Howard County BRAC Task Force

1. Howard County BRAC Task Force Working Within the Region To Transform Fort Meade Growth Impacts Into Opportunities May 2009 DISA HQ

2. Key Points • 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! Defense Media Agency Defense Adjudication Activities

3. Base Realignment and Closure (BRAC) In Maryland Label with numbers 5 MD installations gain new jobs! Source: LGS Transportation Committee

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

5. Projected Regional Growth Phased Growth of the 6 counties around Fort Meade, no tsunami!

6. Fort Meade’s Future is Stable Growth! Over $10 B to ?? 6

7. 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) 7

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

9. Existing Fort Meade WorkforceFort Meade workforce greater than Pentagon and any Maryland private sector employer Other NSA Sources: Baltimore Business Journal; RGMC Staff Analysis, Fort Meade Command

10. Base Realignment and Closure 5,695 22,000 National Security Agency Growth 4,000 + 40,000 62,000 Contractors using Enhanced Use Lease Capacity 10,000 Other Growth on Fort Meade 2,000 + Growth in Jobs on Fort MeadeProjected growth represents significant increase over current level

11. Defense Information Systems Agency • 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 2009 • Move into Command Building: Oct 2010 • Move into Lab Building: Dec 2010 • Move into Acquisition Building: Jan 2011 • Move into Common Building: Feb 2011 • Move into Operations Building: Feb 2011 • Complete Relocation: Jul 2011

12. Defense Information Systems Agency

13. DISA Work Force 13

14. DISA’s Top 10 Vendors 14

15. 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

16. 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 16

17. 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 17

18. I-95 MD-295 MARC MD-100 MD-175 MARC BW PKWY MD-32 BWI EUL 4 DISA 1 DMA Ajud 2 3 MD-198

19. Local Government Subcommittee Anne Arundel Prince George’s Howard Cecil Harford Montgomery Balt. City Baltimore Frederick Municipalities Carroll Functional Sub- Committees Transport WFD/Ed Infrastruct Public Saf. Maryland BRAC Organizational Structure Governor Lt. Governor BRAC Sub-Cabinet Installation Regions Meade Aberdeen Andrews Bethesda Detrick Anne Arundel Harford Prince George’s Montgomery Frederick Balt. City Balt. City Baltimore Baltimore Carroll Cecil Howard York Laurel Lancaster Montgomery Chester Prince George’s New Castle Talbot Queen Anne’s

20. Fort Meade Regional Growth Management Committee is the Vehicle for Regional Collaboration 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 Executive Committee County, City & Installation Executives Relevant, Actionable Information Impacts and Opportunities Regional Coordination Team Fort Meade Regional Growth Management Committee • OEA • Subcabinet • MMIC • Local Govt Committee • State Staff • Committees • Trans • WFD • Emer. Ser.

21. 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

22. Transportation Infrastructure Health/Human Services Housing Education Federal Families Work Force Public Safety We Wish! Success

23. Our Reality! Education Infrastructure REGIONAL FORCES Health & Human Services Public Safety Transportation Affordable Housing Work Force Development Family Support 23

24. Basic Model: Jobs Drive the Train! Fort Meade Jobs Other Area Employment Centers Growth Forecasts Infrastructure Land Use Plan Transportation Households Job Base Workforce / Population Education Commercial / Institutional Development Health & Human Services Work Force Development Public Safety

25. Trans Educate Infra House WFD H&HS Lessons Learned Public Safety “Silo-Crunching” Organization Business Support Module Family Support Module Plans & Analysis Leadership Group Customers

26. HC Interim Findings / Actions 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

27. Fort Meade Growth Will Generate New Howard County Jobs and Households Howard County Fort Meade-Related Growth Jobs Households 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

28. Fort Meade Coordination Zone-Plus

29. MCZ – Gap in Capacity vs. DemandPlanned increases in highway capacity will not close gap PRELIMINARY Source: RGMC Staff Analysis

30. MCZ Driving TimeDramatic increases in MCZ peak hour driving times can be offset by an aggressive demand management program PRELIMINARY Source: RGMC Staff Analysis

31. Workforce DistributionHeavily concentrated in a corridor running from Anne Arundel County, through Howard and Carroll Counties and into southern PA

32. Fort Meade Employee Distribution BRAC Agencies

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

34. 30% 40% 20% 10% Plus Fort Meade Traffic FlowAbout 70% of FGGM traffic arrives on MD295S and MD32E

35. 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

36. Get on the BRAC Information Distribution List Schedule Individual Discussion With Howard County BRAC OfficeSEND EMAIL TOKmenser@howardcountymd.govor call410-313-6522

37. What DISA Buys 37

38. How to do Business with DISA 38