1. The Fort Meade Regional Growth Management Committee (RGMC) Working Within the Region To Transform Fort Meade Growth Impacts Into Opportunities November 2010

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

4. FORT MEADE REGIONAL GROWTH MANAGEMENT COMMITTEE (RGMC) 4

5. 5 Executive Committee County, City & Installation Executives Executive Committee County, City & Installation Executives Fort Meade Regional Growth Management Committee Fort Meade Regional Growth Management Committee Focus Areas Transportation Workforce EMS Family Support Focus Areas Transportation Workforce EMS Family Support Fort Meade Regional Growth Management Committee (RGMC) Regional Coordination Team Regional Coordination Team OEA Subcabinet MMIC Local Govt Committee State Staff OEA Subcabinet MMIC Local Govt Committee State Staff Baltimore County Baltimore County Baltimore City Baltimore City Carroll County Carroll County Howard County Howard County City of Laurel City of Laurel Montgomery County Montgomery County Prince George’s County Prince George’s County Anne Arundel County Anne Arundel County Fort Meade Queen Anne’s County Queen Anne’s County Talbot County Talbot County Non Governmental Organizations Non Governmental Organizations DISA DMA ADJ DISA DMA ADJ NSA Impacts & Opportunities Relevant & Actionable Information

6. FGGM Workforce – Geographic Distribution 6

7. FORT GEORGE G. MEADE 7

8. Fort George G. Meade Information –41,000 Military, Government Service civilian and contractor employees (4 th 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 8

9. 99 Growth Components Jobs on Ft Meade Jobs off Ft Meade Total Jobs Current Jobs on Fort Meade 40,000116,000156,000 BRAC5,800 13,50019,300 FGGM Organic Growth2,000 4,600 6,600 NSA6,680 1,620 8,300 Enhanced Use Lease 10,000 (10,000) Cyber Command Related 2,320 5,400 7,720 Total New Jobs 26,800 15,120 41,920 Total Jobs66,800131,120197,920 Fort Meade Drives Job Growth (07 through 15) KDM

10. Fort Meade Growth Impact on Jobs and Households 10

11. 11 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 Defense Information Systems Agency

12. 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. 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. 14 Fort George G. Meade Growth DISADISA ADJADJ NSA EUL NBPNBP 1 5 6 DMADMA CCCC NSA Expansion ASW 4 2 3 Barracks Upgrade-1 DINFOS Expansion-2 Admin Bldg Upgrade-3 Asymmetrical WF Upgrade-4 Wounded Warrior-5 902 MI Brigade-6

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. 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. 15

16. 16 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…….. Cyber Command Mission

17. Cyber Points 17 Cyber Points 17 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

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

19. Two-Part Transportation Strategy Limit 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 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 Establish agency-sponsored transportation demand management (TDM) program Address both short-term and long- term need / opportunity RGMC Transportation Strategy Transportation Management MOU

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

21. Key Projects for Completion by 2011 Total cost in the range of $45 - $90M 1.Widen MD-175 from MD-295 to Rockenbach Road ($6M - $50M) 2.Upgrade Rockenbach / Disney Intersections ($28M - $32M) 3.Build New Rockenbach Access Control Point ($7M – MILCON) 4.Upgrade Rockenbach / Cooper Intersection ($1.2M – MILCON) DISA Site Internal Project External Project

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 Concept Make 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. Subcontractors Major Defense Contractors Fort Meade Agencies Sub-Contractors Small Businesses Transparency BRAC Business Initiative (BBI) 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. 25

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 26

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 28 Jurisdiction/OrganizationPrimary Representative Anne Arundel CountyBob Leib (410-222-1227) Baltimore CitySteve Gondol (410-637-3750) Baltimore CountyBill Jones (410-887-5702) Carroll CountyLarry Twele (410-876-2450) Howard CountyKent Menser (410-313-6521) City of LaurelKristy Mills (301-725-5300) Montgomery CountyPhil Alperson (240-777-2595) Prince George’s CountyWanda Plumer (301-583-4608) Talbot CountyPaige Bethke (410-770-8058) Queen Ann’s CountyFaith Elliot-Rossing (410-758-4418) Fort George G. MeadeBill Wittman (301-677-3783) State of Maryland (Lt. Governor’s Office)Asuntha Chiang Smith (410-260-7370) State of Maryland (Department of Economic Development)Julie Woepke (443-324-0861) State of Maryland (Department of Transportation)Sean Massey (410-865-1283) State of Maryland (Department of Labor & Licensing)Jeryl Baker (410-290-2609) State of Maryland (Maryland Transportation Authority)Jerry Cichy (410-767-8352) State of Maryland (Highway Authority)Keith Kucharek (410-545-8792) Regional BRAC Office (Aberdeen Proving Ground)Karen Holt (410-273-5708) BWI Business PartnershipLinda Greene (410-859-1000) Baltimore Washington Corridor Chamber of CommerceWalt Townshend (301-725-4000) Fort Meade AllianceRosemary Budd (301-543-4531) Fort Meade Regional Growth Management Committee (Transportation Coordinator) Jean Friedberg (410-992-5050) Greater Baltimore CommitteeBob Hellauer (410-727-2820) Howard County ChamberPam Klahr (410-730-4111) West Anne Arundel County ChamberClaire Louder (410-672-3422)