developing federal legislation designating and protecting Rocky
Flats as a national wildlife refuge after closure. Since passage of The Rocky Flats National
Wildlife Refuge Act of 2001, activities included working with DOE and USFWS on the
development of a comprehensive refuge plan for Rocky Flats, the development of agreements
regarding jurisdictional responsibilities during cleanup and after closure, and other related issues.
Project Goals and Objectives:
Thorough and thoughtful future-use planning helped define a successful community transition
plan and as the CRO for Rocky Flats, the Coalition played a pivotal role in determining the
future use of Rocky Flats.
Project Outcome:
Specific activities that were conducted included:
• Worked with Congress, DOE, and USFWS on the development of The Rocky Flats National
Wildlife Refuge Act of 2001.
• Worked with USFWS on the development of the “Comprehensive Conservation Plan for the
Rocky Flats National Wildlife Refuge”; attended and participated in numerous strategic
meetings and other public meetings.
• Evaluated numerous issues related to the relationship between future use of the site as a
wildlife refuge and final site condition.
• Discussed issues regarding the acquisition of privately held mineral rights within the Rocky
Flats site boundary with DOE, USFWS, congressional staff, and private landowners.
Total Section 3161 Funds Costed: All activities undertaken by the Coalition were planning
activities, and funding was not designated by activity.
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 265
Rocky Flats Coalition of Local Governments
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Worker Retention and Protection
Period of Performance: 1999 through 2005
Brief Project Description:
The Coalition engaged on a broad range of workforce issues, including working with DOE,
Kaiser-Hill, and elected officials to help ensure that DOE maintained a skilled workforce through
closure. This examination included post-closure worker retirement and health benefits. Coalition
efforts also included identifying and bringing awareness to the needs of the workers, as well as
facilitating strategies with elected officials and agencies.
Project Goals and Objectives:
Closure was dependent on maintaining a skilled, knowledgeable, and committed workforce. The
Coalition represented the vast majority of former workers.
Project Outcome:
Specific activities undertaken by the Coalition included:
• Evaluated and discussed numerous issues related to workforce issues, including worker
safety, health issues, and retirement questions.
• Participated in monthly labor meetings hosted by Representative Mark Udall.
• Worked with Kaiser-Hill on issues related to the development and implementation of
workforce restructuring plans.
• Discussed worker safety issues and incidents with DOE, Kaiser-Hill, and state officials.
Total Section 3161 Funds Costed: All activities undertaken by the Coalition were planning
activities and funding was not designated by activity.
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Savannah River Site
Community Reuse Organization (CRO) Final Report
Fiscal Years 1993 Through 2007
Summary of All Active Projects Funded with Section 3161
62
Funds:
• U.S. Department of Energy Savannah River Operations Office: Early in fiscal year 1993
when major workforce restructuring efforts were taking place at the Savannah River Site
(SRS), the Savannah River Operations Office funded a number of economic development
projects in the region to offset job losses at the SRS. Some of the types of projects funded
were infrastructure installations at industrial parks; revolving-loan programs; training
programs; support for research and development (R&D); and support to small minority-
owned businesses.
• Westinghouse Savannah River Company: Westinghouse was the management and
operations contractor at SRS during plant layoffs and supported local economic
development projects and programs within the region. Some of the projects that
Westinghouse supported were the relocation of unneeded facilities and equipment from the
SRS, such as extrusion presses and modular trailer offices, for reuse by the local
community; local economic development organizations: and assistance for minority-owned
small businesses.
• SRS CRO Planning Projects: The Regional Plan, described as a blueprint for the future,
was intended to serve as a guide to assist regional economic developers focus on needs and
opportunities for the future. The plan was intended to be a map developed by the
community, at large, and guide economic growth. Economic developers were encouraged to
use this guide as a platform to support their initiatives. By December 30, 1995, the Final
Regional Plan was completed and in early 1996 it was distributed to local, state, and federal
economic development organizations; elected officials; and area institutions such as
libraries, chambers of commerce, and government offices for public inspection. Press
briefings were held with local media to announce the completion of the SRS CRO planning
phase and the beginning of SRS CRO’s efforts to create jobs. As part of the planning
process, the SRS CRO provided funds for the development of marketing materials that were
used to promote the region's ability to support large technology-intensive manufacturing
facilities.
• Seed Fund: Small Business Research and Development Seed Funds (SBRDSF) provided
investment capital from $25,000 to $50,000 to small area businesses. SBRDSF grants
required matching equity to be repaid over a 7-year period. The SBRDSF loans were issued
to businesses that were involved in manufacturing and high-technology only. The funds
were not collateralized, but required matching, owner equity in the business and a personal
written guarantee signed by all partners in the business. Nine loans were approved under
this program.
• Tri-County Alliance (TCA): This economic development organization was established to
specifically support some of the lowest-income counties that bordered the SRS, Allendale,
Barnwell, and Bamberg Counties. Once TCA was established, a large track of land owned
by the Allied General Nuclear Services Corporation was purchased to construct an industrial
62
Section 3161 of the National Defense Authorization Act for Fiscal Year 1993.
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
Page 268
park, the South Carolina Advanced Technology Park (SCAT Park), to bring industry and
jobs to the area.
• SRS Centers of Excellence: The Centers of Excellence provided funding for economic
development projects in the area. No Section 3161 funds were used in conjunction with the
funding grants. No additional information was provided on this effort since it was not
sponsored by the Savannah River CRO.
• Challenge Fund: Through the Challenge Fund program, SRS CRO provided matching
funds of up to $250,000 per project on a competitive basis to individuals, companies, and
other qualified organizations for projects within six core areas: Applied Research &
Development; Entrepreneurial Development; Scientific Education and Technology Training;
Small Business Incubators; Technology Transfer; and Centers of Excellence. Recipients
were required to match Challenge Funds on at least a 1:1 ratio to leverage SRS CRO funds.
In accordance with Challenge Fund contract terms and conditions, the recipient had all
rights to the technology developed on the project. Nineteen (19) projects were funded with
Challenge Funds that included 16 grants and 3 loans.
• Proposal Development Center: The University of South Carolina at Aiken (USCA)
established a small business Proposal Development Center (PDC) to identify out-of-area
contract opportunities and assist in proposal preparation. The center provided companies
access to program solicitations, abstracts of funded projects, and other relevant information.
The center also served as a clearinghouse for identifying partners for entrepreneurs with
technical projects in need of access to laboratory facilities, personnel, or other capabilities
for R&D projects. In the first year, 21 proposals were prepared by the PDC on behalf of 26
clients that resulted in approximately $183,000 funded proposals. In the second year, the
PDC worked with a total of 16 clients to develop business plans and prepare proposals. The
O’Connell Center for Entrepreneurship and Technology at USCA enhanced the program by
providing marketing strategies and business plan reviews.
• Venture Capital Fund: In 1999, the SRS CRO transferred $1 million from the Challenge
Fund to establish the SRS CRO Venture Capital Fund. Funding was provided for startup and
expanding companies in the amount of $100,000 to $250,000, grants that required matched
equity. The funds were secured with preferred stock and had a buyback clause maturing in
5 years at double the investment.
• Prospect Development Center: Bridgestone-Firestone Corporation constructed a
$425 million manufacturing facility in Aiken County, South Carolina, that was expected to
employ 850 workers. The SRS CRO provided $1.8 million to Aiken County for acquisition
of a training facility, and $1.2 million was provided through an agreement with the
U.S. Economic Development Administration for construction of rail service to the site. As
of March 2007, the building was leased to GlaxoSmithKline for manufacturing. Lease
revenue was divided between Aiken County and the SRS CRO.
• Central Savannah River Area (CSRA) Industrial Training Center: The Manufacturing
and Technology Training Center (MTTC) located at Aiken Technical College is a
30,000 square foot facility that houses (1) the Advanced Manufacturing Center, (2) the
Environmental Safety & Quality Resource Center, and (3) Training Laboratories. The
facility also provides space for specialized equipment, a simulated manufacturing and
warehousing environment, an instrumentation laboratory, a fluid power laboratory, a
manufacturing system laboratory, a computer laboratory, and training for safety. The MTTC
has received local, regional, and national recognition for its state-of the-art facility and the
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 269
programs offered. The MTTC was an important factor in the improvements to workforce
development in the CSRA.
• Manufacturing and Technology Center: The Product and Technology Support Center
targeted middle- and small-sized firms, suppliers to the SRS, existing businesses interested
in developing new products, SRS CRO clients, and entrepreneurs. At the start of the project,
both organizations served Georgia companies with only limited services for product
development and new product manufacturing. The Georgia Tech Economic Development
Institute combined efforts with the Product and Technology Support Center and provided
both outreach and direct technical assistance to companies in the five-county SRS CRO
region.
• Small Business Incubator: The Small Business Incubator Program fostered the growth of
small- and medium-sized technology-based businesses by supporting and encouraging
entrepreneurship. Services included reception and administrative assistance, as well as
management and technical support provided by qualified staff and a network of local
professionals. Incubator tenants also benefited from shared common space and equipment
such as board rooms, training rooms, fork lifts, copiers, fax machines, computers, etc. More
importantly, tenants had immediate access to information on other programs offered
through public and private sources. Two Small Business Incubators were established with
project funding.
• Technical Scholars Program: The Technical Scholars Program was a scholarship program
in partnership with area industries and was created to increase the pool of skilled individuals
in the industrial maintenance/industrial electronics/automotive-manufacturing arena. In
collaboration with area industries, Aiken Technical College and Augusta Technical College
advertised for applicants interested in particular technical careers as designated by the
sponsoring company. The company provided half the cost of books, tuition, and a part-time
job in the field of study. The SRS CRO provided the other half up to $1,000 per student.
Funds were also used to market the program.
• Administrative Projects: The Administrative Projects funds were granted to three
government or economic development organizations in the region; Augusta/Richmond,
Columbia County, Georgia; Aiken-Edgefield Economic Development Partnership; and
Southern Carolina Regional Development Alliance (SCRDA).
• Venture/Seed/Challenge Fund (V/S/C Fund): On September 26, 2003 the SRS CRO
received DOE’s approval to combine the remaining funds from its V/S/C Funds into a one
project fund, the V/S/C Fund. Through the V/S/C Fund project, the SRS CRO provided
loans and grants to local businesses in the five-county area for economic development
purposes. Ten projects were funded with V/S/C Funds including one grant, one investment,
and eight loans.
• SCRDA Speculative Building Project: In September 2002, DOE approved a $200,000
grant for a speculative building project in the Pointe Salkehatchie Industrial Park in
Allendale. As of 2008, the building was completed and had an active marketing program.
• SRS Asset Transition Plan for Economic Diversification: The renewed Asset Transition
Program was initiated in January 2006. As of March 2008, total sales were $247,588 and
total expenses were $210,713. At the end of the funding period, a program assessment was
to be performed to identify strengths and opportunities for improvement. Future funding for
SRS CRO administration activities was to come from the asset transition program and from
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
Doc. No. S13754 September 2016
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loan proceeds in the Savannah River Regional Diversification Initiative Community
Funding Corporation.
Table 1 lists the cumulative amount of all Section 3161 funds received by the CRO from the
U.S. Department of Energy’s (DOE’s) Office of Legacy Management as well as any other DOE
grants received for community transition purposes during the grant period. Table 1 also lists the
number of jobs created or retained by each project activity and the cost per job.
Table 1. Savannah River Site Community Transition Funding and Job Creation by Project
FYs 1993 Through 2007
Project
Section 3161
Funds
Committed
Other DOE
Funds
Committed
Total DOE
Funds
Committed
Funds Spent
Jobs Created
or Retained
(Reported)
Average
Cost per
Job
Created
DOE Savannah River
Operations Office
$1,450,000 $8,848,251 $10,298,251 $10,298,251 1,034 $9,960
Westinghouse
Savannah River
Company
$200,000 $8,891,894 $9,091,894 $9,091,894 703 $12,933
SRS CRO
Planning Projects
$1,055,047 $0 $1,055,047 $1,055,047 316 $3,339
Seed Fund $284,800 $0 $284,800 $284,800 34 $8,376
Tri-County Alliance $8,400,000 $200,000 $8,600,000 $8,600,000 594 $14,478
SRS Centers of
Excellence
a
$0 $12,000,000 $12,000,000 $12,000,000 0 $0
Challenge Fund $939,283 $0 $939,283 $939,283 2,566 $366
Proposal
Development Center
$55,282 $0 $55,282 $55,282 1 $55,282
Venture Capital Fund
$2,100,000
$0
$2,100,000
$2,100,000
107
$19,626
Prospect
Development Center
b
$3,000,000 $0 $3,000,000 $3,000,000 936 $3,205
CSRA Industrial
Training Center
a
$1,000,000 $0 $1,000,000 $1,000,000 0 $0
Manufacturing &
Technology Center
$54,000 $0 $54,000 $54,000 108 $500
Small Business
Incubator
$225,662 $0 $225,662 $225,662 71 $3,178
Technical Scholars
Program
a
$25,135 $0 $25,135 $25,135 0 $0
Administrative
Projects
$327,296 $0 $327,296 $327,296 145 $2,257
Venture/Seed/
Challenge Fund
$1,525,000 $0 $1,525,000 $1,525,000 197 $7,741
SCRDA Speculative
Building Project
a
$200,000 $0 $200,000 $200,000 0 $0
Administrative Costs $1,829,820 $1,017,165 $2,846,985 $2,846,985 0 $0
Totals
$22,671,325
$30,957,310
$53,628,635
$53,628,635
6,812
$7,873
Notes:
a
Funds used for planning and administrative purposes. Job creation not intended or were temporary/construction workers.
b
$1,202,325 included in the budget was charged to the Savannah River Regional Diversification Initiative but not through
the Lower Savannah Council of Governments.
Abbreviations:
FY = fiscal year
SCRDA = Southern Carolina Regional Development Alliance
Section 3161 = Section 3161 of the National Defense Authorization Act for Fiscal Year 1993
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page 271
Leveraged Funding:
Table 2 is a list of leveraged
63
funds or in-kind services received from all external sources
[federal, state, and local government agencies or private organizations] resulting from CRO
contributions of Section 3161 funds or in-kind goods/services
64
for all projects and endeavors.
Leveraged funds should not be confused with matching funds.
65
Table 2. Savannah River Site Leveraged Funding Sources
Funding Source
Cash
In Kind
Private Business
$668,385,244
Educational Institutions
$2,149,211
Economic Development Organizations
$1,230,246
Aiken Technical College (Rent)
$15,000
Economic Development Administration
$4,000,000
Community Development Block Grant
$300,000
State of South Carolina
$2,600,000
Total
$678,664,701
$15,000
63
Leveraged—Through the original grant commitment, the grantee attracts additional monetary funds or in-kind
goods/services from other contributors. By leveraging federal dollars, the CRO can motivate private industry and
other governmental entities to make commitments that they might not have chosen to make without the original
Section 3161 investment.
64
In-Kind Goods/Services—In-kind goods/services are usually materials or staff time with an assessed monetary
value that one party contributes to a project as a result of other contributions (both cash and in kind) given by
other parties.
65
Matching Funds—These are actual cash dollars provided by third parties to a grantee’s contractual instrument. For
example, the Office of Legacy Management may offer a given level of funding with the stipulation that the CRO
or other third party provides an additional specified level of funding or in-kind goods/services for the project.
Matching funds often come out of the grantee’s coffers in the form of foregone profit or from a third-party
outside funding agent. Generally, federal agencies do not count other federal grants as matching funds.
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Savannah River Site
Section 3161–Funded Projects, Now Closed
Project Name: U.S. Department of Energy, Savannah River Operations Office
Period of Performance: 1993 through 2002
Brief Project Description:
The following projects were funded by the DOE Savannah River Office with few, if any,
Section 3161 funds:
1. Sage Mill Industrial Park, Graniteville, South Carolina: Established water, sewer, and rail
to a 1,400-acre industrial park.
2. Lower Savannah Council of Governments: Established a revolving-loan fund to work
with regional businesses. Funds were combined with the U.S. Department of Commerce
Economic Development Administration funds to meet funding requirements for new or
existing businesses.
3. Ruth Patrick Science Center: Expanded the regional science center located at the USCA.
4. South Carolina Department of Commerce (SCDOC): Provided onsite support to the
SCDOC for marketing and prospect identification opportunities in the region.
5. Aiken Technical College: Supported the information system training facility located on
campus that provided computer training to the region.
6. South Carolina Research Authority: Provided a summary report of the strengths and
capabilities of the region and conducted research on the type of industries the region
should pursue.
7. Southeastern Technology Center (STC); Established the STC and provided
administrative funding as well as funding for support of hydrogen business development.
8. Savannah River Research Campus (SRRC): Provided funding for the installation of
sewer and roads for the SRRC and its connector road to the SRS.
9. United Way of Aiken County: Provided funding for social services required to assist with
significant employee downsizing at SRS in 1993.
10. Regional Economic Modeling, Inc.: Provided software analysis software for potential
industries.
11. Central Savannah River Area (CSRA) Business League: Established a minority business
league (similar to a chamber of commerce) for the minority community in
Augusta, Georgia.
Project Goals and Objectives:
1. Establish an industrial park for Aiken County, South Carolina.
2. Establish a funding mechanism for more risky businesses to start or expand in the region.
3. Establish a regional science center to improve science education in the region.
4. Obtain professional assistance in attracting new industry to the region.
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5. Provide regional industries with information systems training for machine work.
6. Determine the region’s strengths and weaknesses.
7. Establish a regional science technology demonstration industry.
8. Establish a destination for spin-offs and commercialization projects to locate in
the region.
9. Respond to the social impacts from the SRS downsizing of more than 3,000 employees.
10. Provide scientific, recognized modeling of the downsized workforce.
11. Provide services to assist minority businesses with marketing and new business
development.
Project Outcome:
1. The goal was met; three companies were built in the Savage Mill Industrial Park in
Graniteville, South Carolina, as of the grant.
2. The goal was met; seven different companies made use of the revolving-loan funds.
3. The goal was met; science-education opportunities were improved in the region through
the efforts of the Ruth Patrick Science Center at USCA.
4. The goal was met, and a recruiter was hired and was very influential in locating a number
of industries in the region through the efforts of the SCDOC.
5. The goal was met, and the facilities were in use for training at the Aiken Technical
College campus.
6. There was limited success in meeting this goal due to the amount of duplicative
information.
7. The goal was met, and the business accomplished its goals, but unfortunately, the
hydrogen business development project was not self-sustaining.
8. The goal was met and a facility was located on the SRRC, but a great deal of space was
still available at the SRRC at the end of the reporting period.
9. The goal was met as service demand rose exponentially during the SRS downsizing
period, but demand for services was reduced to pre-downsizing employee counts at the
end of the grant.
10. The goal was met, but the cost to provide software analysis for individual businesses
became too great to continue to provide this resource.
11. The goal was not met, as the CSRA Business League did not meet its goals and
objectives.
Total Section 3161 and Other DOE Funds Costed: $10,298,251
Total Jobs Created/Retained: 1,034
Total Number of Displaced Site Workers Employed: Not Available
Cost Per Job Created/Retained: $9,960
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Westinghouse Savannah River Company
Period of Performance: 1993 through 2003
Brief Project Description:
Westinghouse was the management and operations contractor for the SRS in 1993 and was
required to fund economic development projects for the region.
1. Thermo Savannah River Ventures: Examined SRS technologies for potential
commercialization.
2. Hydrogen business: Provided a specially made bus powered by a test hydride bed.
3. Minority Business: Assisted minority-owned businesses to become established
and expand.
4. Extrusion presses: Removed two extrusion presses from the SRS for the local EFCO
Corporation plant.
5. Bioremediation: Used some of the technologies developed on bioremediation at SRS to
prepare for commercialization.
6. Delphi Corporation: Examined potential volumetric reduction in waste generation.
7. Trident: Removed equipment from fabrication facilities at SRS for asset reuse.
8. Loaned executive: Provided executive assistance to a startup economic development
organization.
9. Emergency management: Provided equipment from SRS to regional emergency
management agencies.
10. Trailer relocation: Provided modular units from SRS for displaced Allendale County
employees.
11. Business training: Provided entrepreneurial training to commercializing SRS systems.
Project Goals and Objectives:
(1) Commercialize SRS technologies; (2) provide a hydride-bed transit bus; (3) provide
assistance to local small minority-owned businesses; (4) relocate two extrusion presses for
pickup and use by the EFCO Corp.; (5) assist in commercializing bioremediation activities at
SRS; (6) reduce waste generated at SRS; (7) relocate metal fabrication equipment; (8) loan a
Westinghouse employee to the Tri-County Economic Development Organization to help with
startup activities; (9) provide emergency management equipment to area emergency responders;
(10) provide nine modular units to Allendale County to replace courthouse facilities that were
destroyed in a fire; and (11) provide entrepreneurial training for 20 SRS scientists interested in
commercializing SRS technologies.
Project Outcome:
Of the 11 projects listed, 7 projects met their goal: Westinghouse funded over $2.4 million for
the development of a hydride-bed bus. A total of $550,694 ($350,694 from Westinghouse and
U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
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$200,000 in Section 3161 funding) was provided to assist minority-owned businesses. Two
extrusion presses from the SRS were removed and made available for pickup by the EFCO
Corporation at a cost of $371,177 by Westinghouse. Metal fabrication equipment was removed
from SRS for commercial reuse at a cost of $371,177. A Westinghouse senior executive was
made available by Westinghouse to help organize and assist with startup for an economic
development organization covering Barnwell, Allendale, and Bamberg Counties at a cost of
$160,823. Excess emergency equipment from SRS was made available for use by local
emergency-management agencies in the SRS region at a cost of $126,000. Westinghouse
provided nine excess modular trailers to Allendale County, South Carolina to replace courthouse
facilities that were destroyed in a fire.
Four of the eleven economic development projects that Westinghouse funded did not meet their
stated goals. Over $4.7 million was transferred to Thermo Savannah River Ventures to
commercialize technologies developed at SRS, but the project was not successful. Westinghouse
provided $300,000 and $200,000, respectively, for two unsuccessful projects, the commercialize
bioremediation processes developed at SRS and a waste reduction project proposed by the
Delphi Corporation. Westinghouse provided $29,966 in costs for entrepreneurial training for
20 SRS scientists who wanted to commercialize technologies developed at SRS.
Total Section 3161 Funds and Other Funding Costed: $9,091,894 (Includes money that
Westinghouse directly funded for the projects.)
Total Jobs Created/Retained: 703
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $12,933
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Savannah River Site (SRS) Community Reuse Organization (CRO)
Planning Projects
Period of Performance: 1994 through 2004
Brief Project Description:
The Regional Plan was described as a blueprint for the future and was to serve as a guide to
assist economic developers from the region to focus on needs and opportunities for the future.
The plan was intended to be a map developed by the community, at large, to serve as a guide for
economic growth. Economic developers were encouraged to use this guide as a platform to
support their initiatives.
By December 30, 1995, the Final Regional Plan was completed, and in early 1996, it was
distributed for public inspection to local, state and federal economic development organizations;
elected officials; and area institutions such as libraries, chambers of commerce, and government
offices. Press briefings were held with local media to announce the completion of the planning
phase of SRS CRO program and the beginning of SRS CRO efforts to create jobs. As part of the
planning process, the SRS CRO provided funds for the development of marketing materials used
to promote the region's capabilities to support large technology-intensive manufacturing
facilities.
Project Goals and Objectives:
The objective of this project was to develop effective strategies to attract new businesses to the
region by supporting local business development programs through funding for local planning
projects and regional industrial recruiting efforts.
Project Outcome:
Local industrial recruiting efforts were armed with new marketing materials, access to
worldwide web sites, and detailed regional marketing/workforce studies funded by the SRS
CRO. Regional economic and workforce studies funded by the SRS CRO were used by local and
South Carolina economic development officials to attract the Bridgestone/Firestone and SKF
(Svenska Kullagerfabriken) USA facilities to Aiken County. The information developed with
this funding also influenced Augusta, Georgia, in its efforts to attract new businesses to the area.
A total of 15 projects received funding through the Planning Project.
In 1998, the TCA reported that their study conducted by Coopers & Lybrand, to determine the
feasibility of establishing a regional medical facility to serve their three counties, had been
completed. The summary indicated that by attracting those healthcare patients that went outside
the region for care, the project was feasible, and a request for proposals was issued. The
economic outcome of the proposal was projected to be 500 new jobs for the region. A proposal
from Health Management Associated of Naples, Florida, to build a facility with at least 101 beds
was accepted. The proposal, however, was withdrawn and the project put on hold. The three
counties may try to start up the hospital project again in the future.
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Total Section 3161 Funds Costed: $1,055,047
Total Jobs Created/Retained: 316
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $3,339
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Small Business Seed Fund
Period of Performance: 1995 through 2004
Brief Project Description:
The program provided investment capital loan in the amounts of $25,000 to $50,000 to local area
businesses and required matching equity to be repaid over a 7-year period. Principal payments
were not required for the first 2 years, and entrepreneurs paid interest only at a rate of 1 percent
per month during the initial period. The remaining 5 years included principal and interest
payments amortized with interest at 1 percent of the unpaid balance per month.
Each project submitted for evaluation was to include a sound and realistic business plan,
including financial schedules that demonstrated the entrepreneur's business acumen, technical
expertise, and knowledge of their target market.
The Small Business Seed Fund funds were issued to businesses that were involved in
manufacturing and high-technology enterprises. The funds were not collateralized, but required
matching owner equity in the business and a personal written guarantee signed by all partners in
the business.
Project Goals and Objectives:
The goal of the Small Business Seed Fund was to support the startup or expansion of technology-
based businesses with the potential to rapidly commercialize new products or processes.
Project Outcome:
At the end of the period of performance, three Small Business Seed Fund grants were still paying
back the loans: (1) HE, Inc.; (2) Simple Tec; (3) Mental Soup.
Five companies paid their loans in full: (1) Baltic Technology; (2) CallingPost/AE Systems;
(3) Palmetto Industries International, Inc.; (4) Surgimach International Corp.; and
(5) Tri-Comp, Inc.
Bestline Hair Products went bankrupt in July 2005 and paid $7,807 interest on the loan.
Total Section 3161 Funds Costed: $284,800
Total Jobs Created/Retained: 34
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $8,376
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Tri-County Alliance (TCA)
Period of Performance: 1995 through 2003
Brief Project Description:
1. Establishment of the TCA. Provided funding, over a 3-year period to establish the TCA.
2. Acquisition of the Allied General Nuclear Services Site. Provided acquisition funds to
purchase property for the SCAT Park in Snelling, South Carolina.
3. Infrastructure for the SCAT Park. In conjunction with the U.S. Economic Development
Administration, provided funding for roads, water, and sewer systems.
Project Goals and Objectives:
1. Establish the TCA to become self-sufficient.
2. Acquire the 1,600-acre tract of property for the SCAT Park.
3. Install infrastructure at the SCAT Park.
Project Outcome:
1. The TCA was established as a self-sustaining Economic Development Organization.
2. The Allied General Nuclear Site was acquired for the SCAT Park.
3. Grant was completed and closed out. Infrastructure including roads, water, and sewer
systems that were was installed at SCAT Park.
Total Section 3161 and Other DOE Funds Costed: $8,600,000
Total Jobs Created/Retained: 594
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $14,478
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Savannah River Site Centers of Excellence
Period of Performance: Unknown
Brief Project Description:
No information.
Project Goals and Objectives:
No information.
Project Outcome:
No information.
Total Section 3161 Funds Costed: No Section 3161 funds were used for this project; however,
$12,000,000 in other DOE funds were provided.
Total Jobs Created/Retained: No information available
Total Number of Displaced Site Workers Employed: No information available
Cost per Job Created/Retained: No information was available
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Challenge Fund
Period of Performance: 1995 through 2004
Brief Project Description:
Through the Challenge Fund program, the SRS CRO provided matching funds of up to $150,000
per project on a competitive basis to individuals, companies, and other qualified organizations
for projects within six core areas:
1. Applied R&D: Provided support for the rapid commercialization of products or
manufacturing processes.
2. Entrepreneurial Development: Provided support for developing technology-based
businesses through services such as business planning, market research, and capital
sourcing.
3. Scientific Education and Technology Training: Provided funds for programs to assess
and address the technology training needs of area manufacturers.
4. Small Business Incubators: Provided space and shared facilities such as conference
rooms and copier machines to startup businesses.
5. Technology Transfer: Provided funding to transfer existing SRS developed products and
process technologies to companies in the SRS CRO region.
6. Centers of Excellence: Provided technology-based services to small- and medium-sized
companies.
Recipients were required to match Challenge Funds with at least a 1:1 ratio to leverage SRS
CRO funds. In accordance with Challenge Fund contract terms and conditions, the recipient had
all rights to the technology developed through the grant.
During the third quarter of 1998, a Level II Challenge Fund Program competition was approved
and initiated that provided matching funds of up to $250,000. Companies competing for Level II
funding had to be for-profit businesses currently engaged in manufacturing or R&D in the SRS
CRO region with annual revenues of at least $1 million. Level II funding was used for product or
manufacturing process development or modification. Prior to this change in the program,
Challenge Fund awards were limited to $150,000 per project.
Project Goals and Objectives:
The goal was to seek companies who would achieve one or more of the following: (1) develop
new products, (2) modify existing products or processes, (3) create or retain high-value jobs,
(4) help companies become more competitive, and (5) attract investment capital to start up
technology-based companies.
Project Outcome:
Nineteen projects were funded with Challenge Funds that included 16 grants and 3 loans. During
the period of performance, the economy had significant negative effects on the businesses in the
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Challenge Fund program. Out of the three loans, two were paid back in full (CallingPost and
Desktop University Systems) and one was lost when Bitz America went bankrupt. Five projects
out of the 19 were cancelled and returned funds to the SRS CRO. The remaining $323,403 in
funding from Challenge Fund was transferred to the new V/S/C Fund.
Total Section 3161 Funds Costed: $939,283
Total Jobs Created/Retained: 2,566
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $366
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Proposal Development Center (PDC)
Period of Performance: 1996 through 1997
Brief Project Description:
USCA established a small-business PDC to identify out-of-area contract opportunities and
provide assistance in proposal preparation. The center provided companies access to program
solicitations, abstracts of funded projects, and other relevant information. The center also served
as a clearinghouse for identifying partners for entrepreneurs with technical projects who needed
access to laboratory facilities, personnel, or other capabilities to conduct R&D.
During the second year of operations, SRS CRO funding increased efforts by 13.5 percent at the
USCA PDC. Specific tasks for the second year were: (1) increase the number and value of
proposals by 20 percent; (2) increase the PDC client base by 20 percent; and (3) develop and
implement a strategy leading to PDC self-sufficiency.
Project Goals and Objectives:
Identify out-of-area contract opportunities and assist in the preparation of proposals; provide
companies access to program solicitations, abstracts of funded projects, and other relevant
information; and serve as a clearinghouse for identifying partners for entrepreneurs with
technical projects that need access to laboratory facilities, personnel, or other capabilities in
order to conduct R&D.
Project Outcome:
Year One: 21 proposals were prepared by the PDC on behalf of 26 clients and approximately
$183,000 in proposal funding was received to date. At the end May 1997, another $3.2 million in
proposal funds was pending and an additional $3.8 million in proposal funding was under
development.
Year Two: The PDC worked with a total of 16 clients from inception to develop business plans
and prepare proposals. The O'Connell Center for Entrepreneurship and Technology USCA
enhanced the program by providing marketing strategies and business plan reviews.
Total Section 3161 Funds Costed: $55,282
Total Jobs Created/Retained: 1
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $55,282
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Venture Capital Fund
Period of Performance: 1996 through 2003
Brief Project Description:
In 1999, the SRS CRO transferred $1 million from the Challenge Fund to establish the Venture
Capital Fund. Funding was provided to startup and expanding companies in the amount of
$100,000 to $250,000 with matched equity. The funds were secured with preferred stock and had
a buyback clause maturing in 5 years at double the investment.
Project Goals and Objectives:
Establish a venture capital fund to assist the growth and stability of area businesses and stimulate
job creation and retention in the region. The goal was to leverage $1.5 million in SRS CRO
funds (at least 1:1 ratio) with non-DOE funding.
Project Outcome:
In 2003 the remaining $1,012,121 from Venture Fund was transferred into the new V/S/C Fund.
The following companies received funding and their status at the end of the grant period was
as follows.
• Crescent Capital: The Company was liquidated in 2004, and $133,001 of the invested funds
was returned to the SRS CRO.
• Palmetto Industries: The Company was paying back the investment.
• CallingPost Communications: The Company had not yet started paying back the investment.
• AerCom Tec: The Company had not yet started paying back the investment.
• Surgimach Inc.: The Company went bankrupt.
• Infinity Manufacturing: The investment time was extended to 2008.
• American Anodize Corp.: The Company was bought by another company, and no interest or
investment is expected to be paid back.
• e2 Procure Solutions Group: The company’s operations ceased in 2003.
• New contracts for repurchase of stock were signed with Palmetto Industries, AerCom Tec,
and CallingPost Communications, Inc.
Total Section 3161 Funds Costed: $2,100,000
Total Jobs Created/Retained: 107
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $19,626
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Prospect Development Center
Period of Performance: 1997 through 1998
Brief Project Description:
The Bridgestone-Firestone Corporation proposed to construct a $425 million manufacturing
facility in Aiken County, South Carolina, that was expected to employ 850 workers. As part of
the agreement proposed by the SCDOC (Aiken County), the SRS CRO provided $1.8 million to
Aiken County to acquire a training facility to be operated by South Carolina Special Schools and
$1.2 million to cover part of the cost to extend rail service to the site.
Project Goals and Objectives:
Provide a training facility to encourage the Bridgestone-Fireside Corporation to build a
manufacturing plant in Aiken County, South Carolina, by training workers for their operations.
The training center would also be used to attract other new businesses to the area.
Project Outcome:
The Bridgestone-Firestone Corporation manufacturing plant was built in Aiken County. A total
of $1.8 million in grant funding was provided to Aiken County to acquire a training facility, and
$1.2 million was provided through an agreement with the U.S. Economic Development
Administration, to construct rail service to the site. At the end of the period of performance, the
training facility was not used for training but instead leased to GlaxoSmithKline for
manufacturing. Lease revenues were to be divided between Aiken County and the SRS CRO.
Total Section 3161 Funds Costed: $3,000,000
Total Jobs Created/Retained: 936
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $3,205
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Central Savannah River Area (CSRA) Industrial Training Center
Period of Performance: 1998 through 2001
Brief Project Description:
The MTTC at Aiken Technical College is a 30,000 square foot facility that housed (1) the
Advanced Manufacturing Center, (2) the Environmental Safety and Quality Resource Center,
and (3) training laboratories. The facility also provided space for specialized equipment, a
simulated manufacturing and warehousing environment, an instrumentation laboratory, a fluid
power laboratory, a manufacturing system laboratory, a computer laboratory, and safety training.
Project Goals and Objectives:
Build a regional training facility to benefit a broad range of businesses and industries in the
CSRA. This project was an investment in the 21st century as a state-of-the-art training facility
and a showcase for future economic development facility that provided space for:
• Four or five flexible laboratories for customized, real-time industrial training programs;
• Two or three computer labs for customized training and updating skills sets;
• Virtual and simulation capabilities for training in shipping/receiving, warehousing, material
handling, and maintenance functions;
• Office space, classrooms, and a simulated manufacturing laboratory; and
• A training environment designed and aligned with industry standards.
Project Outcome:
The project was completed in accordance with the contract. The instructional program areas
included computer technology; environmental safety; pre-employment training; fire alarm and
systems; industrial training and chemical process operations; and quality laboratory technology.
Some of the companies the center served include United Parcel Service; Newman Technology;
DOE; UCB Chemicals; Washington SR Co; and the National Park Service. The MTTC has
received local, regional, and national recognition for facility design and the programs offered.
The MTTC proved a definite factor in improving workforce development in Aiken County and
the CSRA and was a catalyst for workforce development.
Total Section 3161 Funds Costed: $1,000,000 (plus $2,000,000 in leveraged funds)
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: The MTTC developers worked with various companies to
create and retain jobs. The unique training afforded by this center will continue to grow in
student body size and the quality of training received. It is impossible to determine the number of
jobs created or retained; however, because of its growth, the cost per job is expected to continue
to decrease.
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Manufacturing and Technology Center: Georgia Tech Economic Development
Institute and University of Georgia Business Outreach Services/Small Business Development
Center (SBDC)
Period of Performance: 1998 through 2000
Brief Project Description:
The Product and Technology Support Center targeted middle- and small-sized firms; suppliers to
the SRS; existing businesses interested in developing new products; clients of the Savannah
River Regional Diversification Initiative: and entrepreneurs. At the start of the project, both
organizations served Georgia companies with only limited services for product development and
new product manufacturing. The Product and Technology Support Center was responsible for
fostering innovative ideas for profitable products and services, transforming ideas into successful
market introduction, and cultivating spin-off opportunities from the existing industry base.
Systematic approaches developed by Georgia Tech and the University of Georgia increased the
chances of successful product development by generating, developing, and testing ideas.
Project Goals and Objectives:
Expand business and manufacturing services provided by Georgia Tech Economic Development
Institute and the University of Georgia Business Outreach Services/SBDC to increase the
employment base of the SRS CRO region.
Project Outcome:
The Georgia Tech Economic Development Institute combined efforts for the SRS CRO by
providing both outreach and direct technical assistance to companies in the five-county SRS
CRO region. The projects were successfully completed.
Total Section 3161 Funds Costed: $54,000
Total Jobs Created/Retained: 108
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $500
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Savannah River Site
Section 3161–Funded Projects, Now Closed (continued)
Project Name: Small Business Incubator
Period of Performance: 1998 through 1999
Brief Project Description:
The Small Business Incubator program was a long-term effort to create and retain high-caliber
jobs in the SRS CRO region. The incubator fostered the growth of small- and medium-sized
technology-based businesses by supporting and encouraging entrepreneurship. The incubator
provided tenants with extensive support services that helped them compete in the marketplace.
Services included reception and administrative assistance and management and technical support
provided by qualified staff and a network of local professionals. Incubator tenants also benefited
from shared common space and equipment such as board rooms, training rooms, fork lifts,
copiers, fax machines, and computers. More importantly, beyond these typical incubator
services, tenants had immediate access to information on other programs offered through public
and private sources, including opportunities for financing, technical assistance, and
business services.
Project Goals and Objectives:
The goal was to help new small businesses grow and eventually create and retain high-caliber
jobs in the SRS CRO region.
Project Outcome:
Two Small Business Incubators were established, the STC and Augusta-Richmond County Small
Business Incubator. At the end of the reporting period, the STC later became part of the Augusta-
Richmond County Small Business Incubator.
Total Section 3161 Funds Costed: $225,662
Total Jobs Created/Retained: 71
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $3,178
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Technical Scholars Program
Period of Performance: 2000 through 2004
Brief Project Description:
The Technical Scholars Program was a scholarship program that partnered with area industries
and Aiken Technical College and Augusta Technical College. The program advertised for
applicants interested in particular technical careers as designated by the sponsoring companies.
The sponsoring companies provided half the cost of books, tuition, and a part-tine job in the field
of study. The SRS CRO provided up to $1,000 per student for tuition. Funds were also used to
market the program.
Project Goals and Objectives:
The workforce development goal was to increase the pool of skilled individuals in the industrial
maintenance/industrial electronics/automotive-manufacturing fields in the area.
Project Outcome:
At the end of the period of performance, the Technical Scholars Program at Aiken Technical
College was underway with well-developed policies and procedures to manage the process.
Participating companies were pleased with the college processes and the quality of technical
scholars. Feedback from participating companies was used to improve the program. The SRS
CRO grant was instrumental in providing startup funds for the program. The college and
participating companies eventually assumed fiscal responsibility for the program that was both
fiscally and procedurally sound. There was no activity at the Augusta Technical College, and the
grant funds were returned to the SRS CRO.
Total Section 3161 Funds Costed: $25,135
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Administrative Projects
Period of Performance: 2002 through 2006
Brief Project Description:
The Administrative Projects funds were used in the following three main areas in the five-county
SRS CRO region:
1. Augusta/Richmond, Columbia County, used funds to market the life science/bio-
businesses in the area.
2. Aiken-Edgefield Economic Development Partnership used funds for the Hydrogen
Center development and marketing.
3. SCRDA (formerly TCA) used funds for marketing their region to firms in a variety of
manufacturing industries.
Project Goals and Objectives:
Improve the image and environment of the five-county region and make it more attractive to new
businesses.
Project Outcome:
The objectives were met. A total of seven projects received grants under this program. Only one
of the seven projects was cancelled.
Total Section 3161 Funds Costed: $327,296
Total Jobs Created/Retained: 145
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $2,257
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Project Name: Venture/Seed/Challenge Fund
Period of Performance: 2003 through 2006
Brief Project Description:
On September 26, 2003, the SRS CRO received DOE’s approval to combine the remaining funds
from its Venture, Seed, and Challenge Funds into a one project fund called V/S/C Fund. Through
the V/S/C Fund project, the SRS CRO provided loans and grants for economic development
purposes to local businesses in the five-county area.
Project Goals and Objectives:
Provide funds to help retain and expand local businesses to improve the five-county region’s
economy.
Project Outcome:
Ten projects were funded with V/S/C Funds including one grant, one investment, and eight
loans. Out of the eight loans, two were paid back in full (AerCom Tec I and City of Aiken). At
the end of the grant period, the remaining six loans were being paid back according to schedule.
However, AerCom Tec was having problems repaying their second loan. The East Bay Venture
investment of $100,000 was cancelled and $92,400 of the invested funds was returned to the
SRS CRO and transferred back to the V/S/C Fund. One new grant was approved; the Grant
Forest Products in Allendale, South Carolina, for plant construction, which was expected to
create 120 new jobs in Allendale County, South Carolina.
Total Section 3161 Funds Costed: $1,525,000
Total Jobs Created/Retained: 197
Total Number of Displaced Site Workers Employed: Not Available
Cost per Job Created/Retained: $7,741
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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Section 3161–Funded Projects, Now Closed (continued)
Project Name: Southern Carolina Regional Development Alliance (SCRDA) Speculative
Building Project
Period of Performance: 2003 through 2005
Brief Project Description:
DOE approved a $200,000 grant for the Pointe Salkehatchie Industrial Park in Allendale, South
Carolina, to build a speculative building.
Project Goals and Objectives:
Purchase an old industrial building for Project Shaw and put it into immediate productive reuse.
The goal was to lease the building to Allendale County industry with a job-creation goal of
50 new jobs.
Project Outcome:
Because the building for Project Shaw had major environmental issues, the Southern Carolina
Alliance (formerly TCA) requested the funding for the Shaw building be redirected to the
promotional building project at Pointe Salkehatchie Industrial Park in Allendale, South Carolina.
In December 2003, DOE approved the change. All the grant funds were spent. The speculation
building construction was started in October 2004 and was completed and actively being
marketed at the end of the period of performance. No jobs were listed, created, or retained by the
end of the reporting period.
Total Section 3161 Funds Costed: $200,000
Total Jobs Created/Retained: N/A
Total Number of Displaced Site Workers Employed: N/A
Cost per Job Created/Retained: N/A
Appendix A
Community Reuse Organizations (CRO) That Have Retained
Their CRO Status
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U.S. Department of Energy Summary of Community Reuse Organizations FY 1993 Through 2015
September 2016 Doc. No. S13754
Page A-1
Community Reuse Organizations (CRO) That Have Retained Their
CRO Status
Although all Section 3161 grants to original 15 Community Reuse Organizations (CROs) are
expended, the following CROs have requested that they retain their CRO status due to working
relationship with their respective sites.
Hanford Site
Carl Adrian, President
Tri-City Development Council (TRIDEC)
7130 West Grandridge Blvd., Suite A
Kennewick, WA 99336
(509) 735-1000
(509) 735-6609 FAX
tridec@tridec.org
Los Alamos National Laboratory
Liddie Martinez, Executive Director
Regional Development Corporation (RDC)
706 Bond Street
Espanola, New Mexico 87532
(505) 820-1226
(505) 214-5522 (FAX)
Mound Site
Eric E. Cluxton, President
Mound Development Corporation (MDC)
965 Capstone Drive, Suite 252
Miamisburg, Ohio 45343
(937) 865-4462
(937) 865-4431 (Fax)
Paducah Site
Scott Darnell, Executive Director
Paducah Area Community Reuse
Organization
300 South 3
rd
Street
Paducah, Kentucky 42003
(270) 575-6633
Oak Ridge Site
Lawrence Young, President
Community Reuse Organization of East
Tennessee
1020 Commerce Park Drive, Suite L
Oak Ridge, Tennessee 37830
(865) 482-9890
(865) 262-8854 (FAX)
Portsmouth Site
Steve Shepard, Executive Director
Southern Ohio Diversification Initiative
450 Industrial Park Drive
Waverly, Ohio 45690
(740) 289-2576
(740) 289-2795 (FAX)
Savannah River Site
Rick McLeod, Executive Director
SRS Community Reuse Organization
2276 Jefferson Davis Highway, Room 230
Graniteville, South Carolina 29829
Mailing Address
P.O. Box 696
Aiken, South Carolina 29802
(803) 508-7402
(803) 593-4296 (FAX)
Summary of Community Reuse Organizations FY 1993 Through 2015 U.S. Department of Energy
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