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The Fort Meade Regional Growth Management Committee (RGMC)
Working Within the Region To Transform Fort Meade Growth Impacts Into Opportunities
November 2010
2
Key Points
• Fort Meade is a dominant economic force in the region.
• The Fort Meade Region will be the epi-center of the Cyberspace and Information Assurance Industries.
• The RGMC mission is to prepare the region for the impacts and opportunities generated by Fort Meade growth.
• We Work For You!
Source: LGS Transportation Committee
Base Realignment and Closure (BRAC) In Maryland5 Installations Gain Workforce
3
5
Executive CommitteeCounty, City & Installation
Executives
Fort Meade Regional Growth Management Committee
Focus Areas• Transportation• Workforce• EMS• Family Support
Fort Meade Regional Growth Management Committee (RGMC)
Regional Coordination
Team
• OEA• Subcabinet • MMIC• Local Govt
Committee• State Staff
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
Impacts&
Opportunities
Relevant&
ActionableInformation
FGGM Workforce – Geographic Distribution
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
6
Fort George G. Meade Information
– 41,000 Military, Government Service civilian and contractor employees (4th largest installation workforce in the Army)
– 5,400 Acres
– 85 Tenant Organizations
– 15,000 Residents
– 35,000 Vehicles a day
– 2,300 Family Units
– $ 1.1 Billion of construction in progress, w/o NSA or Cyber Command
– 5.8 Million Square Feet of NSA expansion in planning ($ 4-5 Billion)
– Over $18 Billion a year into the state economy
8
99
Growth Components
Jobs on Ft Meade
Jobs off Ft Meade
Total Jobs
Current Jobs on Fort Meade
40,000 116,000 156,000
BRAC 5,800 13,500 19,300
FGGM Organic Growth 2,000 4,600 6,600
NSA 6,680 1,620 8,300
Enhanced Use Lease 10,000 (10,000)
Cyber Command Related
2,320 5,400 7,720
Total New Jobs 26,800 15,120 41,920
Total Jobs 66,800 131,120 197,920
Fort Meade Drives Job Growth (07 through 15)KDM
Fort Meade GrowthImpact on Jobs and Households
10
As of 12/31/2007Jobholders Households
IncreaseJobholders Households
By 2015Jobholders Households
Howard 34,700 22,000 8,800 5,500 43,500 27,500
Anne Arundel 61,4000 38,000 15,600 9,800 77,000 47,800
Baltimore City/County
20,500 13,000 5,200 3,300 25,700 16,300
Carroll 11,000 7,000 2,800 1,800 13,800 8,800
Remainder of Region
29,900 18,800 7,600 4,800 53,100 23,600
Total 157,000 98,800 40,000 25,200 213,100 124,000
Total Region 2.4 Million 1.5 Million 400,000 250,000 2.l8 Million 1.75 Million
11
4,272 Personnel/Positions (2010)
392 Military 2,407 Government Civilians 1,473 Imbedded Contractors 2.5 to 3.0 Contractor “Tail”
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: Jan 2011Complete Relocation: July 2011
Defense Information Systems Agency
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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 2011)
217 Military 315 Government Civilians 132 Imbedded ContractorsDefense Information School Students from 3,200 to 4,000
Program Amount: ~$61,000,000
Delivery Method: Design-Bid-Build (MT) Architect/Engineer: HSMM/HOK Joint Venture
Building Contractor: Hensel-Phelps
Complete Move: July 2011
Description: 185,870 SF administrative space; televideo/media production centers; multi-story facility; shared IT ductbank with DISA
12
13
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
Complete Move: August 2011
Description: 151,978 SF administrative/SCIF space for adjudication activities from the four services and DoD; multi-story facility
13
14
Fort George G. Meade Growth
DISA
ADJ
NSA
EUL
NB
P
1
5
6
DMA
CC
NSAExpansion
ASW 4
2
3
Barracks Upgrade-1DINFOS Expansion-2Admin Bldg Upgrade-3Asymmetrical WF Upgrade-4Wounded Warrior-5902 MI Brigade-6
CYBERCOMMAND
DOD Cyberspace definition: A global domain within the information environment consisting of the interdependent network of information technology infrastructures, including the Internet, telecommunications networks, computer systems, and embedded processors and controllers.
15
16
USCYBERCOM will fuse the DOD’s full spectrum of cyberspace operations and will plan, coordinate, integrate, synchronize, and conduct activities to:
• Lead day-to-day defense and protection of DoD information networks
• Coordinate DoD operations providing support to military missions
• Direct the operations and defense of specified Department of Defense information networks
• Prepare to, and when directed, conduct full spectrum military cyberspace operations
• Centralize command of cyberspace operations……..
Cyber Command Mission
Cyber Points
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Cyber Points
17
• Internet owned by private sector
• Military Networks rely upon commercial networks 90% of the time
• 85% of all military logistics transactions on the internet
• Cyber-related supply chain (products) a major issue
• Small businesses and Cyber• Absolutely need small business expertise• IT acquisition process broken• Sanitize requirements, declassify requests for proposals
• Build improved Cyber Eco-system
• 6 million attacks on the defense nets each day
Cyber Command Organization
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Commander Strategic Command
Commander CYBERCOMMANDHeadquarters
FLTCYBERCOM10TH FLEET
MARFOR CYBER
ARFORCYBER
24th USAF DISA
NSA/CSS
Director NSA/Central Security Service
70th Intelligence Wing (USAF)
Marine Combat Support Battalion
Navy Information Operations Cmd
704TH MI Brigade(Army)
Title 10 (Armed Forces) Title 50 (National Intelligence)
NETCOM
INSCOM
Irst IOC
Coast GuardCYBER
Two-Part Transportation StrategyLimit growth in traffic volume while expanding capacity at a few key highway
segments and intersections
Roadway Capacity
Roadway Capacity
• Focus limited funding on a few key projects in and around Fort Meade
• Prepare traffic management program to be ready for 2011 surge
• Focus limited funding on a few key projects in and around Fort Meade
• Prepare traffic management program to be ready for 2011 surge
Demand Management
Demand Management
• Establish agency-sponsored transportation demand management (TDM) program
• Address both short-term and long-term need / opportunity
• RGMC Transportation Strategy
• Transportation Management MOU
• Establish agency-sponsored transportation demand management (TDM) program
• Address both short-term and long-term need / opportunity
• RGMC Transportation Strategy
• Transportation Management MOU
Shortfall in Road CapacityMeade Coordination Zone highways currently at capacity in peak periods;
planned increases in highway capacity will not close gap
Source: RGMC Staff Analysis
PRELIMINARY
Road Capacity vs Traffic Volume
0
5,000
10,000
15,000
20,000
25,000
30,000
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
$600 Million +$600 Million +
Key Projects for Completion by 2011Total cost in the range of $45 - $90M
1. Widen MD-175 from MD-295 to Rockenbach Road ($6M - $50M)
1. Widen MD-175 from MD-295 to Rockenbach Road ($6M - $50M)
2. Upgrade Rockenbach / Disney Intersections ($28M - $32M)
2. Upgrade Rockenbach / Disney Intersections ($28M - $32M)
3. Build New Rockenbach Access Control Point ($7M – MILCON)
3. Build New Rockenbach Access Control Point ($7M – MILCON)
4. Upgrade Rockenbach / Cooper Intersection ($1.2M – MILCON)
4. Upgrade Rockenbach / Cooper Intersection ($1.2M – MILCON)
DISA SiteDISA Site
Internal Project
External Project
TDM Goals and Principles
GOAL: Increase use of MOV to restrain 2012 use of SOV during peak period to a level no greater than that of 2009
Principles Include all agencies/tenants at Fort Meade Include Government Contractors Include all possible modes of transport and alternatives Agencies best positioned to set their own goals Employee Incentives Public-Private Partnership
Subscription Bus ConceptMake equipment, service, features and incentives competitive with SOV
• Tailor service to group needs• Build relationships with colleagues• Make travel time productive time• Arrive at destination fresh and alert• Experience improvement in quality of life• Reduce commuting costs / fuel consumption / carbon footprint• Avoid investment in peak roadway capacity
SubcontractorsMajor Defense
Contractors
Fort Meade
Agencies
Sub-Contractors
Small Businesses
Transparency
BRAC Business Initiative (BBI)
BBI Participants21 Test Companies1,000 Partner Companies8,000 Contacts on Distribution
Executive Advisory Group Congressman CummingsCounty Executive UlmanHCC Pres. Kate Hetherington
BBI Mission Statement
The BRAC Business Initiative (BBI) will actively engage in defining the environment, identifying the obstacles and documenting specific actions required by small businesses desiring to do work with the Department of Defense and/or supporting contractors. The BBI will provide the small and minority businesses of the Fort Meade Region with a living “terrain map” that clearly illustrates the opportunities and the obstacles imbedded in the Fort Meade contracting environment.
25
Why the BRAC Business Initiative
• Need to connect the dots between small business goals and capabilities and Ft Meade contracting opportunities
• Need to identify responsibilities and establish accountability (without “gotcha tactics”)
• Initial review indicates lack of effective transparency in the Fort Meade Region defense contracting environment
• Predominance of available information on the Fort Meade Region contracting environment is anecdotal
• Anecdotes cannot substantiate the needs of businesses or produce effective decision support information for leaders
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BBI Serves Businesses (1,000)
• Responsive and Accountable to Business Needs
• “Match Up” Database/Small Business Clearing House
• Structured/Functional Networking
• Education and Awareness
• Comprehensive “End to End” Assistance
Match Making: Buyer/Sellers/Partnerships
Meeting Space for Members
Functional Groups
Brown Bag Educational Sessions
Database Access
Fort Meade Regional Growth Management Team & Points of Contact
28
Jurisdiction/Organization Primary RepresentativeAnne Arundel County Bob Leib (410-222-1227)Baltimore City Steve Gondol (410-637-3750)Baltimore County Bill Jones (410-887-5702)Carroll County Larry Twele (410-876-2450)Howard County Kent Menser (410-313-6521)City of Laurel Kristy Mills (301-725-5300)Montgomery County Phil Alperson (240-777-2595)Prince George’s County Wanda Plumer (301-583-4608)Talbot County Paige Bethke (410-770-8058)Queen Ann’s County Faith Elliot-Rossing (410-758-4418)Fort George G. Meade Bill Wittman (301-677-3783) State of Maryland (Lt. Governor’s Office) Asuntha Chiang Smith (410-260-7370)State of Maryland (Department of Economic Development) Julie Woepke (443-324-0861)
State of Maryland (Department of Transportation) Sean Massey (410-865-1283)State of Maryland (Department of Labor & Licensing) Jeryl Baker (410-290-2609)
State of Maryland (Maryland Transportation Authority) Jerry Cichy (410-767-8352)
State of Maryland (Highway Authority) Keith Kucharek (410-545-8792)Regional BRAC Office (Aberdeen Proving Ground) Karen Holt (410-273-5708)
BWI Business Partnership Linda Greene (410-859-1000)Baltimore Washington Corridor Chamber of Commerce Walt Townshend (301-725-4000)
Fort Meade Alliance Rosemary Budd (301-543-4531)Fort Meade Regional Growth Management Committee (Transportation Coordinator)
Jean Friedberg (410-992-5050)
Greater Baltimore Committee Bob Hellauer (410-727-2820)Howard County Chamber Pam Klahr (410-730-4111)West Anne Arundel County Chamber Claire Louder (410-672-3422)