Planning, Design, Approval, and Implementation 2006 American Planning Association Conference

1

The Howard County BRAC Task Force
Working Within the Fort Meade Region To
Transform Growth Impacts Into Opportunities
17 June 2008
DISA HQ
2
Presentation Outline

• Change Brings Opportunities
• Maximize Use of Intellectual and Informational
  Resources
• Maryland BRAC Organizations
• Task Force Processes
• Task Force Interim Findings

Defense Media Agency
Defense Adjudication Activities
3
MD. BRAC Installations
4
Maryland BRAC GeneratesActions and Visibility
That Drive Change

• Aligning increased needs with limited resources
  will require creative, cutting-edge approaches
  that merge planning for development with planning
  for transit, ensuring that they complement and
  enhance one another wherever possible
• (MD BRAC Action Plan)
• We cannot continue to grow the way we have for
  the past 40 years without dire consequences.we
  must grow smarter
• (MDP Secretary Richard Hall, Baltimore
  Business Journal)

5
The Decision Environment Changes Potential
Scenarios
I Conflict capacity stressed, land use
transportation, local business
impacts, etc II. Opportunity counter
reductions with growth
promotion III. Status Quo New growth not
required IV. Tested Challenging
scenario, limited opportunities, need
promotion, competitive edge
II
I
Strong
Conflict
Opportunity
Fort Meade Growth
III
IV
Weak
Status Quo
Tested
Flat
Vigorous
Economic Growth
Message The environment changes over time and
different economic groups have varying
perspectives on its status.
6
We Wish!
Success
7
Our Reality!
Education
Infrastructure
Health Human Services
Public Safety
Transportation
Work Force Development
Affordable Housing
Family Support
8
Maximize the Publics Awareness of Ft Meade
Growth While They Still Have the Opportunity to
Influence Outcomes!
2006 2007 2008 2009 2010
2011 2012 2013
Influence Box
Desired Community Interest
Planning Influence
Typical Community Interest
9
Improving Performance Through Information

• Level 1 Uniquely individual, Peers in the same
  department work in different ways, each with
  their own processes of acquiring and analyzing
  information, Creative manipulation to meet
  individuals own needs
• Level 2 Departmental orientation drives
  decision making, Independent department islands
  of information, Departmental business measures
  that are inconsistent across the organization
• Level 3 Organization-wide information used for
  making decisions, Institutional level information
  for management process, Institutional awareness
  of data quality
• Level 4 Enterprise /Regional Interest over
  organizations/counties, Improvement mindset,
  Closed loop feedback from analysis, shared
  experience through collaboration,
• Level 5 New ideas brought quickly from concept
  to fruition, Access to cross industry/government
  information, Failures accepted as learning
  experiences, Ideas welcomed from anyone in the
  organization, Information used to forecast and
  manage new venture risk

10
Parallel Efforts to Address BRAC IssuesImportant
progress has been made at federal, state,
regional and local level to address the impacts
and opportunities presented by BRAC 2005
Now
2006
2007
2008
Federal BRAC Legislation
State BRAC Study
BRAC Subcabinet
Action Plan Implementation
Federal and State
Public Sessions
Local Government Subcommittee
MDOT / OEA Review
Fort Meade Regional Growth Management Committee
Sub-Committee Structure
Region
Local
11
Maryland BRAC Organizational Structure
Governor
Lt. Governor
BRAC Sub-Cabinet
Installation Regions
Detrick
Aberdeen
Andrews
Bethesda
Meade
Anne Arundel
Harford
Montgomery
Prince Georges
Frederick
Balt. City
Balt. City
Baltimore
Baltimore
Carroll
Cecil
Howard
York
Laurel
Lancaster
Montgomery
Chester
Prince Georges
New Castle
Talbot
Queen Annes
12
Fort Meade Regional Growth Management Committee
is the Vehicle for Regional Collaboration
Executive Committee County, City Installation
Executives
Impacts and Opportunities
Relevant, Actionable Information
Regional Coordination Team
Fort Meade Regional Growth Management Committee

• Actions
• MCZ
• Grants
• Sub-Com.

• OEA
• Subcabinet
• MMIC
• Local Govt Committee
• State Staff

Baltimore County
Carroll County
Howard County
Montgomery County
Anne Arundel County
Fort Meade
Baltimore City
City of Laurel
Prince Georges County
Queen Annes County
Talbot County
13
Projected Regional Growth

• Includes the 22,000 on
• Fort Meade

Message Fort Meade growth will bring 42,583
jobs to the Meade Region and that is significant,
but that makes up only 10 of overall regional
growth during the same time period
14
Howard County BRAC Task Force Identifying
Impacts and Opportunities
Howard County Executive
HC BRAC Office Executive Director GRANT
Executive Committee
Plans and Analysis Group/Committee
Infrastructure Committee
Public Safety Committee
Transportation Committee GRANT
Health Hum. Serv. Committee GRANT
Education Committee
Housing Committee GRANT
Resource Partners Committee
Work Force Development Committee
Lessons Learned Committee
Family Support Committee
15
Fort Meade Growth Will Generate New Howard County
Jobs and Households
Message We modeled three different scenarios.
We believe the outcome will be close to the
high scenario
16
Fort George G. Meade Key Facts

• A preeminent intelligence and information center
• A joint installation embracing all services and
  several Federal Agencies
• Current work population is over 40,000
• Receptor of up to 22,000 new jobs by 2020
• Currently over 8,000 to 10,000 visitors per month
• Potential Construction of 21 Million GSF of
  buildings and parking structures to provide
  working space for 49,000 personnel
• (FGGM Comprehensive Expansion Master Plan)

17
Total Fort Meade Job Growth
Base Realignment and Closure 5,695
22,000
National Security Agency Growth 4,000
Contractors using Enhanced Use Lease Capacity
10,000
Other Growth on Fort Meade 2,000
18
Fort Meades Projected Growth Schedule

2015
2014
2013
2012
2011
2010
2009
2008
2007
2006
Fort Meade Growth Components and Project Timing
Base Realignment and Closure
National Security Agency
Fort Meade Technology Park, Enhanced Use Lease
Other Growth on Fort Meade

DISA
Construction and Move-in Schedule
MEDIA
Adjudication
Enhanced Use Lease Construction (EST)
Enhanced Use Lease Tenant Moves (EST)
State, Regional and Local Planning
Fort Meade Regional Growth Mgt. Committee ------
Sustainment
State Action Plan ---
--------------Sustainment
19
Defense Information Systems Agency (Moving to
FGGM)
4,272 Personnel/Positions (2010) 392
Military 2,407 Government Civilians
1,473 Imbedded Contractors Program Amount
441,673,000 Fund Type/FY BRAC 05, FY
08/09/10/11 Delivery Method Design-Build
(MT) Architect/Engineer HSMM/HOK Joint
Venture Anticipated Contract Duration 36
months Description 1,070,515 SF administrative
space multi-story facilities in campus setting
shared IT ductbank with DMA Status Contract
awarded on 29 February 2008 to Hensel-Phelps
Construction Company
20
DISA People Challenges

• 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

21
Defense Media Activity(Moving to Fort Meade)

• 663 Personnel/Positions (2008 and 2010)
• 217 Military
• 314 Government Civilians
• 132 Imbedded Contractors
• Program Amount 61,000,000
• Fund Type/FY BRAC 05, FY 09/10
• Delivery Method Design-Bid-Build (MT)
• Architect/Engineer HSMM/HOK Joint Venture
• Ready to Advertise 29 August 2008
• Anticipated Award Date 15 January 2009

22
Adjudication Activities Collocation(Moving to
Fort Meade)

• 759 Personnel/Positions (2010)
• Program Amount 52,000,000
• Fund Type/FY BRAC 05, FY 09
• Delivery Method Design-Bid-Build (MT)
• Architect/Engineer HSMM/HOK Joint Venture
• Ready to Advertise 29 August 2008
• Anticipated Award Date 20 January 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

23
BRAC Task Force

• Mission Identify and evaluate the impacts and
  opportunities presented by Fort Meade growth on
  the county.
• Objectives
• Ensure that recommendations developed by the Task
  Force Committees protect and enhance the countys
  quality of life
• Transform the massive amount of BRAC Data into
  relevant, actionable information for our
  customers County Leadership, Residents and
  Businesses
• Organization
• 12 Committees
• 170 Members

24
Task Force Progress

• Phase I (July 06 March 07)
• HC Discovery
• BRAC Discovery
• Phase II ( March 07 November 2007)
• Analysis
• State and Regional initiatives
• Phase III (January 08 June 08)
• State BRAC Action Plan Assessment
• Initial Silo Crunching
• State and Regional Initiatives
• Phase IV (July 08 January 09)
• Formalized Silo Crunching/ Functional
  Relationship Analysis
• Intensified Regional Activity
• More coordination and alignment of disparate
  regional actions
• Regional Transportation Committee
• Emergency Services Grant

25
Job Growth Key to Economic and Community
Development
Infrastructure
Land Use Plan
Transportation
Households
Job Base
Workforce / Population
Education
Commercial / Institutional Development
Health Human Services
Work Force Development
Public Safety
26
HC Interim Findings / Actions
FINDINGS
ACTIONS

• GENERAL PLAN. Howard County General Plan
  adequate to absorb BRAC growth
• REGIONAL PERSPECTIVE. Key resources and
  facilities at or near capacity in four critical
  areas
• Highway Congestion
• Critical Workforce Skills
• Disaster Management
• Solid Waste Disposal
• 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
• 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 during

27
Work Force Development Committee Interim Report
Findings(Nov 07)

• Regional workforce shortfall a result of supply
  / demand imbalance
• Strong workforce demand
• Regional job growth (ex DC) between 2005 2020
  approximately 425,000
• BRAC is 10 of the regional job growth
• Employers currently recruiting out of the region
• Limited workforce supply
• More jobs require professional and technical
  certifications and degrees
• Shortage of security cleared individuals
• 50 or more of BRAC jobs will arrive without
  workers
• Baby Boomer retirement

28
Work Force Development Committee Interim Report
Actions(Nov 07)

• Employer Survey. Conduct an employer survey to
  determine current training needs and staffing
  shortfalls
• Retiree Resource. Explore network of retired
  professionals to help fill the workforce and
  teacher shortfalls
• Articulation. Enhance articulation of programs
  between HCPSS and post secondary institutions
• FMRMC. Use Fort Meade Regional Growth Management
  Committee to promote regional solutions for
  workforce development
• Regional Integration. Integrate the BRAC
  Workforce Development Coordinator into the
  regional processes
• Out-Commuters. Encourage out-commuting Howard
  County residents to capitalize on new job
  opportunities locally

29
Work Force Development CommitteeState BRAC Plan
Assessment Findings
The following are findings that resulted from our
review. It would make sense, in the next update
of the State Plan, to quantify the impacts of
these trends and to develop more specific
strategies to address the impacts

• At the present time, 14.6 of the workforce at
  DISA is 55 or older, but by 2013 50 of DISAs
  workforce will be over 55 years of age.
• Lack of a Science, Technology, Engineering, and
  Mathematics (STEM) trained workforce.
• Many qualified workers in the region still lack
  security clearances.
• Fierce competition for contracts because the
  federal government is using low-bid versus best
  value in awarding contracts.
• There may be a disparity in the investment of
  local and State workforce development funding
  approaches.
• Inter-State commuter incentive program for
  non-Maryland workers coming to BRAC employment
  locations in MD.

30
Work Force Development Committee State BRAC Plan
Assessment Recommendations

Workforce development is inter-related to
challenges based in other areas such as
childcare, transportation and affordable housing.
The State should

• Provide more information about the jobs, skill
  sets and educational requirements for positions
  arriving in the Ft. Meade Region.
• Offer more direct assistance to small businesses
  by exceeding the Federal Small Business
  Guidelines and provide outreach assistance to
  match small businesses directly with the
  government and large prime contractors.
• Increase their investment for incumbent workforce
  training to the local areas and identify the
  industry sectors that are priorities for these
  investments.
• Provide incentives for those enrolling in or
  upgrading their STEM skills.
• Encourage developers and employers to provide
  childcare facilities on site.
• Develop a comprehensive program for workforce
  development through 2020.