february 14, 2011 adc 2011 winter forum, san antonio

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February 14, 2011 ADC 2011 WINTER FORUM, SAN ANTONIO. Installation Innovation, Efficiency & Partnership. Tom Knight, Garrison Chief of Staff, Joint Base Lewis- McChord Dan Penrose, Project Manager, City of Lakewood. AGENDA. Overview of JBLM and Surrounding Communities - PowerPoint PPT Presentation

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  • February 14, 2011ADC 2011 WINTER FORUM, SAN ANTONIOTom Knight, Garrison Chief of Staff, Joint Base Lewis-McChordDan Penrose, Project Manager, City of LakewoodInstallation Innovation, Efficiency & Partnership

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    Overview of JBLM and Surrounding CommunitiesCommon Interests and ChallengesIncremental Development of a PartnershipThe Way AheadAGENDA

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    Joint Base Lewis-McChord

    Growth from ~23,000 to ~40,000 Service members from 2002-2010Transformation of Army & AF Units (Strykers, C17s)Training requirements now exceed infrastructure capabilitiesCompletely encroached, land & airBisected by I-5Emerging as a land and species sanctuaryTribal entities on the installationCompetition for local resourcesSurrounding Communities

    Local growth of almost 170,000 in 10 years17 separate communities ranging from small (~700) to large (~200,000) across two countiesSeven school districtsRegional employment market is retail and tech-orientedShared I-5 corridor both sustains and limits growth opportunitiesDeveloping tax baseOVERVIEW

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    Part of Seattle Tacoma-Olympia metropolitan region

    Bisected by Interstate 5

    JBLM 86,176 acres

    Yakima Training Center 323,651 acresJOINT BASE LEWIS-MCCHORD LOCATION

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    Washington State Growth Management Act (1990)Requires most counties and cities to formulate plans that align with 14 state goals.

    Establish urban growth areas to curb sprawl, protect resource lands & critical areas

    Buildable lands analyses, population and employment growth targets

    Consistent, Comprehensive, Concurrent

    Impact Fees (Optional)Military Growth is typically unknown and was not a part of GMAPLANNING CONTEXT IN WASHINGTON STATE

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    Interests

    Military readiness and preparednessEconomic benefits and developmentEnvironmental preservation & complianceMutual assistanceMitigating impacts of growthChallenges

    Ownership of, and contribution to common problemsDeveloping complimentary versus competitive retail marketsDual-use capabilitiesTransient military and tax expendituresUnforecasted growthMilitary training near urban areasClash of culturesWHAT BRINGS US TOGETHER?

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    Growth of the Puget Sound Regions footprint (parcels with development)Source: Urban Ecology Research Lab, Univ. of WA.

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    1980 Regional Population Density

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    1990 Regional Population Density

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    2000 Regional Population Density

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    2010 Regional Population Density

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    2020 Regional Population Density

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    2030 Regional Population Density

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    DEVELOPMENT OF A PARTNERSHIP:South Sound Military & Communities PartnershipRequired a champion - LakewoodNeeded some seed money and third party counsel OEABasic issues of common interest:HousingEconomic ImpactEducationHealthTransportationPlans & PoliciesPublic Utilities & InfrastructurePublic Safety & Emergency ServicesSocial ServicesQuality of Life Lessons Learned:Needed to formalizeInstallation as anchor, not as leadUnique & tailored organizationLeverage other existing modelsNeeds a small core group to planMust endure about more than growth

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    Formalize a flexible organizationElected officialsStaffing & contributionsWho has what role?StakeholdersOrganizational tempoBrandingProducing resultsSOUTH SOUND MILITARY & COMMUNITIES PARTNERSHIPThe Way Ahead

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    To foster effective communication, understanding, and mutual support by serving as the primary point of coordination for resolution of those issues which transcend the specific interests of the military and civilian communities of the Joint Base Lewis-McChord region.OUR MISSION:

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    WHAT IS THE TAKEAWAY?There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things that we know we don't know. But there are also unknown unknowns. There are things we don't know we don't know.(Sec. of Defense, Donald Rumsfeld, 2002)

    Be ready to implement!

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    Web Sites Growth Coordination Plan http://www.JBLM-growth.com/

    Contact Dan Penrose, City of Lakewood (253) 983-7772 dpenrose@cityoflakewood.us

    Tom Knight, Chief of Staff, Joint Base Garrison(253) 477-1005 thomas.knight@us.army.mil

    FOR MORE INFORMATION

    Joint Base Lewis-McChord Significant transformation & growth since 2003 Installation infrastructure developed for ~18k Soldiers through the 1990s Training requirements of organic units exceed local capabilities (maneuver and range areas, digital training, flight simulator, etc.); competition for roads, ports, airspace, bandwidth, etc. 2005 BRAC joint basing (unique installation with multi-Service mission elements on a power projection platform) Local Environment: Completely encroached with urban area Bisected by I5 Emerging as a land and species sanctuary Tribal entities on the Installation Reliance on local roads and ports Minimal military presence and prevailing attitudes in the region has contributed to co-existence versus embracing the military & partnerships

    Surrounding Communities Significant transformation & growth since 2000 17 communities ranging from small (~700) to large (~200k) across two counties Puget Sound employment defined by retail and tech I5 Corridor sustains and limits growth opportunities Developing tax base

    *Population of Washington State: 6,664,195Population of Seattle Tacoma Olympia CSA: 4,158,293

    Interests Readiness of the military Care of wounded warriors Economic benefits to the Region Preservation of endangered land and species Environmental compliance and conservation Mutual assistance agreements Development of public transportation Mitigating (mutual) growth impacts on: Traffic Education Access to and competition for medical care Land use Utilities and infrastructure Quality of life for all South Puget Sound residents Ensuring that Installation boundaries dont become cultural and developmental barriersChallenges Defining major contributors to traffic congestion, and determining who owns the solution to the problem Unanticipated development of competitive retail (AAFES and off post retailers) Potential dual-use capabilities (sports fields, potential movie theater, fuel stations, etc.) Municipal services provided to military (sales/property taxes dont compensate, high percentage of renters versus buyers) Mutual growth was unplanned and unanticipated Issues associated with urban areas and military training: noise, convoy movements, etc. Military culture in some ways not consistent with civilian population opinions and expectations* Mutual growth, common interests, and friction points brought us to this point Took a community champion to get it started (Lakewood) Required external funding, coaching, and guidance (OEA) No formal or informal organization existed prior to 2010 Currently based on basic issues of common interest: Housing Economic Impact Education Health Transportation Plans & Policies Public Utilities and Infrastructure Public Safety & Emergency Services Social Services Quality of Life Lessons Learned: The Installation may be the anchor for an organization, but it can not lead or drive the partnership Requires a unique, locally-tailored solution to create something which provides benefits for all stakeholders Still embryonic, and leveraging other existing military/community partnerships as modelsRequires a small core group to develop the organization For the future: must be about more than just growth that was just the sand to help stimulate the pearlRecommendation 1 - Formalize New Methods of CollaborationRecommendation 2 - Improve Access to InformationRecommendation 3 - Improve Access to Existing ServicesRecommendation 4 - Promote JBLM as a Center of Regional Economic SignificanceRecommendation 5 - Improve Support for Military Families Recommendation 6 - Improve Regional Mobility* Codifying the organizational structure Gaining agreement and participation of elected officials Establishing full time staffing pay to play! Define roles: Leading, voting, advisory, ex officio Engaging and enlisting stakeholders: Military Civic State & Tribal Federal Corporate Non Profit Setting an organizational tempo (monthly steering & quarterly review committee, and annual partnership meetings) Creating a process to identify and engage emerging issues of mutual interest or concern Branding the partnership and ensuring it is an enduring, contributing organization***