EPA – Brownfields Partnerships and Outreach (http://www.epa.gov/brownfields/partners/index.htm
Brownfields Center at the Environmental Law Institute (http://www.Brownfieldscenter.org/big/about.shtml
Van Horn, Carl et al. Turning Brownfields into Jobfields: A Handbook for Practitioners and Citizens on Making Brownfields Development Work. John J. Heldrich Center for Workforce Development. December 1999. (www.heldrich.rutgers.edu
It is unlikely that programs could establish and sustain themselves without the outside assistance and leveraging that partnering provides; therefore, considerable discussion has been devoted to describing various partners, partner agreements, and types of partnerships important to Brownfields Job Development and Training programs. Final issues that should be discussed relate to who establishes partnerships, how they are initiated, and when they should be formed.
As the concept of a Brownfields Job Development and Training program materializes, organizers form the very first partnership. This core or planning group may or may not be those who will build and operate the program, but they play an important role in identifying potential resources and bringing ideas to the next level. As the concept moves forward, lead individuals are identified and given assignments to begin formalizing program plans, establishing partnerships, and writing agreements and proposals.
Agreements with key stakeholders should be established during the initial planning process, even if on an informal basis. Program planners and proposal writers must develop a vision of how the Brownfields Job Development and Training program will be established, where resources for various components will be found, and how the program will be sustained. Before submitting proposals or grant requests, commitments from key partners must be formalized if they become part of the proposal or grant request. It is a critical mistake to identify potential stakeholders or partners who are not fully committed to the program. Potential supporters of the Brownfields Job Development and Training program should contact identified stakeholders and partners to verify their commitment to the program.
As the Brownfields Job Development and Training program expands, new partnership arrangements will continually be added to existing resources. Combinations of fiscal, in-kind, and client relationships will strengthen the Brownfields Job Development and Training program, insuring success and sustainability. Time after time, when successful programs are reviewed, the common feature is personnel who have recognized the importance of partnering and were able to devote the time and resources necessary to continually nurture existing partnerships and develop new relationships.
In 1998 the Hazardous Materials Training and Research Institute (HMTRI) was awarded a cooperative agreement from the EPA to provide training to the newly awarded Job Training and Development Demonstration Pilots. The first HMTRI-conducted workshop brought the initial pilot program recipients together to brainstorm on the best practices for sustainable employment. The pilots identified "best practices" or the practices that had worked for their organizations. From this workshop, HMTRI produced the Best Practices for Job Training Programs in Brownfields Redevelopment Initiatives
report. The best practices identified for building successful partnerships and community involvement follow. To see the complete study, click here.