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

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Howard County BRAC Task Force

Working Within the Region To Transform Fort Meade Growth Impacts Into Opportunities

May 2009

DISA HQ


Key points
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


Base Realignment and Closure (BRAC) In Maryland

Label with numbers

5 MD installations

gain new jobs!

Source: LGS Transportation Committee


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


Projected regional growth
Projected Regional Growth

Phased Growth of the 6 counties around

Fort Meade, no tsunami!



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


Fort meade growth generates opportunities
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


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


Growth in jobs on fort meade projected growth represents significant increase over current level

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


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





Disa concerns
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


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


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


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


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


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.


The big challenges
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


We wish

Transportation

Infrastructure

Health/Human

Services

Housing

Education

Federal Families

Work Force

Public Safety

We Wish!

Success


Our reality
Our Reality!

Education

Infrastructure

REGIONAL FORCES

Health & Human Services

Public Safety

Transportation

Affordable

Housing

Work Force

Development

Family

Support

23


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


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


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


Fort meade growth will generate new howard county jobs and households
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



MCZ – Gap in Capacity vs. Demand HouseholdsPlanned increases in highway capacity will not close gap

PRELIMINARY

Source: RGMC Staff Analysis


MCZ Driving Time HouseholdsDramatic increases in MCZ peak hour driving times can be offset by an aggressive demand management program

PRELIMINARY

Source: RGMC Staff Analysis


Workforce Distribution HouseholdsHeavily concentrated in a corridor running from Anne Arundel County, through Howard and Carroll Counties and into southern PA


Fort Meade Employee Distribution HouseholdsBRAC Agencies


Fggm workforce geographic distribution seven area jurisdictions home to 90 of total
FGGM Workforce – Geographic Distribution HouseholdsSeven area jurisdictions home to 90% of total


Fort meade traffic flow about 70 of fggm traffic arrives on md295s and md32e

30% Households

40%

20%

10% Plus

Fort Meade Traffic FlowAbout 70% of FGGM traffic arrives on MD295S and MD32E


Two-Pronged Strategy HouseholdsLimit 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


Get on the BRAC Information Distribution HouseholdsList Schedule Individual Discussion With Howard County BRAC OfficeSEND EMAIL [email protected] call410-313-6522


What disa buys
What DISA Buys Households

37



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