Draft 3, January 19, 2006

WORKFORCE TRAINING AND DEVELOPMENT PROJECT

Delivering Construction Workforce Training and Development to Gulf Coast Areas
Impacted by Hurricane Katrina

The total reconstruction cost resulting from hurricane Katrina is estimated to be at least
$200 Billion1. With an estimated 90,000 square miles impacted and 400,000 individuals
displaced, the devastation from this hurricane is unprecedented. The response by the federal
government in the first 100 days after the disaster has been remarkable2:
ƒ Approximately 40,000 travel trailers and manufactured housing units have been deployed
as temporary homes for Katrina victims
ƒ Nearly 53 million cubic yards of debris have been removed in Alabama, Mississippi and
Louisiana
ƒ Nearly $190 million in unemployment assistance has been obligated for eligible victims
in Alabama, Louisiana, Florida and Mississippi
ƒ More than $4.2 billion has been paid directly to Katrina victims for financial and housing
assistance

Cleaning up and reconstructing the devastated areas will introduce new challenges. One
of the most significant of these challenges will be to recruit and train the construction workforce
required to perform the work. Throughout the gulf coast region, labor shortages are being felt
and contractors are struggling to find skilled construction workers. Ironically, the area is also
saddled with high unemployment. Many of the unemployed are capable of taking on
construction jobs but do not have the skills required to be employed.

1
“The Federal Emergency Management Agency said insurance claims totaled some $23 billion. Reconstruction
costs are estimated to be at least $200 billion, making Katrina the costliest storm in history.” Reported by CNN
November 30, 2005.
2
By the Numbers: First 100 Days - FEMA Recovery Update for Hurricane Katrina

1
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CURRENT APPROACHES TO THE PROBLEM

Recognizing the problem, a number of industry consortia and trade associations have
begun to map out potential solutions. In general, the efforts to date have been fragmented and
have lacked consolidated focus and leadership. As a result:
ƒ The skills and qualifications of the people working on reconstruction efforts is steadily
declining as more untrained workers enter the workforce
ƒ The number of Hispanic guest workers employed in reconstruction is on the rise while
unemployment of US workers in the region remains high3
ƒ A number of construction training facilities in the region remain under utilized

One merit shop construction industry leader in the southeast recently noted some of the
training challenges he sees today:
ƒ When untrained laborers can earn $20-$22 per hour, plus per deim and overtime to work
on FEMA cleanup, there is little short-term motivation to attend training.
ƒ At least one owner has waived requirements to pass Interactive Construction Safety
Training (ICST)4 in English and now accepts Spanish only examination results. This
may be an indication of a future trend that may extend into skills training as well. The
insulator and painting trades today are comprised of a high percentage of Hispanic guest
workers.
ƒ Many owners require skills testing but there are few controls in place. Workers can take
and re-take the exam until they pass the exam even though they have never gone to
training.

AN INTEGRATED SOLUTION IS ESSENTIAL

To address the problem, it is essential that government and industry work together to
implement a comprehensive construction workforce training and development program which
would train and deploy up to 20,000 construction workers in the next four years. To do this:
ƒ Federal, state and local governments should directly task its existing contractors to train
and employ people recruited from the devastated areas.

3
Louisiana unemployment rate for November 2005 was 12.4% as compared to a rate of 5.8% in November 2004
and the Mississippi unemployment rate for November 2005 was 9.5% as compared to a rate of 6.9% in November
2004. U.S. Bureau of Labor Statistics data updated December 16, 2005.
4
ICST is a computer-based safety and health training program used in the construction industry.

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 Workforce Training and
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ƒ Private industry and government should provide the seed money required to begin the
training process and must encourage its contractors to hire newly trained workers.
ƒ Contractors must develop and implement a local workforce training and recruitment plan
which is consistent with national goals.

To ensure that workforce training and development efforts are executed in a coherent and
consistent manner, it is essential that efforts of government agencies, private industry owners and
construction contractors are integrated into a consistent strategy with common goals. To do this,
a Business Roundtable sponsored integrator in partnership with the government should:
ƒ Mobilize a training program based on stakeholder input
ƒ Provide oversight of the program’s implementation
ƒ Monitor the program’s progress

OTHER INITIATIVES
PATHWAYS TO CONSTRUCTION INITIATIVE
One recent development was the announcement of the U.S. Department of Labor's
Employment and Training Administration Pathways to Construction Employment Initiative5
intended to support economic revitalization in Louisiana and Mississippi. The initiative provides
two $5 million grants to engage each state's workforce agency and the local community college
system to establish and operate construction career systems to prepare local residents for new
construction jobs.

The initiative calls for Louisiana and Mississippi to establish Reconstruction Centers of
Excellence in community colleges to support workforce development in construction trades and
associated skills. Assessments will be conducted and workers referred to appropriate training for
construction employment. This project will make every effort to collaborate with this initiative.

CONSTRUCTION USERS ROUNDTABLE

The Construction Users Roundtable (CURT) was formed in 2000 as an owner’s voice in
the construction industry. The organization is comprised of 53 corporate members, 13 associate
5
Department of Labor Press release dated November 30, 2005.

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construction contractor members and 8 associate association representatives. CURT has

recognized the imminent labor shortages immediately following Hurricane Katrina. The
organization is currently working on three initiatives:
ƒ Assessment of the problem
ƒ Communications
ƒ Workforce Development and Training
This project will make every effort to collaborate with this initiative.

SOUTHEAST MANPOWER TRIPARTITE ALLIANCE (SEMTA)

This informal alliance of owners, contractors, labor unions and associations was formed
after Hurricane Katrina to share information on construction manpower requirements and
availability in the southeast region. All parties that participate in alliance meetings by providing
data on labor demand projections and/or labor supply information are provided a compilation of
the results.
This project will participate in SEMTA activities to stay informed of their labor demand
and supply projections.

UNION CONSTRUCTION

To make the optimum use of available resources, any workforce training and
development program needs to address the requirements of both union and merit-shop
contractors. Nationwide, approximately 16% of the construction workforce is unionized. While
the exact percentage of union construction workers in the area impacted by Hurricane Katrina is
not known, it is certainly lower than the national average. It would be reasonable to assume that
no more than 8% of the local workforce was unionized at the time of the disaster.

UNION CONSTRUCTION APPRENTICESHIP PROGRAMS

The unions affiliated with the Building and Construction Trades Department, AFL-CIO6
provide apprentice training to new construction workers. Apprenticeship and training programs
are administered by local Joint Apprenticeship and Training Committees (JATCs) which are

6
The BCTD coordinates 13 affiliated trades unions in the construction industry. Created in 1908, it has 386 state,
local and provincial councils in the United States and Canada.

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comprised of local union and contractor representatives. Local training trust funds operate over
2,000 training centers throughout the United States. Apprenticeship training programs are very
mature and there are reported to be over 35,000 registered union apprenticeship programs in
place.7
Apprenticeship programs are negotiated as part of the local collective bargaining
agreement. Program funds are administered by an Apprenticeship Trust Fund Committee, and
are then allocated to the Joint Apprenticeship Training Committee (JATC). Apprentices in these
programs incur no costs for their training. In some cases, union sponsored apprenticeship
programs receive grants from the Department of Labor’s Employment and Training
Administration and the Occupational Safety and Health Administration (OSHA).
The length of union apprenticeship programs vary by trade and generally take three to
five years to complete. As an example, the union electrician apprenticeship program jointly
administered by the International Brotherhood of Electrical Workers (IBEW) and the National
Electrical Contractors Association (NECA) takes 5 years to complete.

BUILDING AND CONSTRUCTION TRADES COUNCILS IN THE AFFECTED AREA

As listed in Attachment 1, there are a total of 23 Union Building and Construction Trades
Councils in Alabama, Mississippi, Louisiana, and Texas. Of the 23 councils, 9 are located in or
near the area impacted by Hurricane Katrina. The breakdown by state is as follows:

Total BCTC BCTC in Impacted Area

Alabama 5 1
Mississippi 2 2
Louisiana 7 5
Texas 9 1
Total 23 9

The capability and condition of the union training facilities located in the nine impacted
Building and Construction Trades Councils is not known at this time. While there have been
unconfirmed reports of instructor shortages and some instances of training facilities being used

7
Data provided by the Building and Construction Trades Department, AFL-CIO; http://www.buildingtrades.org/

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as emergency relief centers, the international unions have indicated that they will provide
whatever support is required to get local training centers up and running.8
Regardless of their intention to support the reconstruction effort, organized labor does not
control a significant amount of construction in the area impacted by Hurricane Katrina.
Unionized construction is generally limited to specialized construction trades such as electricians
and pipefitters and to work performed at larger facilities such as government installations,
nuclear power stations, and some refineries. To survive, many local unions have allowed their
membership to take jobs with merit shop contractors when work is slow with the proviso that
they will quit the merit shop job when a union job comes available.
Commensurate with a smaller membership base, the union training facilities in this
region of the country are not as elaborate as those found in other parts of the country. While this
may suggest less capability, it is also an indication that the local unions are more accustomed to
providing training in a simple setting which may be important in the coming months.

RECOMMENDED PATH FORWARD FOR UNION CONSTRUCTION TRAINING

Each of the unions associated with the Building and Construction Trades Department has
a mature workforce training and development process in place and given the unions’ reluctance
to take on rapid change, there is little value in attempting to introduce a new or modified training
program to the unions. A better strategy is to work collaboratively with the unions to achieve
common goals. Specifically:
ƒ Establish hiring goals in construction procurements with union contractors which favor
the recruitment of local residents as first year apprentices. The local labor unions could
then utilize their current recruitment and training processes to broaden the base of their
workforce.
ƒ Work with international union leadership to provide training support to local unions in
the impacted area. This support may include loaned instructors, mobile training facilities
or funds to procure replacement training equipment. In some instances, the international
unions may apply for federal grants to support these activities.

Since union construction in the affected area is estimated to represent approximately 8%

of the total construction workforce, it would be reasonable to target 8% of the 20,000 person goal
8
Meeting notes from October 2005 Southeast Regional Tripartite Committee Meeting, Atlanta, GA

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as new union construction workers. This would equate to the introduction of 1,600 craft
apprentices over a four year period or approximately 45 additional craft apprentices per affected
Building Construction Trade Council per year between 2006 and 2009. This would seem to be a
reasonably paced goal within the unions’ current training capability.
The role of the Business Roundtable in making this goal a reality would be to provide a
liaison between government, private industry and the international labor unions to develop a
consensus hiring goal and mutually beneficial construction procurement language.

MERIT SHOP CONSTRUCTION

MERIT SHOP TRAINING AND ACCREDITATION PROGRAMS

The Associated Builders & Contractors (ABC)9 recognizes apprentices and craft students
in more than 20 construction crafts through its national network and chapter offices. The ABC
previously developed its own training materials, however, now works closely with its
educational affiliate, the National Center for Construction Education and Research (NCCER)10,
in the development, revision and publication of training materials. The training materials are
competency-based and craft specific.
In addition to providing training materials, NCCER also provides worker skills
assessments, training facility accreditation, instructor certification services, and a national
registry of worker training.
While not as rigid as union apprenticeship programs, the merit shop worker training and
development process is mature and effective in supporting the industry. NCCER has 525
sponsors nationwide and 3000-4000 accredited training centers including local community
colleges. There are 47 accredited technical colleges in Louisiana alone11.

9
The ABC was founded in 1950 and is a national association representing 23,000 merit shop construction and
construction-related firms in 79 chapters across the United States.
10
The NCCER is a not-for-profit education foundation founded in 1995 by open-shop construction companies to
develop standardized construction, maintenance and pipeline training curricula. NCCER is an affiliate organization
with the University of Florida M.E. Rinker, Sr. School of Building Construction.
11
I have requested NCCER to provide a specific list of training facilities, their status and their current capacity.

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NCCER TRAINING
NCCER training programs are offered in a variety of construction trades and specialties
including:
- Boilermaking
- Carpentry
- Carpentry, Residential
- Concrete Finishing
- Construction Craft Laborer
- Construction Technology
- Core Curriculum: Introductory Craft Skills
- Electrical
- Electrical, Residential
- Electrical Topics, Advanced
- Electronic Systems Technician
- Heating, Ventilating, and Air Conditioning (HVAC)
- Heavy Equipment Operations
- Highway/Heavy Construction
- Instrumentation
- Insulating
- Ironworking
- Masonry
- Millwright
- Mobile Crane Operations
- Painting
- Pipefitting
- Pipelayer
- Plumbing
- Scaffolding
- Sheet Metal
- Site Layout
- Sprinkler Fitting
- Welding

Each specialty is provided with training Levels with advancing degrees of proficiency. In
the case of the Carpentry specialty, four levels of training are provided:

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ƒ Level 1: General Orientation, Safety, Power Tools, and Basic Framing - 197.5 hours
ƒ Level 2: Reading Plans, Site Layout, and Formwork – 160 hours
ƒ Level 3: Exterior Siding, Roofing, Stairs and Drywall Installation – 202.5 hours
ƒ Level 4: Instrument Layout, Advanced Floors and Walls, and Welding – 176 hours

In most cases, this training is provided as evening classes for working adults. For
example, classes at the Associated Builders & Contractors of Southeast Texas training facility
are taught two nights a week between 6 pm and 9 pm. Most courses are taught over 8 to12
ten week quarters so that it would take 2-3 years to complete the entire series in one specialty.
Student tuition cost varies by subject but is nominally $75 per quarter. Tuition for a 12 quarter
course of study would therefore cost $900.
To pass a course, students must pass an accredited assessment exam which confirms their
mastery of the courses learning objectives. Students who have developed on-the-job skills also
have the option to take the assessment examination without taking the course.

RECOMMENDED PATH FORWARD FOR MERIT SHOP CONSTRUCTION TRAINING

Given the predominance of merit shop construction in the impacted area, it is essential to
the project’s success to implement an effective merit shop training program. While many
options may be viable, it is proposed that the reconstruction workforce training and development
project be undertaken with a sense of national urgency and a call to action. A key element of this
proposal would be to recruit qualified candidates from the devastated areas to attend focused four
week construction training “boot camps”. Each four week boot camp session would focus on
one of the modules described above. This would allow multiple weeks of evening instruction to
be completed in four weeks.
As shown in the training schedule below, each four week training session would be
followed by three months of employment with a sponsoring merit shop contractor utilizing the
skills obtained during the training session. The three month employment period would be
followed by a second 4 week training session and the cycle repeated.

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2006 2007
ID Task Name Start End Duration
May Jun Jul Aug Sep Oct Nov Dec Jan

1 Begin Training Program 5/1/2006 5/1/2006 0w

2 Training Session 1 5/1/2006 5/26/2006 4w

3 Work Assignment 1 5/29/2006 8/18/2006 12w

4 Training Session 2 8/21/2006 9/15/2006 4w

5 Work Assignment 2 9/18/2006 12/8/2006 12w

6 Training Session 3 12/11/2006 1/5/2007 4w

Training Program Complete - Employee

7 1/5/2007 1/5/2007 0w
Reports to Work Full-Time

The length of time that trainees would remain in the program is dependent on the chosen
specialty. Scaffold builders can complete their training in a single 4 week session whereas
skilled trades such as carpenters and electricians will take 3 sessions to reach basic proficiency.
For the carpenter training example shown above, three four week sessions would allow the
student to complete Level 3 training. If the student elects to complete Level 4, he/she may do so
by enrolling in the regular evening classes. This project would be focused on basic skills only.

INCENTIVES
Both the student and the contractor have incentives to make this training process work. A
previously untrained student has the incentive to enter this program because he/she can achieve
proficiency and thus a higher rate of pay faster. Unskilled labor normally enters a construction
job as a helper or general laborer. Those who wish to better themselves are then faced with
several years of evening classes in addition to 40+ hour work weeks to achieve proficiency. This
program would allow an unskilled worker to enter his/her first construction job within 4 weeks
after completing the first Level of training and after one year, complete three levels of skills
training. In addition to the fast-track training, the intervening three month work periods would
allow the worker to gain on-the-job experience making subsequent training easier and more
meaningful.
In the case of the contractor, this program would allow the employer to develop a longer
term working relationship with a student/worker than would be afforded by hiring someone off
the street. By conditioning reimbursement of a student’s tuition to successful completion of the
training session and the following three months of work, the employer verifies that the worker
has the skills required to achieve proficiency and the work ethic to be successful on the job.

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Additionally, contractor costs incurred in training the new worker during the entire
9 month training program are considered to be tax deductible. Deductible expenses would
include trainee salary, tuition expenses and practical skills training during work assignments.
The contractor is motivated to get the new worker to complete the training program to obtain the
tax deduction.

ASSUMPTIONS
To ensure successful implementation, the following assumptions are made regarding the
program:
ƒ Federal and state procurements for hurricane reconstruction will require contractors to
develop a workforce training and development plan which trains and employs personnel
from the impacted area.
ƒ Qualified training candidates will be tested for basic reading, writing and mathematics
skills prior to acceptance in the program.
ƒ Training candidates will be responsible for an initial pre-defined set of construction tools
appropriate for the specialty when accepted in the program. These tools will be used
during the training session and will be available for use on the first work assignment12.
Since many training candidates have not worked in construction before, the initial set of
tools for the first 4 week training session includes personal clothing such as sturdy work
boots, leather gloves, and safety glasses. Tools specific to their specialty trade will also
be included. While the cost of tools will vary by specialty, an average investment of
$500 is typical.
ƒ Training candidates would be screened and hired by the sponsoring merit shop contractor
prior to the first four week training session. Students would be responsible for course
tuition but would be eligible for reimbursement of tuition and tool purchase costs by the
sponsoring contractor after successfully completing training and meeting employment
requirements.
ƒ Students are paid at a lower “apprentice rate” by the sponsoring merit shop contractor
while they are enrolled in the program13. After completing the number of training

12
It is a standard practice in merit shop construction for workers to provide the tools of their trade on the job.
13
This practice is typical of those used in work-study programs in many industries.

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sessions to achieve basic proficiency in a selected specialty, the student becomes a

regular employee of the sponsoring merit shop contractor at a full time rate of pay.
ƒ After completing the program, the worker may elect to continue with other NCCER
accredited training by enrolling in established courses.
ƒ All training is conducted using NCCER accredited trainers, training materials, and skills
testing.
ƒ All merit shop contractors participating in this program must sign the NCCER National
Training Service Agreement (NTSA) to fund project training and to maintain training and
skills assessment materials.
ƒ The merit shop goal of adding up to 20,000 newly trained workers by 2009 will not be
reduced by those added by union contractors.

PROGRAM COSTS
To estimate program costs, the following assumptions are made:
ƒ Current NCCER training materials will be used and no new training materials will be
developed.
ƒ Four week training sessions are run 4 days per week, 10 hours per day. This is the same
work schedule that the training candidates will most likely see when they enter the
workforce.
ƒ Current NCCER accredited training classes are subsidized by NTSA fees and by private
industry contributions. For example, a $75 tuition for 60 hours of NCCER accredited
instruction at the Associated Builders & Contractors of Southeast Texas training facility
equates to a student cost of $1.25 per instruction hour. As shown in Attachment 2, the
estimated cost of providing a 4 week training session is over $8 per instruction hour.
Since this project assumes the use of existing training facilities, administrative staff, and
training materials, it would be reasonable to assume that a 4 week training session could
be provided with a tuition of approximately $1000 per student14. Students are assumed to
be responsible for tuition, however, low income students may qualify for low interest
loans, scholarships or grants provided by government, private industry or contractor
companies to pay for part or all of the tuition. Alternatively, sponsoring merit shop

14
Tuition cost estimate will be validated with NCCER

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contractors may agree to pay part or all of the tuition for students who successfully
complete the training course and who remain employed by the contractor.
ƒ Students are also responsible for a set of pre-defined construction tools valued at
approximately $500 when accepted into the program. Since many of the people recruited
for the program have never worked in construction before, the initial purchase of tools
may include personal clothing such as sturdy work boots, leather gloves and safety
glasses. To help low income students, grants or low interest loans are provided by
private industry or contractor companies or the government to pay for part or all of the
tool cost.
ƒ Instructors are employees of the training institution and their salaries are paid with
proceeds from student tuitions.
ƒ Instructor to student class size ratios will average 1 to 10.
ƒ Wherever possible, the program will utilize existing NCCER accredited training
facilities, equipment and materials. In locations where an existing training facility is not
available, an existing accredited institution will be recruited to sponsor the remote
location. This will speed the process and avoid the expense of certifying the new
location.
ƒ To reach the goal of 20,000 trained workers, the following intermediate milestones are
established:
- 2006: 2,500 students enrolled
- 2007: 10,000 cumulative students enrolled or completed training
- 2008: 17,500 cumulative students enrolled or completed training
- 2009: 20,000 cumulative students enrolled or completed training
- End of 2009: project completed
ƒ As seed money for the program, government, private industry and contractors provide
scholarships and grants to qualified candidates to participate in the training program.
Note: In some instances, sponsoring merit shop contractors may agree to reimburse
students for the cost of tuition and/or tools upon successful completion of the four
week training session and the three month work assignment rather than providing
an upfront loan, scholarship or grant.

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ƒ Tuition and tool purchase costs are assumed to be covered for reimbursement by the
Montgomery GI Bill, the Veterans Educational Assistance Program (VEAP), and the
Survivors' and Dependents' Educational Assistance Program (DEA)
ƒ On average, students will complete 3 four week training sessions over a 12 month period
to complete their training.

As summarized on Attachments 3 & 4, the total cost of the workforce training and
development program described above is $70 million and can be broken down as follows:
Tuition Costs:
20,000 students x $1,000 per session x 3 sessions = $60,000,000
Student Supplied Tool Costs:
20,000 students x $500 = $10,000,000
Total = $70,000,000

Assuming that private industry and contractor scholarships cover 50% of the tuition costs
for the first 12 months of the program, 25% through the end of 2008 and 10% in 2009, the
private industry and contractor cost commitment for this program would be as follows:

Program
Tuition Scholarships Total Commitment
Management

2006 $1,250,000 $3,000,000 $4,250,000

2007 $8,125,000 $900,000 $9,025,000

2008 $5,625,000 $450,000 $6,075,000

2009 $1,500,000 $150,000 $1,650,000

Total $16,500,000 $4,500,000 $21,000,000

Program management costs include program definition, coordination with involved

personnel and organizations, development of communications materials, assistance with startup
of training, and progress monitoring.

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PROGRAM ADVANTAGES
The proposed construction workforce training and development program has the
following advantages:
ƒ The program is structured to provide a helping hand but is not a handout.
ƒ Students make several rotations from the classroom to the work place which allows them
to apply their skills in real world applications.
ƒ Classroom schedules mirror real world work hours.
ƒ The program makes maximum use of existing training facilities, materials, assessments
and accreditation.
ƒ The project has a fixed duration and specific training objectives.
ƒ The program is responsive to the needs of owners and contractors in the reconstruction
area.
ƒ By requiring students to be responsible for purchase of their personal tools and in some
cases their tuition, they are motivated to be successful.

ACTION PLAN
ƒ Obtain project authorization to proceed by February 8, 2006.

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ATTACHMENT 1
DIRECTORY OF BUILDING CONSTRUCTION TRADE COUNCILS IN LOUISIANA,
MISSISSIPPI, ALABAMA AND TEXAS

Louisiana Building & Construction Shreveport B.C.T.C Mississippi Gulf Coast B.C.T.C
Trades Councils Thomas Norris, President, EW Donald Denese, Secretary -
5510 Buncombe Rd. Treasurer, IW
Alexandria B.C.T.C Shreverport, LA 71129 2417 32nd St
Johnny Gypin, President, UA Office: (318) 983-0703 Gulfport, MS 39501
1211 Rapids Ave. Fax: (318) 688-2038 Office: (228) 863-9881
Alexandria, LA 71301 Fax: (228) 863-9901
Office: (318) 442-9923 Robert Watts, Secretary - Treasurer, iwloc58@bellsouth.net
Fax: (318) 442-9891 T
5510 Buncombe Rd. Curtis Murphy, President, EW
Shreveport, LA 71129 2417 32nd St.
Baton Rouge B.C.T.C
Office: (318) 683-0709 Gulfport, MS 39501
Joseph Ardoin Jr., President, C
Fax: (318) 688-2038 Office: (228) 863-9881
6755 Airline Hwy.
Fax: (228) 863-9901
Baton Rouge, LA 70805
Office: (225) 356-2468 Southeast Louisiana B.C.T.C
Fax: (225) 356-4561 Joseph Bertucci, Executive Alabama Building & Construction
Secretary, EW Trades Councils
Carlos Benoit, Secretary - Treasurer, 2540 Severn Avenue, Suite 300
OE Metairie, LA 70002 Central Alabama B.C.T.C
6755 Airline Hwy. Office: (504) 482-0197 Sammy Dodson, President, OE
Baton Rouge, LA 70805 Fax: (504) 482-6958 4924 Airport Highway
Office: (225) 356-2468 joebertucci54@hotmail.com Birmingham, AL 35212
Fax: (225) 356-4561 Office: (205) 592-8136
Donald Denese, President, L Fax: (205) 424-9672
2540 Severn Avenue, Suite 300
Lafayette B.C.T.C Metairie, LA 70002 John Eaves, Secretary - Treasurer,
Roy Guidry, President, C Office: (504) 482-0197 UA
P.O. Box 90055 Fax: (504) 482-6958 4924 Airport Highway
Lafayette, LA 70509 Birmingham, AL 35212
Office: (337) 234-1798 Office: (205) 591-2721
Fax: (337) 234-1798 Southwest Louisiana B.C.T.C
Francis Bellow, Secretary - Fax: (205) 591-2729
Wilbert "Bish" LeJeune, Secretary - Treasurer, LBR
1300 3rd Street Coosa Valley B.C.T.C
Treasurer, OE Jerry Keenum, Secretary -
130 West 18th Street Lake Charles, LA 70601
Office: (337) 439-2702 Treasurer, EW
Lake Charles, LA 70601 3803 W. Meigham Blvd.
Office: (337) 436-7878 Fax: (337) 439-0200
Gadsden, AL 35904
Fax: (337) 433-6986 Office: (256) 546-9041
Wilbert Lejeune, President, C
130 West 18th Street Fax: (256) 547-6330
Northeast Louisiana B.C.T.C
Sulphur, LA 70601
John Hopkins, President, EW Don Nelms, President, UA
Office: (337) 436-7878
1601 Southern Ave. 3803 W. Meigham Blvd.
Fax: (337) 433-6986
Monroe, LA 71202 Gadsden, AL 35904
Office: (318) 323-3350 Office: (256) 546-5422
Fax: (318) 361-0906 Mississippi Building &
Fax: (256) 547-6330
IBEW446@Bayou.Com Construction Trades Councils
fitters@internetpro.net

John Thomas, Treasurer, LBR Central Mississippi B.C.T.C

Mobile, Alabama-Pensacola,
1900 Pine Street David Newell, President, UA
Florida B.C.T.C (AL)
Monroe, LA 71201 PO Box 20265
Donnie Adams, Secretary, EW
Office: (318) 322-4520 Jackson, MS 39289
2244 Halls Mills Rd.
Fax: (318) 324-1034 Office: (601) 695-1203
Mobile, AL 36606
PPLU659@aol.com Fax: (601) 786-3258
Office: (251) 476-0275
lu619oruanet.org
Fax: (334) 450-0957
Jerry Wilson, Secretary, IW
1601 Southern Ave. Randy Thomason, Secretary -
Larry Fincher, President, OE
Monroe, LA 71202 Treasurer, SM
801 Springhill Avenue
Office: (318) 388-0288 PO Box 20265
Mobile, AL 36602
Fax: (318) 388-0289 Jackson, MS 39289
Office: (251) 432-3328
JDWIW710@Gateway.net Office: (601) 695-1203
Fax: (251) 438-9342
Fax: (601) 786-9258

Draft 3, January 19, 2006 16

 ATTACHMENT 1
DIRECTORY OF BUILDING CONSTRUCTION TRADE COUNCILS IN LOUISIANA,
MISSISSIPPI, ALABAMA AND TEXAS

North Alabama B.C.T.C El Paso B.C.T.C San Antonio B.C.T.C

Charles Boyd, President, UA Hector Arellano, President, EW Tim McGrath, Secretary - Treasurer,
PO Box 683 P.O. Box 3006 SM
Sheffield, AL 35660 El Paso, TX 79923 130 Ave Del Ray
Office: (256) 383-7900 Office: (915) 778-6463 San Antonio, TX 78216
Fax: (256) 383-4803 Fax: (915) 778-6502 Office: (210) 349-6584
Fax: (210) 349-6557
Lance Stover, Secretary - Treasurer, Martha Sanchez, Secretary -
C Treasurer, T Bob Salvatore, President, IW
PO Box 683 P.O. Box 3006 311 South St. Mary Street, 15th Fl.,
Sheffield, AL 35660 El Paso, TX 79923 Suite 15E
Office: (256) 929-7032 Office: (915) 562-3738 San Antonio, TX 78205
Fax: (256) 929-7036 Fax: (915) 562-3767 Office: (210) 226-8447
Fax: (210) 226-6285
Tuscaloosa B.C.T.C Fort Worth B.C.T.C sabtc1@aol.com
Ronnie Barton, President, UA Steve Anthony, President, IW
3888 Greensboro Ave. 604 N. Great Southwest Pkwy South Texas B.C.T.C
Tuscaloosa, AL 35405 Arlington, TX 76011 Mike Carranco, Secretary -
Office: (205) 758-6236 Office: (817) 640-0202 Treasurer, EW
Fax: (205) 349-4608 Fax: (817) 649-4157 2301 Saratoga
jbarton372@aol.com Iiwlu263@aol.com Corpus Christi, TX 78417
Office: (361) 855-1084
Milton Husley, Secretary - Treasurer, Thomas Parrott, Secretary - Fax: (361) 855-3110
EW Treasurer, UA ibew278@lc-mail.net
3888 Greensboro Ave. 2640 E. Lancaster
Tuscaloosa, AL 35405 Fort Worth, TX 76103 Eddie Long, President, UA
Office: (205) 752-7395 Office: (817) 563-1979 2811 S. Highway 83
Fax: (205) 349-4608 Fax: (817) 563-1970 Harlingen, TX 78550
Office: (956) 423-5210
Texas Building & Construction Houston Gulf Coast B.C.T.C Fax: (956) 428-2377
Trades Councils Mike Cunningham, President, AW LU823@aol.com
2704 Sutherland Street
Central Texas B.C.T.C Houston, TX 77023 West Texas B.C.T.C
Gordon Byram, Secretary - Office: (713) 926-4433 James Brookes, President, C
Treasurer, EW Fax: (713) 926-4918 702 S. Madison Street
2201 Riverside Farms Road hgcbctc@aol.com Amarillo, TX 79101
Austin, TX 78741 Office: (806) 373-4574
Office: (512) 326-9540 Ronald Raspberry, CEO, EW Fax: (806) 374-4437
Fax: (512) 326-9596 2704 Sutherland Street ubc665@swbell.net
Houston, TX 77023
Ira Crofford, President, IW Office: (713) 926-4433 Jerrod Strange, Secretary -
2201 Riverside Farms Rd. Fax: (713) 926-4918 Treasurer, IW
Austin, TX 78741 hgcbctc@aol.com 702 S. Madison Street
Office: (512) 385-2500 Amarillo, TX 79101
Fax: (512) 385-2506 Sabine Area B.C.T.C Office: (817) 371-7574
Carlo Ballard, President, OE Fax: (817) 649-4157
Dallas B.C.T.C P.O. Box 817
Joe Hall, President, UA Nederland, TX 77627
3629 West Miller Road Office: (409) 727-2331
1
Note: Building Construction Trades
Garland, TX 75040 Fax: (409) 727-2333 Councils located in area impacted by
Office: (214) 341-8606 iuoe_nederland@sbcglobal.net Hurricana Katrina are boxed.
Fax: (214) 341-2223
jmhall@ualocal100.org Ronald Witt, Executive Secretary,
OE
Canuto Martinez, Jr., Secretary - PO Box 817
Treasurer, P Nederland, TX 77627
7940 Northaven, Suite 4 Office: (409) 727-2331
Dallas, TX 75230 Fax: (409) 727-2333
Office: (214) 363-6246 iuoe@flash.net
Fax: (214) 373-3220
iupatlu53@sbcglobal.net

17
 ATTACHMENT 2
FOUR WEEK TRAINING SESSION TUITION COST ESTIMATE

Assumptions:
- One instructor for each 10 students
- 200 square feet of facility per student
- One administrator for each 50 students
- Training sessions provided 10 hours per day, 4 days per week for 4 weeks
- Each training session will include 2 field trips to local construction sites
- Estimate based on a facility with 5, 10 student classes
- Instructors and administrative staff employed full-time by the training facility

Cost Estimate:
1. Instructor Class Time 5 instructors x 160 hours x $60 per hour $48,000
2. Administrator Time 1 admin x 160 hours x $35 per hour $5,600
3. Field Trips 2 trips x $400 per trip $800
4. Facilty Cost 50 students x 100 SF/student x $1.00/SF/Mth $5,000
5. Training Materials 50 students x $200 $10,000

Total: $69,400

Cost per Student: $1,388

Cost per Instruction Hour: $8.68

Current ABC/NCCER Training Tuition Costs: Cost difference subsidized

1. Average $75 per 10 week quarter with two 3 hour evening classes per week $75

Cost per Instruction Hour: $1.25

Cost Estimate for Instructor Time Only:

1. Instructor Class Time 5 instructors x 160 hours x $60 per hour $48,000

Total: $48,000

Cost per Student: $960 Assume $1000

Cost per Instruction Hour: $6.00

18
 Workforce Training and
Development Project

ATTACHMENT 3
WORKFORCE TRAINING AND DEVELOPMENT PROGRAM PLAN

Number of Students in Each 4 Week Session

Year Group Session I Session II Session III
2006 1 2,500
2007 1 2,500 2,500
2 2,500 2,500 2,500
3 2,500 2,500
4 2,500
2008 3 2,500
4 2,500 2,500
5 2,500 2,500 2,500
6 2,500 2,500
7 2,500
2009 6 2,500
7 2,500 2,500
8 2,500 2,500 2,500
Total Number of Students: 20,000 20,000 20,000

Draft 3, January 26, 2006 19

 Workforce Training and
Development Project

ATTACHMENT 4
WORKFORCE TRAINING AND DEVELOPMENT PROGRAM SCHEDULE

Number of 2006 2007 2008 2009

Group
Students Jan-Apr May-Aug Sep-Dec Jan-Apr May-Aug Sep-Dec Jan-Apr May-Aug Sep-Dec Jan-Apr May-Aug Sep-Dec

1 2500 I II III

2 2500 I II III

3 2500 I II III

4 2500 I II III

5 2500 I II III

6 2500 I II III

7 2500 I II III

8 2500 I II III

Number of Students: 2500 5000 7500 7500 7500 7500 7500 7500 5000 2500 Total Cost

Tuition Costs (x$1000): $2,500 $5,000 $7,500 $7,500 $7,500 $7,500 $7,500 $7,500 $5,000 $2,500 $60,000

Tool Costs (x$1000): $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $1,250 $0 $0 $10,000
$70,000

<- - - Assume 50% of Tuition - - -> <- - - Assume 25% of Tuition - - -> <- - - Assume 10% of Tuition - - ->
Scholarships (x$1000): $1,250 $2,500 $3,750 $1,875 $1,875 $1,875 $1,875 $750 $500 $250 $16,500

1
<- - - Personal Tool Costs Assumed to be Student Responsibility for Duration of Program - - ->
Tool Grants (x$1000): $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

<- - - Business Roundtable Program Management includes activity coordination, communications, and monitoring- - ->
Program Management: $3,000 $300 $300 $300 $150 $150 $150 $50 $50 $50 $4,500

Total Commitment per Year: $4,250 $9,025 $6,075 $1,650 $21,000

Number of Students per 4 Week Session: 625 1250 1875 1875 1875 1875 1875 1875 1250 625

Number of Instructors: 63 125 188 188 188 188 188 188 125 63

Number of Training Facilities: 13 25 38 38 38 38 38 38 25 13

(50 Students per Facility)

Number of Instructors per Facility: 5 5 5 5 5 5 5 5 5 5

1
Notes: Student personal tool costs may be subsidized by federal grants, personal loans or contractor reimbursement but are not coverd by the Business Roundtable
workforce development and training project.

Draft 3, January 26, 2006 20