Howard County BRAC Task Force

Working Within the Region To Transform

Fort Meade Growth Impacts Into Opportunities

May 2009

DISA HQ

2

Key Points

Defense Adjudication Activities

Defense Media Agency

•Fort Meade is a dominant economic factor in the region

•Fort Meade growth is on schedule

•Fort Meade growth is less than 10% of overall regional growth

•We work for you!

Source: LGS Transportation Committee

Label with numbers

Base Realignment and Closure (BRAC) In Maryland

5 MD installations gain new jobs!

The Fort Meade RegionAmong our nation’s most important and rapidly-growing economies

5

Projected Regional Growth

Job

Growth

Regional

Jobs

Fort Meade

Related Jobs

2005

2020

Growth

2,360,744

2,788,045

427,301

93,488

136,066

42,583

Phased Growth of the 6 counties around Fort Meade, no tsunami!

6

Fort Meade’s Future is Stable Growth!

Type Installation Pre WW II WW II Cold War Current

Training

Troop/Divisional

Depots

Fort Meade Over $10 B to ??

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Fort George G. Meade Key Facts

• A preeminent intelligence and information center

• Current work force is over 40,000

• Contributes over $10 Billion year to the regional economy. Will grow to over $11 Billion with arrival of BRAC

• Contributes over $2.5 Billion a Year to the Howard County Economy

• Largest employer of HC citizens (Over 8,000)

• Over 100,000 retirees use services

• Potential: “Construction of another 21 Million GSF of buildings and parking structures to provide working space for 49,000 more personnel”

(FGGM Comprehensive Expansion Master Plan)

8

Fort Meade Growth Generates OPPORTUNITIES

• New jobs

• Increased awareness of current AND future Federal Business opportunities

• Provides the incentive to give “legacy” issues a relook

• Identifies growth composition and associated dynamics before they arrive/impact

• Promotes economic confidence and provides marketing focus

• Drives jurisdictional “unity of effort” in addressing opportunities and issues

Existing Fort Meade WorkforceFort Meade workforce greater than Pentagon and any Maryland

private sector employer

Sources: Baltimore Business Journal; RGMC Staff Analysis, Fort Meade

Command

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

45,000

Fort Meade JHU Pentagon Medstar HopkinsHealth

UM Medical NorthropGrumman

Em

plo

ye

es

NSA

Other

Growth in Jobs on Fort MeadeProjected growth represents significant increase over current level

Base Realignment and Closure

5,695

National Security Agency Growth

4,000 +

Contractors usingEnhanced Use Lease Capacity

10,000

Other Growth on Fort Meade

2,000 +

22,00040,000 62,000

11

4,272 Personnel/Positions (2010)

392 Military 2,407 Government Civilians 1,473 Imbedded Contractors

Program Amount: $441,673,000

Delivery Method: Design-Build (MT)

Architect/Engineer: HSMM/HOK Joint Venture

Building Contractor: Hensel-Phelps

Description: 1,070,515 SF administrative space; multi-story facilities in campus setting; shared IT ductbank with DMA

Move:Issue Transfer of Function Letters: Oct 2009Move into Command Building: Oct 2010Move into Lab Building: Dec 2010Move into Acquisition Building: Jan 2011Move into Common Building: Feb 2011Move into Operations Building: Feb 2011Complete Relocation: Jul 2011

Defense Information Systems Agency

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Defense Information Systems Agency

DISA Work Force

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DISA’s Top 10 Vendors

14

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DISA Concerns• Road improvements

• Public transportation

• Education

• Providing employees with information to make a decision

• People:– Retain as many people as possible, both today and as we execute the move

– Reconstitute as quickly as possible to replace unavoidable losses

– Take care of our people as we always have during challenging times

– Deal with personal and organizational stress and uncertainty caused by change

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Defense Media Activities

Combining AFRT, DOD Imaging archiving, Hometown News Service, Public Web infrastructure, Stars and Stripes into One Location

663 Personnel/Positions (2008 and 2010)

217 Military 315 Government Civilians 132 Imbedded Contractors

Program Amount: ~$61,000,000

Delivery Method: Design-Bid-Build (MT) Architect/Engineer: HSMM/HOK Joint Venture

Building Contractor: Hensel-Phelps

Ground Breaking: 6 April 2009

Anticipated Contract Duration: ~26 months

Description: 185,870 SF administrative space; televideo/media production centers; multi-story facility; shared IT ductbank with DISA

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Adjudication Activities Collocation

Collocating adjudication, personnel security and hearing and appeals support across DoD for military, civilian, contractor and other personnel as directed.

759 Personnel/Positions (2010)

Program Amount: ~$82,000,000

Delivery Method: Design-Bid-Build (MT) Architect/Engineer: HSMM/HOK Joint Venture

Building Contractor: Skanska USA Building, Inc

Ground Breaking: 15 April 2009

Anticipated Contract Duration: ~24 months

Description: 151,978 SF administrative/SCIF space for adjudication activities from the four services and DoD; multi-story facility

I-95

MARC

MARC

MD-100MD-295

BW PKWY

MD-175

MD-32

MD-198

BWI

4

1

23

EUL

Ajud

DISA

DMA

Governor

Lt. Governor

BRACSub-Cabinet

Transport WFD/Ed

Infrastruct Public Saf.

Functional Sub-Committees

Maryland BRACOrganizational Structure

Anne Arundel Prince George’s Howard

Cecil Harford Montgomery

Balt. City Baltimore Frederick

Local Government Subcommittee

Municipalities Carroll

Talbot

DetrickAberdeen Andrews Bethesda

InstallationRegions

Anne Arundel

Howard

Balt. City

Carroll

Baltimore

Laurel

Montgomery

Meade

Prince George’s

Balt. City

Harford

Cecil

Baltimore

Montgomery Prince George’s Frederick

York

Lancaster

Chester

New Castle

Queen Anne’s

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Executive CommitteeCounty, City & Installation

Executives

Fort Meade Regional Growth Management Committee

Committees• Trans• WFD• Emer. Ser.

Fort Meade Regional Growth Management Committee

is the Vehicle for Regional Collaboration

Regional Coordination

Team

• OEA• Subcabinet • MMIC• Local Govt

Committee• State Staff

Impacts and Opportunitie

s

Relevant, ActionableInformation

Baltimore County

BaltimoreCity

CarrollCounty

Howard County

City of Laurel

MontgomeryCounty

Prince George’sCounty

Anne ArundelCounty

Fort Meade

Queen Anne’sCounty

Talbot County

NonGovernmentalOrganizations

DISADMAADJ

NSA

The Big Challenges!1. Work Force Development: Right person in the right job at the right time

– Actions:

• Define the problem

• Develop decision based format

• Respond

2. Transportation: Prepare infrastructure to accommodate growth

– Actions:

• Regional approach

• Prioritize scarce resources

• Accommodate the future

3. Emergency Services: Improve major event coordination

– Actions:

• Regional approach

• Improved planning

4. Family Support: Facilitate movement through individual focus

– Actions:

• Identify requirements

• Match requirements with funded resources

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We Wish!

Infrastructure

Transportation

Public Safety

Education

Federal Families

Work Force

Health/HumanServices

Housing

Success

23

Our Reality!

Education

Work Force Development

AffordableHousing

Transportation

Health & Human Services Public Safety

FamilySupport

InfrastructureREGIONAL FORCES

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Land Use Plan

Basic Model: Jobs Drive the Train!

Job Base

Commercial / Institutional

Development

Households

Fort MeadeJobs

Other Area Employment

Centers

Growth Forecasts Work Force

Development

Education

Health & Human

Services

Transportation

Public Safety

Infrastructure

Workforce / Population

“ “Silo-Crunching” OrganizationSilo-Crunching” Organization

PublicSafety

H&HS

House

Educate

WFD

Infra

Trans

LessonsLearned

BusinessSupportModule

Family Support Module

Plans&

Analysis

LeadershipGroup

Customers

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HC Interim Findings / Actions

• GENERAL PLAN. Howard County General Plan adequate to absorb BRAC growth

• MAJOR OPPORTUNITY. HC Route One Corridor

• REGIONAL PERSPECTIVE. Key resources and facilities at or near capacity in four critical areas:

Highway Congestion Critical Workforce Skills Disaster Management

• LOCAL NEEDS. BRAC growth likely to exacerbate needs in the areas of:

Affordable Housing Services for Children, Seniors,

and Mental Health

MONITOR INDICATORS. Monitor key growth indicators during future TF Phases and adjust plan as required

DEVELOP COMPREHENSIVE VISION.

REGIONAL COLLABORATION. Work with state and regional jurisdictions to:

Identify creative transportation solutions

Review and set new priorities Develop and implement regional

plans and programs

LOCAL SOLUTIONS. Continue to identify and address local issues

FINDINGS ACTIONS

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Fort Meade Growth Will Generate New Howard County Jobs and Households

Howard CountyFort Meade-Related Growth

State County State County

46,087 2,952 26,649 2,812

New jobs in the 6 county region around Fort Meade forecasted to be 20,000

Source: State Study 12/06 as adjusted by the Howard County BRAC Task Force

Jobs Households

Fort Meade Coordination Zone-Plus

MCZ – Gap in Capacity vs. DemandPlanned increases in highway capacity will not close gap

Source: RGMC Staff Analysis

PRELIMINARY

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

40,000

2003 2006 2009 2012 2015 2018 2021 2024 2027 2030

Ve

hic

les

pe

r P

ea

k H

ou

r

Highway Capacity

Baseline Traffic Volume

MCZ Driving TimeDramatic increases in MCZ peak hour driving times can be offset by an

aggressive demand management programPRELIMINARY

Source: RGMC Staff Analysis

0

2

4

6

8

10

12

14

Year

Minutes

Baseline

Telework

Multi-Occupant

Scheduled Workday

Workforce Distribution Heavily concentrated in a corridor running from Anne Arundel County, through

Howard and Carroll Counties and into southern PA

Fort Meade Employee Distribution BRAC Agencies

FGGM Workforce – Geographic DistributionSeven area jurisdictions home to 90% of total

County Miles Normal Time Max TimeAnne Arundel 39.0% 39% 13.9 0:19 0:19Howard 22.4% 61% 12.5 0:18 0:18Baltimore 9.4% 71% 23.7 0:31 0:37Carroll 7.2% 78% 36.4 0:50 0:58Prince George's 4.8% 83% 16.0 0:23 0:29Baltimore City 4.3% 87% 19.9 0:27 0:29Montgomery 2.9% 90% 23.9 0:31 0:43Fairfax 1.9% 92% 38.0 0:47 1:40Frederick 1.7% 94% 42.1 0:51 0:51Harford 1.7% 95% 45.3 0:56 0:57York 1.5% 97% 62.0 1:17 1:39Queen Anne's 0.9% 98% 42.3 0:52 0:52District of Columbia 0.8% 99% 22.2 0:32 0:48Arlington 0.4% 99% 30.2 0:43 1:16Adams 0.3% 99% 66.0 1:31 1:45Calvert 0.3% 100% 45.6 1:02 1:19Charles 0.2% 100% 46.8 1:07 1:30Caroline 0.1% 100% 63.2 1:23 1:23Talbot 0.1% 100% 58.2 1:09 1:09Loudon 0.1% 100% 52.5 1:10 1:50Total / Average 100.0% 19.8 0:27 0:30

Average Commute < 20 Minutes

Average Commute 20-45 Minutes

Average Commute 45-60 Minutes

Average Commute > 60 Minutes

Commute AveragesCumulative Share

Share Workforce

Anne Arundel

Anne Arundel

Anne Arundel

Carroll

Baltimore

Baltimore

Baltimore

Baltimore City

Carroll

Fairfax

Howard

Howard

Prince George's

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1st Quintile 2nd Quintile 3rd Quintile 4th Quintile 5th Quintile

Zip Size

Wo

rkfo

rce

York

Talbot

Queen Anne's

P rince George's

Montgomery

Loudon

Howard

Harford

Frederick

Fairfax

District of Columbia

Charles

Carroll

Caroline

Calvert

Baltimore City

Baltimore

Arlington

Anne Arundel

Adams

10% Plu

s

40%

20%

30%

Fort Meade Traffic FlowAbout 70% of FGGM traffic arrives on MD295S and MD32E

Two-Pronged StrategyLimit growth in traffic volume while expanding capacity at a few key highway

segments and intersections

Roadway Capacity

• Focus limited funding on projects in and around Fort Meade

• Get ready for 2011

Demand Management

• Develop agency-sponsored transportation demand management program (TDMP)

• Address both short-term and long-term need / opportunity

Get on the BRAC Information Distribution List

Schedule Individual Discussion With Howard County BRAC Office

SEND EMAIL TO

Kmenser@howardcountymd.gov

or call410-313-6522

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How to do Business with DISAHow to do Business with DISA

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