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Policy Issue on Emergency Management  2009 PPSA/LORL, PA House of Reps. ISSN 0890-2410

Joint Readiness Center B Pittsburgh:
A Model of Military-Civilian Readiness

And Response

George A. Huber, Esq., David R. Campbell, RN, MS,
Keith G. Dorman, Leigh A. McIntosh, CEcD
Joint Readiness Center B Pittsburgh Task Force

Established by a decision of the Base Realignment and Closure
Commission in 2005, the Joint Readiness Center located at the Air
Reserve Station at Pittsburgh was identified by the Department of
Defense as a Center of Excellence in integrating civilian medical and
business resources with military assets to provide unique, flexible and
effective emergency preparedness, response and recovery to the nation.
Supported by a community organization, known as the Joint Readiness
Center Task Force (JRC Task Force), the JRC concept is a national
model for homeland security and homeland defense and is consistent
with the dictates of the U.S. National Response Plan and U.S. National
Incident Management System.

The objective of the JRC is to improve the nation=s response to
natural or human-caused disasters by combining the strengths of the
active duty, reserve, and guard components of the military, including the
five armed services; federal, state, and local government agencies such as
the Federal Emergency Management Administration, National Disaster
Medical System, Disaster Medical Assistance Team, Pennsylvania
Emergency Management Agency; civilian practitioners skilled in disaster
management; and the Pittsburgh region=s extensive healthcare resources.

This article examines the history of the JRC in light of the actions of
the Base Realignment and Closure Commission, public perceptions of
civil-military preparedness, the benefits of the JRC to Pittsburgh and the
nation, and its evolving role.



48 JOINT READINESS CENTER – PITTSBURGH: A MODEL OF MILITARY-
CIVILIAN READINESS AND RESPONSE

History

The Military Affairs Council of Western Pennsylvania (MAC) was
created in 2000 to recognize the importance that the 171st Air Refueling
Wing of the Pennsylvania Air National Guard (ANG), the 911th Tactical
Airlift Wing stationed at the Pittsburgh Air Reserve Station (ARS), and
the 99th Regional Readiness Command (RRC), and all local military
installations contribute to the overall well-being of the 10-county
Pittsburgh region=s economic and quality of life climate. MAC’s mission
is to enhance the importance of the military presence in the Pittsburgh
region and strive to facilitate, communicate, and cooperate with military
units, surrounding communities, businesses, colleges and universities,
and governments. The goal is to connect the community and military in
symbiotic partnership through:

 Increasing public knowledge of the contributions made by the
Pittsburgh region’s military units, which have global, national, and
regional impacts.

 Bringing attention to the community-wide support and pride for the
Pittsburgh region’s local military units, through campaigning,
lobbying, advertising, and special events.

In late 2004, the MAC undertook a proactive initiative in developing
a regional strategy to protect and enhance the Pittsburgh region=s defense
community in anticipation of the May 2005 report by the U.S.
Department of Defense (DOD) recommending the closure or realignment
of military bases across the globe. It was critical for the community to
take this stance in support of the Pittsburgh region=s military bases,
personnel, and related economic impact on the surrounding communities.
To assist in crafting the MAC plan, grant funding was secured from the
Pennsylvania Department of Community and Economic Development to
pay for a study to:

$ Develop the concept of a Regional Joint Readiness Center,
integrating civil-military operations, homeland security, and
community-based medical support;

$ Explore consolidation of existing military and defense entities within
the Pittsburgh region to a location at the Pittsburgh International
Airport;



George A. Huber, David R. Campbell, Keith G. Dorman, and Leigh A. McIntosh 49

$ Identify properties for further development in the immediate and
surrounding areas of the airport; and

$ Create a public affairs strategy and implementation plan.

Recognizing the role Pittsburgh could play as the keystone in the
country=s homeland security and homeland defense future, the report
outlined a plan to build on the region=s military assets, creating a vital
daily operational resource for coordinated, multi-agency multi-
jurisdictional disaster response. The study resulted in a plan for the
creation of the country’s first civilian-military Joint Readiness Center,
building on the Pittsburgh region’s military presence as the core.

Base Realignment and Closure Commission Action

After the MAC study was completed in May 2004, the community
braced itself as DOD released its plan for realignment and closure of
military installations. DOD=s report recommended the closure of 33
major bases across the country, and further recommended that an
additional 29 be downsized (www.defenselink.mil/brac/pdf/Appendix_
C_Final Updated.pdf). In Pennsylvania, 13 installations were targeted for
closure or realignment, including Air Force Reserve's 911th Airlift Wing,
near Pittsburgh International Airport in Moon Township, Allegheny
County. The 911th’s eight C-130s would be moved to Pope Air Force
Base near Fort Bragg, North Carolina, and combined with eight others to
build a new squadron (U.S. Department of Defense, Base Closure and
Realignment Report, May 2005, Department of Air Force, p. 35). Army
Reserve's 99th Regional Readiness Command, along Business Route 60
in Moon Township, Allegheny County, would be one of four reserve
headquarters consolidated at Fort Dix, New Jersey. The Army's Charles
E. Kelly Support Center, Oakdale and Neville Island, as well as a site in
Collier, Allegheny County, would be closed (U.S. Department of
Defense, Base Closure and Realignment Report, May 2005, Department
of Army, p. 120).

With the DOD plan outlined, the MAC led the charge to rally
community support to save the local installations. Pennsylvania
Governor Edward G. Rendell approached MAC to engage the
organization in fighting to preserve the local military presence, and
named co-chairs for the effort: Allegheny County Chief Executive Dan

http://www.defenselink.mil/brac/pdf/Appendix_


50 JOINT READINESS CENTER – PITTSBURGH: A MODEL OF MILITARY-
CIVILIAN READINESS AND RESPONSE

Onorato and Michael Langley, CEO of the Allegheny Conference on
Community Development. MAC created a community organization for
the effort named the Pittsburgh-Base Realignment and Closure
Committee (PIT-BRAC). Through PIT-BRAC and the participation of
hundreds of community leaders and volunteers from across the
Pittsburgh region, an effort came together to pour through the data used
by DOD to make its May 2005 base closure and realignment
recommendations. PIT-BRAC staff and volunteers identified errors and
misinformation in the DOD analysis, rallied public support for the
Pittsburgh region=s military during meetings and events; provided formal
testimony before the Presidentially-appointed Base Realignment and
Closure Commission (BRAC Commission); and communicated regularly
with BRAC Commission staff reviewing the DOD recommendations. In
addition to advocacy aimed at keeping the existing military installations
open, the PIT-BRAC Task Force recommended creation of a Joint
Readiness Center and linking the Joint Readiness Center concept to the
operations at the Pittsburgh Air Reserve Station.

On September 9, 2005, the BRAC Commission completed months of
hearings and deliberations on the DOD recommendations and submitted
its final report to President Bush. The BRAC Commission
recommendations were accepted by the White House and ultimately
upheld by Congress in November of 2005. In regard to the Pittsburgh
region, the approved plan included:

$ Realignment of the 99th Regional Readiness Command, Coraopolis,
to Fort Dix, New Jersey;

$ Closure of Charles E. Kelly Support Facility, Oakdale and Neville
Island, Allegheny County, Pennsylvania, and relocate units to Pitt
U.S. Army Reserve Center, Coraopolis, Allegheny County,
Pennsylvania (2005 Defense Base Closure and Realignment
Commission Report, Volume One, Department of the Army, p. 70);

$ Realignment of the Pittsburgh International Airport (IAP) Air
Reserve Station (ARS), Pennsylvania. “Establish a contiguous
enclave at the Pittsburgh ARS, Pennsylvania, sufficient to support
continued operations of the reserve station units, including flight
operations, and compatible with combined use of the civilian airport
by the Air Reserve, Air National Guard, and civilian users. Within
that enclave, establish a Regional Joint Readiness Center (RJRC) at



George A. Huber, David R. Campbell, Keith G. Dorman, and Leigh A. McIntosh 51

the Pittsburgh International Air Station with the mission of providing
civil-military operations, homeland security, and community-based
medical support to the Department of Defense and the Department of
Homeland Security National Incident Management Plan and the
National Incident Response Plan. The enclave and RJRC will be
staffed at the current manning level of the ARS. The PAA and
personnel allocation of Air National Guard units at Pittsburgh are
unaffected by this recommendation.” (2005 Defense Base Closure &
Realignment Commission Report, Volume One, Department of the
Air Force, pp. 150, 151.)

With the final report as law, DOD has up to five years, or until 2011,
to implement the commission recommendations.

Public Perception of Civil-Military Preparedness

The September 11, 2001, terrorist attacks, along with Hurricane
Katrina, and recent threats of pandemic disease outbreaks, have raised
awareness and concern among the general public related to federal, state,
and local government=s ability to respond to terrorist events, natural
disasters, and health emergencies. As a result, all levels of government
are undertaking efforts to ensure that plans exist and are integrated for
responding to natural or man-made disasters.

The White House, in the report The Federal Response to Hurricane
Katrina: Lessons Learned, identified four critical flaws in national
preparedness: the absence of a process for unified management of the
national response; lack of command and control structures within the
federal government; lack of knowledge of preparedness plans; and an
absence of regional planning and coordination. (The White House, The
Federal Response to Hurricane Katrina: Lessons Learned, p. 90.) These
findings point out the need for an organization such as the Joint
Readiness Center and clearly support the role it can play. The JRC
maximizes the skills and strengths of the Pittsburgh region to respond to
almost any incident. Focusing on the strengths of the public and private
sectors in the Pittsburgh region, and integrating and enhancing that
capacity from the bottom up, would create a resource able to provide a
more timely response to incidents, along with the needed command,
control, communication, and coordination capability.



52 JOINT READINESS CENTER – PITTSBURGH: A MODEL OF MILITARY-
CIVILIAN READINESS AND RESPONSE

To assist the federal partners in the development of an
implementation plan, the PIT-BRAC Task Force evolved into another
community effort led by Allegheny County Executive Onorato and
Allegheny Conference CEO Langley as co-chairs, with the involvement
of private sector partners, community leaders, and volunteers. Known as
the Joint Readiness Center Task Force (JRC Task Force), the group has
been working since November of 2005 to build this first-of-its-kind
national model for homeland security and homeland defense, in support
of the National Response Plan (NRP) (http://www.fema.gov/emergency/
nims/index.shtm) and National Incident Management System (NIMS)
(http://www.dhs.gov/xprepresp/committees/editorial_0566.shtm).

Working in collaboration with the private, academic, and
institutional sectors, along with federal, state, and local government
agencies, the JRC Task Force developed a vision of the BRAC-mandated
JRC. The mission of the JRC is to support the Departments of Defense,
Homeland Security, and Health and Human Services, other federal, state,
and local organizations in transcending jurisdictional borders to build on
existing capabilities and provide for more effective, synchronized, and
collaborative regional readiness, with a special focus on medical
emergency management and corporate response. The objectives of the
JRC are to optimize military, civilian, public, and private collaboration;
coordinate emergency response; facilitate rapid mobilization; integrate
community based education and training; model operations as a “Center
of Excellence” focused on the delivery of world-class medical care and
business continuity support; and create a national paradigm.

Qualitative Improvements through JRC

The JRC aims to improve the nation=s disaster readiness, response,
and recovery by combining the strengths of the military, including the
active duty, reserve, and guard components of the five armed services;
local, county, state, and other federal government agencies such as the
Federal Emergency Management Administration (FEMA), NDMS
(National Disaster Medical System), DMAT (Disaster Medical
Assistance Team), Pennsylvania Emergency Management Agency
(PEMA) and civilian counterparts skilled in disaster management; and
the Pittsburgh region=s extensive healthcare resources. This group of
experienced and talented individuals will serve as a center of excellence

http://www.fema.gov/emergency/


George A. Huber, David R. Campbell, Keith G. Dorman, and Leigh A. McIntosh 53

that will jointly train, prepare, and be available to coordinate appropriate
resources for rapid deployment, and respond and provide support to
hazards of all kinds, including both man-made and natural.

A key component of the JRC program is to bring these diverse
groups of talented and experienced people together on a day-to-day
basis, even if only virtually, to ingrain in them this collaborative and
cooperative approach so that it is second nature. This day-to-day
interaction will prepare the various groups to cooperate at a level not
experienced during prior disasters. Although the majority of these
response groups may not be physically located day-to-day in the JRC, the
center will be able to serve as a command, control, and coordination
point for all-hazard response assets within the Pittsburgh region, state,
nation, and beyond.

In order to prepare individuals for these roles, new training programs
encompassing a variety of clinical and educational disciplines will be
established. The development of training programs will utilize the unique
partnership among military leaders, Pittsburgh region health care
providers, and educators to craft programs ensuring participants possess
the necessary skills sets and competencies to protect our citizens. Also
key to this transformation will be the development and execution of
realistic drills and exercises, which will again allow the personnel of the
JRC to develop the working relationships that will allow them to
succeed.

This unique level of interoperability among military, government,
and civilian agencies is currently non-existent at the national level, and
will become a model program for the country. In support of developing
this national model, the JRC will provide consultation and training to
groups across the United States, in effect multiplying the JRC=s response
capabilities.

Defining the JRC

The JRC will serve two main operational roles in response to natural
or man-made disaster situations. The first is to coordinate and transport
deployable equipment and trained personnel to the on-scene incident
commander at the site of a major disaster. Tailored to each situation, the
type and amount of this response will bring much needed resources to



54 JOINT READINESS CENTER – PITTSBURGH: A MODEL OF MILITARY-
CIVILIAN READINESS AND RESPONSE

help care for patients at the disaster site. The second JRC operational role
is to act as a receiving point to triage and distribute disaster victims to
appropriate health care facilities. On a small scale, this will be completed
independent of the NDMS system. On a larger scale, the JRC would
integrate with NDMS plans and would be a lead asset in a large-scale
evacuation.

An example of a mission performed by the JRC in its operational
role would be in response to a natural disaster or terrorism event located
outside the Pittsburgh region. This would involve transporting air assets,
medical crews, aircraft maintenance supplies and equipment, and
medical supplies to the disaster area. The nature and size of the event
will dictate the number of resources sent to the area. The following is one
possible deployment scenario:

$ Civilian aeromedical helicopters are dispatched to the disaster area.
Each will be sent with two complete crews, and thus be capable of
24 hour operation. Although it is possible that these helicopters could
be broken down and placed on military aircraft, the difficulty in
accomplishing this in a short period negates any time savings due to
the shorter flight times and higher speed of military transport aircraft.

$ Additional aeromedical evacuation (AE) crews and physicians and
nurses, along with enough food, water, and medical supplies to make
the “unit” self sufficient, are dispatched via military airlift. If
possible, living quarters will be transported to the area.

$ Additional 911th C130 aircraft and 171st KC135 aircraft are
dispatched to the disaster scene as needed. These will be staffed with
AE crews from the 911th (or other AF Reserve units), supplemented
with medical attendants from area helicopter crews, and physicians
and nurses from local medical centers.

$ At the disaster area, helicopter crews will perform evacuation of ill
and injured persons. Due to design limitations, there will be no
rescues conducted requiring hoists. These patients will be transported
to a Mobile Aeromedical Staging Facility.

$ Mobile Aeromedical Staging Facilities (MASFs) can be erected and
jointly staffed by Air Force medical personnel, and civilian
helicopter crews, physicians, and nurses. These staging units are



George A. Huber, David R. Campbell, Keith G. Dorman, and Leigh A. McIntosh 55

capable of triaging, stabilizing, and staging patients for medical
evacuation to tertiary care centers.

$ Military airlift will transport the patients back to the Pittsburgh area
for triage to the appropriate medical facility. Transport to these
hospitals can be accomplished by helicopter or ground ambulance.

$ Depending on the size and nature of the event, military airlift could
be used to transport and support specialized medical and scientific
experts from area hospitals. For example, there may be the need for
specialists in infectious disease, immunology, and microbiology for
the management of health conditions related to a bioterrorism event.
Or, medical and other experts would be needed for mitigating and
treating the effects of a radiation release event.

The JRC will also serve a major role in disaster preparedness and
planning, and in developing the nation=s joint military and civilian
response capability. One major component of this role will be providing
comprehensive, combined training and joint exercises for military,
medical, and civilian personnel, including first responders and first
receivers from across the Pittsburgh region. This total training system
will make the Pittsburgh region more prepared for a national response by
creating a joint pool of skilled personnel. It will also expose disaster
response personnel from around the country to the JRC=s model disaster
response capabilities.

JRC: National Medical and Business Resource

Pittsburgh is unique in its ability to serve as a center of excellence
for medically related disaster response. The Pittsburgh region is home to
some of the nation=s most advanced tertiary and academic medical
centers and offers expertise in long-term acute care, as well as
healthcare. In Allegheny County alone, there are 43 hospitals with 9,031
staffed beds. These hospitals host four Level I Trauma Centers (three
adult and one pediatric), two burn centers, two comprehensive transplant
programs, and multiple open-heart surgery programs. Through the
Pittsburgh region=s many teaching and research programs, and its world
class academic medical center, these healthcare systems have vast
experience in assisting areas around the world in improving their medical
care systems. This experience is a major asset in the development of the



56 JOINT READINESS CENTER – PITTSBURGH: A MODEL OF MILITARY-
CIVILIAN READINESS AND RESPONSE

JRC model, and in assisting other communities in developing and
upgrading the response capabilities of medical resources.

The NDMS is a federal initiative that is governed by the Emergency
Management Strategic Health Group (EMSHG) and is intended to
provide a nationwide, coordinated response of emergency medical
services in the case of a disaster of great magnitude. The system is a
cooperative effort of the Department of Health and Human Services,
(HHS), DOD, FEMA, Department of Veterans Affairs, state and local
governments, and the private sector. The NDMS does not replace
existing emergency medical activities, but rather is intended to
complement state and local efforts in the case of a disaster that is so
widespread, that “mutual aid” from different areas of the nation is
required. NDMS responds to “national” disasters both here in the United
States and internationally, and is totally supported by the military for
transportation, medical evacuation, and security.

The Pittsburgh region is designated as one of just 70 federally
coordinated NDMS sites in the nation. Geographically, the region
includes southwest Pennsylvania and northern West Virginia. Most of
the hospitals, EMS groups, and other local and regional agencies are
dedicated participants in the NDMS program. Once alerted of a national
disaster scenario, the functions of the Pittsburgh NDMS area will be to:
deploy its Disaster Medical Assistance Teams (DMAT) if necessary;
receive casualties via air evacuation flights and transport to appropriate
medical facilities; provide definitive hospital treatment to casualties; and
finally, maintain communications within the area and with the Global
Patient Movement Requirements Center (GPMRC) regarding the status
of patients and the availability of hospital beds.

While the Pittsburgh area NDMS has been developed specifically to
lend support during a national crisis, its basic elements are intended to be
useful for implementation during local or statewide emergencies as well.
The Pittsburgh area NDMS can also be utilized to evacuate patients from
the tri-state area to other NDMS reception sites in cases of manmade or
natural disasters affecting local communities. Regardless of the kind of
disaster, or the manner used to activate the system, the NDMS is flexible
enough to provide for effective medical response under most disaster
scenarios. The complete NDMS program has been exercised annually in
the Pittsburgh Region since its inception.



George A. Huber, David R. Campbell, Keith G. Dorman, and Leigh A. McIntosh 57

The JRC has a unique link with local, regional, and national
companies based in the Pittsburgh region. Through this link, not only are
these resources available to respond to a national disaster situation, but
also the combined resources of these companies serve as a national
model for business preparedness. These businesses are represented by the
Pittsburgh Regional Business Coalition for Homeland Security
(PRBCHS). The Coalition is dedicated to assisting businesses as they
prepare for, respond to, and recover from natural disasters, technological
disasters, or terror attacks. The PRBCHS also serves as a vital link
between the public and private sectors in the Pittsburgh region and their
pursuit of common goals and mutual assistance. In addition to
developing resources for disaster recovery for its members, one of the
first tasks the group undertook was the development of a regional asset
list for the Pennsylvania Region 13 Command Center, so that available
business assets could be easily located and used in a disaster situation.

Pittsburgh Location Adds Value to the JRC and
Benefits to the Nation

Through preliminary discussions with the federal government
partners, there is current thought of replicating the JRC model nationally,
creating a network of JRC-like capability centers to address the 15 threat
scenarios outlined by the NDMS. The Pittsburgh region and
Commonwealth of Pennsylvania have a unique opportunity to be the first
of the network of JRCs to be implemented. As recognized by the federal
partners, Pittsburgh is a valued location as a home to the first JRC.

$ The Air Reserve Station located at Pittsburgh International Airport
provides a high level of physical security as a location for a JRC.

$ The airport is accessible by a superior highway system, and a
precision instrumented, multi-runway airport, with the longest being
11,500 feet. A reliever field is only 16.1 nautical miles away, with a
maximum runway length of 6,501 feet.

$ The climate in the Pittsburgh region is not subject to extremes,
permitting year-round operations, and 24/7/365 availability for
operations.

$ The site is located within 500 miles, or a two-hour flight, of 55% of
the population of the United States, including the major metropolitan



58 JOINT READINESS CENTER – PITTSBURGH: A MODEL OF MILITARY-
CIVILIAN READINESS AND RESPONSE

areas of Washington, DC; New York City; Chicago; and
Philadelphia.

$ The emergency response capabilities and resources of Pennsylvania
Region 13 have matured to the point that work on the JRC can begin
immediately and progress rapidly.

$ Pittsburgh is home to some of the nation=s most advanced tertiary
and academic medical centers and offers expertise in long-term acute
care as well as healthcare.

$ The Pittsburgh Regional Business Coalition for Homeland Security
can serve as a catalyst to build network of private sectors to aid at
times of emergency.

These attributes position the Pittsburgh region and Commonwealth
of Pennsylvania as the perfect location for the JRC and can assist in
making it the model of excellence in providing readiness, response, and
recovery service to meet the homeland security needs that currently exist
in our country. This designation would bring national recognition, create
new job opportunities for residents, and lead to new capital investment.

The JRC is positioned to provide a wide range of benefits to the
nation and to communities where it is located. By design, it provides
support for incident preparedness, response, and recovery activities. As
mentioned above, its location facilitates rapid movement of resources to
an incident site, or evacuation of victims from that site. As a
collaborative model, it allows for seamless integration of private sector
medical and business resources to deploy as an incident response tool.
And most critically, it serves as a hub for the interaction of civilian and
military assets as they prepare for, respond to, and recover from, natural
or man-made disasters.

As mentioned in previous sections, the JRC conducts programs that
support emergency preparedness, response, and recovery activities. As a
center devoted to civilian-military integrated effort, the JRC offers a
unique training environment capable of replicating actual conditions
where resources from a variety of sources combine to address a crisis.
Cooperative preparedness training builds relationships and refines
protocols that translate into more timely and effective response to natural
or man made incidents. Additionally, by identifying civilian medical and
business expertise and resources – and training in an integrated fashion



George A. Huber, David R. Campbell, Keith G. Dorman, and Leigh A. McIntosh 59

to work seamlessly with government and military assets – more rapid,
effective, and efficient recovery efforts can be provided to affected areas.

The JRC’s Pittsburgh location, noted above, places it proximate to
large eastern, mid-Atlantic and midwest population centers. This location
facilitates rapid movement of resources to an incident site. In addition,
this location allows for the rapid evacuation of victims from incident
sites and ready access to the more than seventy hospitals in the region.

As a center of excellence for the integration of medical and business
civilian resources with public assets to prepare for, respond to, and
recover from emergencies, the JRC serves as an incubator for protocols
and processes that other joint centers can utilize in developing
approaches bringing together private and public sector assets. Successful
development of the JRC “practice” will allow for a better prepared and
more responsive resource available in emergencies, and provide for
faster recovery of communities impacted by natural or man-made
disasters.

Crafting a seamless, integrated, civilian and military joint resource
will provide for a better-prepared and more responsive asset. In the end,
the success of the JRC will be measured by the many lives saved,
property protected, and communities returned to normal. These results
will be achieved through the development and full implementation of the
JRC’s innovative national model for preparedness, recovery, and
response.

Next Steps

Realizing the full potential of the JRC will take a strong
collaborative between community and DOD/DHS leadership; funding for
continued program development and operations; and ultimately the
allocation of sufficient resources to build, man, and operate the JRC. The
beginnings of an effective collaborative between the community and
DOD/DHS leadership are already in place. Briefings and leadership
interaction has occurred in Pittsburgh, in Washington, DC, and in the
many locations where key Homeland Security and Homeland Defense
commands are headquartered. These sessions must not only continue, but
must continually broaden and deepen to allow full discussion of issues
associated with JRC establishment.



60 JOINT READINESS CENTER – PITTSBURGH: A MODEL OF MILITARY-
CIVILIAN READINESS AND RESPONSE

Funding to provide support for JRC concept development, research,
and outreach efforts has been supplied by local business and from the
Commonwealth of Pennsylvania. Further funding is necessary to support
the next phase of JRC program design and development. While local
resources can provide a significant amount of resource for the JRC, these
local contributions can only supplement, not supplant, federal funding
necessary to finish development of the JRC concept. Finally, federal
resources are necessary to actually establish the JRC and implement its
programs. While community resources and state support can add up to
significant assistance, only a commitment of federal manpower and
funding resources will allow a well-crafted, fully functional, and
effective and efficient JRC to become reality.


