Transcript Planning, Design, Approval, and Implementation 2006

The Fort Meade Regional Growth
Management Committee (RGMC)
Working Within the Region To Transform Fort Meade Growth
Impacts Into Opportunities
November 2010
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!
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Base Realignment and Closure (BRAC) In Maryland
5 Installations Gain Workforce
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Source: LGS Transportation Committee
FORT MEADE REGIONAL
GROWTH MANAGEMENT
COMMITTEE (RGMC)
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Fort Meade Regional Growth Management Committee
(RGMC)
Impacts
&
Opportunities
Executive Committee
County, City & Installation
Executives
Relevant
&
Actionable
Information
Regional
Coordination
Team
•
•
•
•
OEA
Subcabinet
MMIC
Local Govt
Committee
• State Staff
Fort Meade Regional Growth
Management Committee
•
•
•
•
Focus Areas
Transportation
Workforce
EMS
Family Support
Anne
Arundel
County
Baltimore
County
Carroll
County
Fort Meade
Howard
County
Montgomery
County
NSA
Prince
George’s
County
Queen Anne’s
County
Talbot
County
Baltimore
City
City of
Laurel
Non
Governmental
Organizations
DISA
DMA
ADJ
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FGGM Workforce – Geographic Distribution
County
Anne Arundel
Howard
Baltimore
Carroll
Prince George's
Baltimore City
Montgomery
Fairfax
Frederick
Harford
York
Queen Anne's
District of Columbia
Arlington
Adams
Calvert
Charles
Caroline
Talbot
Loudon
Total / Average
Share
Cumulative
Workforce
Share
39.0%
39%
22.4%
61%
9.4%
71%
7.2%
78%
4.8%
83%
4.3%
87%
2.9%
90%
1.9%
92%
1.7%
94%
1.7%
95%
1.5%
97%
0.9%
98%
0.8%
99%
0.4%
99%
0.3%
99%
0.3%
100%
0.2%
100%
0.1%
100%
0.1%
100%
0.1%
100%
100.0%
Commute Averages
Miles
Normal Time Max Time
13.9
0:19
0:19
12.5
0:18
0:18
23.7
0:31
0:37
36.4
0:50
0:58
16.0
0:23
0:29
19.9
0:27
0:29
23.9
0:31
0:43
38.0
0:47
1:40
42.1
0:51
0:51
45.3
0:56
0:57
62.0
1:17
1:39
42.3
0:52
0:52
22.2
0:32
0:48
30.2
0:43
1:16
66.0
1:31
1:45
45.6
1:02
1:19
46.8
1:07
1:30
63.2
1:23
1:23
58.2
1:09
1:09
52.5
1:10
1:50
19.8
0:27
0:30
Average Commute < 20 Minutes
Average Commute 20-45 Minutes
Average Commute 45-60 Minutes
Average Commute > 60 Minutes
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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
– $ 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
– 35,000 Vehicles a day
– 2,300 Family Units
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Fort Meade Drives Job Growth (07 through 15)
Growth
Components
KDM
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
Cyber Command
Related
Total New Jobs
Total Jobs
10,000
(10,000)
2,320
5,400
7,720
26,800
15,120
41,920
66,800
131,120
197,920
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Fort Meade Growth
Impact on Jobs and Households
As of 12/31/2007
Howard
Increase
Jobholders
Households
34,700
22,000
8,800
5,500
43,500
27,500
38,000
15,600
9,800
77,000
47,800
Anne Arundel 61,4000
Jobholders
Households
By 2015
Jobholders
Households
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
18,800
7,600
4,800
53,100
23,600
Remainder of 29,900
Region
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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Defense Information Systems Agency
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 2009
Move into Command Building: Jan 2011
Complete Relocation: July 2011
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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 Contractors
Defense 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
Barracks Upgrade-1
DINFOS Expansion-2
Admin Bldg Upgrade-3
Asymmetrical WF Upgrade-4
Wounded Warrior-5
902 MI Brigade-6
EUL
NSA
Expansion
NSA
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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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Cyber Command Mission
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……..
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Cyber Points
•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
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Cyber Command Organization
Commander Strategic Command
Commander CYBERCOMMAND
Headquarters
Title 10 (Armed Forces)
Director NSA/
Central Security Service
Title 50 (National Intelligence)
Coast Guard
CYBER
MARFOR CYBER
NSA/CSS
704TH MI Brigade
(Army)
24th USAF
DISA
Navy Information
Operations Cmd
FLTCYBERCOM
10TH FLEET
ARFORCYBER
Marine Combat
Support Battalion
70th Intelligence
Wing (USAF)
NETCOM
Irst IOC
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INSCOM
Two-Part Transportation Strategy
Limit growth in traffic volume while expanding capacity at a few key highway
segments and intersections
Roadway
Capacity
Demand
Management
• Focus limited funding on a few key
projects in and around Fort Meade
• Prepare traffic management program
to be ready for 2011 surge
• Establish agency-sponsored
transportation demand management
(TDM) program
• Address both short-term and longterm need / opportunity
•
RGMC Transportation Strategy
•
Transportation Management MOU
Shortfall in Road Capacity
Meade Coordination Zone highways currently at capacity in peak periods;
planned increases in highway capacity will not close gap
PRELIMINARY
Road Capacity vs Traffic Volume
30,000
Vehicles per Peak Hour
Highway Capacity
25,000
Baseline Traffic Volume
$600 Million +
20,000
15,000
10,000
5,000
0
2003
Source: RGMC Staff Analysis
2006
2009
2012
2015
2018
2021
2024
2027
2030
Key Projects for Completion by 2011
Total cost in the range of $45 - $90M
External Project
Internal Project
1. Widen MD-175 from MD-295 to
Rockenbach Road ($6M - $50M)
2. Upgrade Rockenbach /
Disney Intersections
($28M - $32M)
3. Build New Rockenbach
Access Control Point ($7M –
MILCON)
4. Upgrade Rockenbach /
Cooper Intersection ($1.2M –
MILCON)
DISA Site
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 Concept
Make 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
BRAC Business Initiative (BBI)
Small Businesses
Sub-Contractors
Subcontractors
Major Defense
Contractors
Fort
Meade
Agencies
BBI Participants
21 Test Companies
1,000 Partner Companies
8,000 Contacts on Distribution
Transparency
Executive Advisory Group
Congressman Cummings
County Executive Ulman
HCC 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
Jurisdiction/Organization
Anne Arundel County
Baltimore City
Baltimore County
Carroll County
Howard County
City of Laurel
Montgomery County
Prince George’s County
Talbot County
Queen Ann’s County
Fort George G. Meade
State of Maryland (Lt. Governor’s Office)
State of Maryland (Department of Economic Development)
Primary Representative
Bob Leib (410-222-1227)
Steve Gondol (410-637-3750)
Bill Jones (410-887-5702)
Larry Twele (410-876-2450)
Kent Menser (410-313-6521)
Kristy Mills (301-725-5300)
Phil Alperson (240-777-2595)
Wanda Plumer (301-583-4608)
Paige Bethke (410-770-8058)
Faith Elliot-Rossing (410-758-4418)
Bill Wittman (301-677-3783)
Asuntha Chiang Smith (410-260-7370)
Julie Woepke (443-324-0861)
State of Maryland (Department of Transportation)
State of Maryland (Department of Labor & Licensing)
Sean Massey (410-865-1283)
Jeryl Baker (410-290-2609)
State of Maryland (Maryland Transportation Authority)
Jerry Cichy (410-767-8352)
State of Maryland (Highway Authority)
Regional BRAC Office (Aberdeen Proving Ground)
Keith Kucharek (410-545-8792)
Karen Holt (410-273-5708)
BWI Business Partnership
Baltimore Washington Corridor Chamber of Commerce
Linda Greene (410-859-1000)
Walt Townshend (301-725-4000)
Fort Meade Alliance
Fort Meade Regional Growth Management Committee
(Transportation Coordinator)
Greater Baltimore Committee
Howard County Chamber
West Anne Arundel County Chamber
Rosemary Budd (301-543-4531)
Jean Friedberg (410-992-5050)
Bob Hellauer (410-727-2820)
Pam Klahr (410-730-4111)
Claire Louder (410-672-3422)
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