The Fort Meade Regional Growth Management Committee (RGMC) Working Within the Region To Transform Fort Meade Growth Imp

1. 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!

3. Base Realignment and Closure (BRAC) In Maryland 5 Installations Gain Workforce Source: LGS Transportation Committee

4. FORT MEADE REGIONAL GROWTH MANAGEMENT COMMITTEE (RGMC)

5. Fort Meade Regional Growth Management Committee (RGMC) Executive Committee County, City & Installation Executives Impacts & Opportunities Relevant & Actionable Information Regional Coordination Team Fort Meade Regional Growth Management Committee • OEA • Subcabinet • MMIC • Local Govt Committee • State Staff • 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

6. FGGM Workforce – Geographic Distribution

7. FORT GEORGE G. MEADE

8. 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

9. Fort Meade Drives Job Growth (07 through 15)KDM 9

10. Fort Meade GrowthImpact on Jobs and Households

11. 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

12. 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 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 Barracks Upgrade-1 DINFOS Expansion-2 Admin Bldg Upgrade-3 Asymmetrical WF Upgrade-4 Wounded Warrior-5 902 MI Brigade-6 N B P EUL D I S A C C NSA Expansion D M A NSA A D J 6 5 2 1 3 ASW 4

15. 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.

16. 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……..

17. Cyber Points 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 17

18. Cyber Command Organization Commander Strategic Command Commander CYBERCOMMAND Headquarters Director NSA/ Central Security Service Title 10 (Armed Forces) Title 50 (National Intelligence) Coast Guard CYBER 704TH MI Brigade (Army) MARFOR CYBER NSA/CSS Navy Information Operations Cmd 24th USAF DISA Marine Combat Support Battalion FLTCYBERCOM 10TH FLEET 70th Intelligence Wing (USAF) ARFORCYBER NETCOM Irst IOC INSCOM

19. Two-Part Transportation StrategyLimit growth in traffic volume while expanding capacity at a few key highway segments and intersections 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 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

20. $600 Million + Shortfall in Road CapacityMeade Coordination Zone highways currently at capacity in peak periods; planned increases in highway capacity will not close gap PRELIMINARY Source: RGMC Staff Analysis

21. Key Projects for Completion by 2011Total cost in the range of $45 - $90M External Project Internal Project • Upgrade Rockenbach / Disney Intersections ($28M - $32M) • Widen MD-175 from MD-295 to Rockenbach Road ($6M - $50M) • Build New Rockenbach Access Control Point ($7M – MILCON) • Upgrade Rockenbach / Cooper Intersection ($1.2M – MILCON) DISA Site

22. 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

23. 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

24. BRAC Business Initiative (BBI) Small Businesses Subcontractors Sub-Contractors Major Defense Contractors Fort Meade Agencies Transparency BBI Participants 21 Test Companies 1,000 Partner Companies 8,000 Contacts on Distribution Executive Advisory Group Congressman Cummings County Executive Ulman HCC Pres. Kate Hetherington

25. 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.

26. 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

27. 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

28. Fort Meade Regional Growth Management Team & Points of Contact