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

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Howard County BRAC Task Force Progress Review
for County Executive December 4, 2007
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Agenda

• Overview
• Task Force Mission
• Task Force Organization
• Interim Findings
• Committee Reports
• Infrastructure and Commercial Development
• Health and Human Services
• Workforce Development
• Education
• Public Safety
• Transportation
• Next Steps

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Overview
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An Important Component of Regional Growth, Fort
Meade Strongly Affects Our Quality of Life
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Fort Meade Growth
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Howard County Task Force Mission and Objectives
Identify and evaluate the impacts and
opportunities presented by Fort Meade Growth on
Howard County
TASK FORCE MISSION
Ensure that solutions adopted by the Task Force
protect and enhance Howard Countys quality of
life
OBJECTIVE

• Use fact-based analysis to measure the impacts of
  various assumptions and scenarios on Howard
  County,
• Deliver and present actionable information to
  government leaders, residents and businesses

APPROACH
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TF Leadership Observations

• IMPACT and OPPORTUNITIES drive requirement for
  comprehensive knowledge and an integrated
  approach
• Task Force has successfully met interim
  objectives
• Howard County better prepared than first expected
• Regional growth and BRAC implementation are
  crucial to economic vitality
• BRAC will likely be the biggest single component
  of regional growth for the foreseeable future
• Growth will open doors and present access to
  opportunities
• Implementation of BRAC will be key
• Quality of Life factors and their
  inter-relationships need to be better defined and
  managed

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Howard County BRAC Task Force
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Howard County BRAC Task Force
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Howard County BRAC Task Force
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Howard County BRAC Task Force
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Howard County BRAC Task Force
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Stimulate the Publics Interest to Maximize
Influence
2006 2007 2008 2009 2010
2011 2012 2013
Influence Box
Desired Community Interest
Planning Influence
Typical Community Interest
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Progress to Date

• Task Force Organization
• 150 Volunteers
• 11 Committees
• Community Presentations
• OEA Grants 1,400,000 to Anne Arundel County,
  Howard County and the City of Laurel. HC Share
• Regional Highway Corridor Study 450,000
• Regional Transit Study 250,000
• Social Services Impact and Transition Study
  242,000
• BRAC Staffing Support 179,000
• Regional Housing Impact Study 100,000

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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 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 as they arise.

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Agenda
Overview Infrastructure Commercial
Development Health Human Services Work Force
Development Education Public Safety Transportation
Next Steps
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Infrastructure and Commercial Development
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Findings Infrastructure

• Overall Howard County is well positioned to
  handle the requirements of BRAC / Fort Meade
  Growth
• Water and Waste Water Existing and planned
  capacity are adequate to support Water Sewer
  Master Plan growth through 2030.
• Storm Water
• Current regulations are adequate to provide storm
  water management for new development.
• Redevelopment of parcels will improve storm water
  and water quality per existing regulations.
• Solid Waste Existing arrangement expires in
  2012
• Energy Facilities, in general, are adequate to
  handle BRAC / Fort Meade Growth in Howard County.
• Telecommunications Facilities are adequate for
  anticipated growth

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Gap Analysis Water
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Gap Analysis Waste Water
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Findings Commercial Development

• Overall Howard County is well positioned to
  handle the requirements of BRAC / Fort Meade
  Growth
• Existing Inventory Howard County has over
  64,000,000 square feet of existing Commercial
  Real Estate and the potential capacity for an
  additional 35,680,000 square feet.
• Gross Absorption Commercial real estate
  absorption in Howard County averages 1,394,707
  square feet annually.
• BRAC Impact Could be as high as 1,072,000 SF
  over five years, working out to 214,400 square
  feet per year. This Equals about 1-½ of our
  current real estate inventory and 15 of annual
  absorption.

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Gap Analysis Commercial Development
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Actions / Way Ahead Infrastructure Commercial
Development

• Continue to track usage rates for water and waste
  water treatment
• Begin to explore new arrangements for solid waste
  disposal
• Continue to encourage re-development in Route 1
  corridor and other areas
• Track inventory, absorption and employment trends
  in key commercial product and geographic segments
  of the County as currently managed by HCEDA.
• Ensure that transportation systems and
  infrastructure continue to support key employment
  centers

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Opportunities Infrastructure Commercial
Development

• Redevelopment of parcels will improve storm water
  and water quality per existing regulations.
• Potential for waste-to-energy strategy in solid
  waste disposal and additional recycling.
• The proximity of the U. S. Route 1 corridor with
  Fort Meade will help propel the re-development of
  the Route 1 corridor
• Anticipated growth will generate opportunities
  for Green Building initiatives
• Additional redundancy and opportunities between
  Howard County and Anne Arundel County for water
  supply and waste water treatment

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Agenda
Overview Infrastructure Commercial
Development Health Human Services Work Force
Development Education Public Safety Transportation
Next Steps
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Health and Human Services
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Findings Actions
Findings
Actions

• Health human service delivery system is already
  at capacity for some services, without BRAC
• Higher-income BRAC workers likely to exacerbate
  Countys affordability issues, creating increased
  stress on low-income residents
• Integral relationships exist with workforce
  development, housing transportation
• Competition for workers and availability of
  transportation in and out of county are regional
  issues

• NEEDS ASSESSMENT Consultant(s), funded through
  OEA grant, will take closer look at capacity to
  meet needs of incoming BRAC families, with focus
  on services for children, seniors, and mental
  health
• PLANNING Citizen Services will hire planner
  (also through OEA grant) to support
  implementation of the HSMP and preparation for
  BRAC families

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Approach / Analysis

• Countys Human Service Master Plan (HSMP) used as
  framework
• Data obtained from following sources
• HEALTH CARE Howard County General Hospital,
  Health Dept
• CHILD CARE Howard County Child Care Resource
  Center, MCC/LOCATE (MSDE), Recreation Parks and
  Columbia Association waiting lists
• SENIOR CARE Howard County Office on Aging study
  of needs of seniors, County and State waiting
  lists
• MENTAL HEALTH CARE Maryland Dept of Health
  Mental Health
• Anecdotal information from committee community
  members

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Gaps / Shortfalls
Key Examples of Existing Gaps
Impact on Quality of Life
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Opportunities

• Look for innovative approaches to service
  delivery and ways to leverage current resources
• Healthy Howard model
• Increase collaboration among service areas
• HHS and Workforce Development
• Use BRAC as impetus to examine the long-term
  health of the human service sector

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The Road Ahead

• Re-examine the impact of County policies on
• The human service needs of County residents,
  particularly those who are economically
  disadvantaged and
• The capacity of service providers to meet the
  needs of incoming BRAC families as well as
  current residents
• Conduct salary survey of County, State, and
  non-profit employees to inform analysis and
  discussion of the future health of the human
  service sector

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Agenda
Overview Infrastructure Commercial
Development Health Human Services Work Force
Development Education Public Safety Transportation
Next Steps
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Work Force Development
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What is the Workforce Development System (WDS)?

• Mission Support the growth of the economy by
  anticipating and meeting the education, training,
  and employment needs of job seekers, current
  workers and employers
• Public and Private Participants
• One Stop Career Centers e.g., Columbia
  Workforce Center
• K-12 school systems
• Post secondary colleges and universities
• Training providers
• Recruitment agencies and organizations
• Job assistance and counseling centers
• Employers that provide internships, co-op
  programs and internal professional development
  programs

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Findings

• 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

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Gaps/ Shortfalls

• STEM. Professional / Technical employees
  especially in STEM and world languages
• Teachers. Howard County public schools and
  regional institutions of higher learning
• Mid and Entry-Level Workers. Healthcare, human
  services, trades, retail and hospitality
• In-County Undergraduate Programs. Limited to
  HCC, UMUC, and University of Phoenix
• Security Clearances. Lengthy process and not
  enough individuals
• Resource Information. Fragmented programs and
  resources

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Actions

• Regional WDS Awareness Campaign
• Inform employers and job seekers on WDS
  capabilities
• Support recruitment of potential interns and
  candidates for existing jobs
• Develop training/workshops to inform workforce
  about the clearance process
• Create a spouse employment assistance network
  (SEAN) within the Columbia Workforce Center
• Funding Advocate for full funding of existing
  state and federal workforce development programs
• Cooperative Efforts Expand / broaden the post
  secondary educational opportunities at the Laurel
  Higher Education Center
• HCPSS Integrate career pathway information --
  especially STEM -- beginning as early as grades 4
  8

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Opportunities/Next Steps

• 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

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Approach/Analysis

• State Reports. Analyzed State reports to
  determine impact on HC workforce and businesses
• BRAC Requirements. Reviewed BRAC employment
  requirements
• Survey. Informal survey of current Howard County
  businesses
• STEM Research. Reviewed local, state and
  national information related to STEM enrollments
  and instructional capacity
• Task Force Knowledge Base. Integrated
  information from task force members, other task
  force committees, and regional meetings

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Resources

• Used the following resources to develop findings
  and identify opportunities
• Maryland Department of Business and Economic
  Development 2005 Report, State of Maryland Impact
  Analysis 2006-2020
• Towson Universitys Report BRAC Government and
  Corporate Need for Workers with Security
  Clearances, June 15, 2006 report to DBED
• Educational Needs Assessment Supply and Demand
  of Educational Programs to Support the DOD BRAC
  Movements to Maryland. June, 2006
• Meeting the Higher Education Needs of BRAC
  Employees, MHEC
• Maryland Department of Business and Economic
  Development 2005 Report, State of Maryland Impact
  Analysis 2006-2020
• BRAC Activities Affecting the State of Maryland,
  March 11, 2006 Science Applications International
  Corporation
• Ft. Meade Growth Task Force, Plans and Analysis
  Committee Report, June, 2007
• A Meeting of the Minds White Paper, July, 2007
  report to Ft. Meade Alliance by Sage Policy Group
• Defense Media Activity Briefing, Oct 2007

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Agenda
Overview Infrastructure Commercial
Development Health Human Services Work Force
Development Education Public Safety Transportation
Next Steps
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Education
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Finding and Actions

• Actions
• Manage marginal effect with redistricting as
  necessary
• Manage through existing and planned capacity
• Develop High-Quality CTE programs in coordination
  with County Work Force Development Office and HCC
• Determine specific program needs for
  accommodation
• Develop welcome materials for HR staff at Ft.
  Meade
• Conduct transition activities to evaluate
  academic credit and emotional support
• Develop plan and metrics to demonstrate HCPSS
  support of parental participation
• Develop information campaign and individual
  tracking system

• Findings
• BRAC effect appears to be marginal
• Need to enhance CTE and Work Force Development
• Incongruity of School Programs
• Shortfall of Highly Qualified Teachers
• Increased need for comprehensive transition
  services
• High Parental involvement in education
• Shortfall in information availability
• Requirement for enhanced transfer procedures

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Approach/Analysis

• Mission. The Education Committees mission is to
  analyze the issues and reports presented by the
  Howard County BRAC Task Force (Phase I) and other
  pertinent data to determine the impact of Fort
  Meade growth on the Howard County Public School
  System.
• Report from the Requirements Committee dated
  April 9, 2007
• The Fort Meade Growth Issue Analysis Plan Draft
  Issue Dated April 23, 2007
• FRAC/Fort Meade Growth Plans and Analysis dated
  May 1, 2007
• Howard County Public School System Plan 2007
• Fort Meade Task Force Plans and Analysis
  Committee Memorandum, Subject Jobs and
  Household Estimates from Fort Meade Growth dated
  June 26, 2007
• Howard County Adequate Public Facility
  Ordinance/General Plan
• Objective. The Committees aim is to identify
  shortfalls and opportunities and provide
  recommendations to maintain the high educational
  opportunities for the citizens of Howard County.

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Gaps/Shortfalls

• Enhanced educational programs offering
  high-quality Career Technology Education Programs
  and Curriculum Pathways
• Capital requirements for accommodation of new
  programs
• Sufficient Highly Qualified Teachers
• Transitional Services
• Emotional Services
• Informational Services
• Parental Involvement
• Transfer Procedures

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Opportunities

• Development of Workforce Development Pathways and
  corresponding CTE Feeder Programs (K-20)
• Region Wide Curriculum Accommodation
• Increased Coordination between Development and
  School Capacity Projections
• New programs to accommodate transfer students
• Novel Approaches for the Recruitment and
  Retention of Highly Qualified Teachers
• Development of a Transitional Services Program
• Emotional Services
• Informational Services
• Parental Involvement
• Improvement in Transfer Procedures

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Next Steps/Way Ahead

• Refine the Assessments
• Determine an accurate count of additional school
  age children
• Project where the in-bound military and civilian
  personnel with children will live and attend
  school
• Work with the county LEAs to assess
  capitalization plans and the projected shortfall
  of teachers, classrooms and schools
• Coordinate requirements with state and federal
  agencies
• Provide projections and impacts to school
  districts/boards and regional neighbors 
• Develop Action Plans to capitalize on
  opportunities
• Develop Mitigation Plans to minimize impact of
  shortfalls

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Agenda
Overview Infrastructure Commercial
Development Health Human Services Work Force
Development Education Public Safety Transportation
Next Steps
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Public Safety
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Preliminary Findings

• Preparedness. Regional growth, combined with a
  changing regional security profile, requires and
  comprehensive re-examination of preparedness
• Gap Analysis. Further analysis will be required
  to identify specific gaps or shortfalls for
  police and emergency services in the areas of
  organizational capability, communications and
  emergency management technology, training and
  capital resources.

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Near Term Action Plan

• Address Four Key Issues
• Regional and Local Disaster Planning and
  Preparedness What range of emergencies should
  the public safety sector be prepared to address?
• Staffing and Response Times How should the
  Department of Fire Rescue (DFRS) and Police
  Department (PD) grow and/or restructure to handle
  new demands. The DFRS will consider, for example
  new fire stations, increased engine staffing,
  public education initiatives. The PD will
  consider additional patrol officers, a new
  police district, beat reconfigurations.
• Emergency Medical Care How should Howard County
  work with regional stakeholders to most
  effectively manage emergency room capacity,
  hospital surge, and EMS assets?
• Integrate Baltimore Region with the National
  Capital Region Should the Region be elevated
  from Tier II to Tier I by combining the Baltimore
  Region with the National Capital Region for
  emergency management purposes?

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Next Steps

• By end of 1Q 2008
• Refine issues and work plan
• Develop scenarios and optional responses
• Gather information and analyze options
• Continue to collaborate with counterparts in
  region
• Assess new requirements structures and resources
• Prepare progress review

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Agenda
Overview Infrastructure Commercial
Development Health Human Services Work Force
Development Education Public Safety Transportation
Next Steps
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Transportation
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Congestion is a Major Regional Concern
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Actions
Highways
Bus Service

• US-1/MD-175. Construct US 1/MD 175 Interchange.
• MD-175. Widen MD 175 between US1 and MD295.
• I-95. Add two HOV lanes.
• US-1. Expedite US1 improvements.

• Routes. Restructure and expand local and
  regional bus services, including express routes
  from strategically located park and ride lots.
• Incentives. Create fare incentives to and Ft.
  Meade parking disincentives.
• TOF. Develop a joint use Transit Operations
  Facility (TOF) at Fort Meade.

Rail Service
Funding

• MARC. Improve MARC frequency, reliability and
  scope of service.
• Green Line. Continue evaluating options to
  extend the Washington Metro Green Line.

• TTF. Support the Governors proposals to expand
  funding to Marylands Transportation Trust Fund
  (TTF).
• Regional Plan. Support the 2007 Baltimore
  Regional Transportation Plan.

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Next Steps / Way Ahead

• Priorities. Utilize the Office of Economic
  Adjustment (OEA) grant to prioritize
  transportation improvements.
• Technical Studies. Coordinate appropriate
  agencies (DPZ, DPW, SHA, MTA, BMC, etc.) to
  conduct engineering, right of way, fiscal and
  other technical studies to determine project
  feasibility and effectiveness.
• Funding. Lobby for funding to implement the most
  feasible and cost effective strategies.

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Next Steps
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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
• Child Day Care and Elderly Services

• MONITOR INDICATORS. Monitor key growth
  indicators 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 as they arise.

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Regional Growth Management Committee is the
Vehicle for Regional Collaboration
Executive Committee County, City Installation
Executives

• Regional Mgt. Team
• Coordinator
• Deputy Coordinator

Fort George G. Meade Regional Growth Management
Committee Executive/Mayor Representatives, NSA
Representative, DISA Representative, FGGM
Alliance President, Economic Development Reps,
Planning and Zoning Reps
Meade Coordination Zone Sub-Committee

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

Baltimore County
Carroll County
Howard County
Montgomery County
Anne Arundel County
Kent County
Baltimore City
City of Laurel
Prince Georges County
Fort Meade
Queen Ann County
Talbot County
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Regional Growth Committee Will Focus on the Meade
Coordination Zone
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Howard County Task Force Development Activity
Phases

• Phase II
• 150 Members
• 11 Ex-Officio
• 11 Committees
• Executive
• Plans and Analysis
• Lessons Learned
• Resource Partners
• Health Human Services
• Transportation
• Infrastructure
• Work Force Housing
• Work Force Development
• Public Safety
• Education

• Phase III
• 150 Members
• 11 Ex-Officio
• Address Critical Issues
• Align Organization
• Align Communications
• Extend to Region
• Monitor Sustain Implementation

• Initial Guidance
• Identify Impacts and Opportunities
• Evaluate ability to respond
• Develop Recommendations
• Develop sustain flow of actionable information

• Phase I
• 27 Members
• 11 Ex-Officio
• 3 Committees
• BRAC Requirements
• HC Requirements
• Resource Planning

July 06 Discovery
April 07 Development
Jan 08 Implementation
May 06 - June 06 Direction
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End