The Fort Meade Regional Growth Management Committee (RGMC)

Working Within the Region To Transform Fort Meade Growth Impacts Into Opportunities

November 2010

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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

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FORT MEADE REGIONAL GROWTH MANAGEMENT

COMMITTEE (RGMC)

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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

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FORT GEORGE G. MEADE

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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

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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

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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

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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

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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

Complete Move: August 2011

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

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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.

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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

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• 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.

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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

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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)