interim report to the governor and legislature … · proximity to washington, dc. although a...
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INTERIM REPORT TO THE GOVERNOR AND LEGISLATURE
FEDERAL FACILITIES ADVISORY BOARD
FEBRUARY 2011
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Table of Contents
LETTER FROM THE CHAIRMAN
Page
EXECUTIVE SUMMARY
Overview 4-5
Primary Recommendations 6-7
Priority Matrix - Examining the Needs of the State’s Federal Community 8-10
National Cyber Security Center of Excellence 11
I. FEDERAL FACILITIES ADVISORY BOARD BACKGROUND & ACTIVITIES
A. Mission 12
B. Organizational Structure 12
C. Plan of Action 12
D. Workgroup Development – Participant & State Priorities 12
E. Advisory Board Activities 12-13
F. Federal Administration Outreach 13
II. FFAB 2010-11 INITIATIVES 1.1. Cyber Security 14-16
2.1. Technology Commercialization/Research to Acquisition 16-18
3.1. Workforce Development/Education 18-19
4.1. Federal Contract Procurement 19-21
5.1. Infrastructure/Regulatory 21-22
APPENDIX
A. Cyber Assets Survey
B. Federal Workforce Needs Assessment Survey
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Letter from the Chairman
Dear Governor O’Malley,
On behalf of the Federal Facilities Advisory Board (FFAB), we would like to thank you for
the opportunity to assist the State in advancing its exemplary reputation as a leader in federal
business attraction, research and development and advanced technological innovation. Through our
collaboration with the Department of Business and Economic Development (DBED), we are focused
on strengthening the state’s relationship with Maryland’s thriving federal community.
On January 11, 2010, you entrusted the Board with assisting DBED with the development of
recommendations that will ultimately move the needle on federal expenditure growth in the State. As
a result, we have aggressively put forth a plan of action to identify and address deficiencies in
funding and human capital resources; innovative entrepreneurship and federal facility infrastructure
improvements. This process required continual coordination with DBED staff and reaching out to
other State agencies to learn how we could build an effective and sustainable partnership.
Because of this commitment, we have laid the foundation for State, and possibly, nationally
recognized initiatives in areas including cyber security, technology commercialization, federal
contract procurement, federal workforce development and infrastructure improvements. Our goal is
to maintain a steady course of action aimed at bridging the gap between the State, the federal
government and the business community.
The Governor’s Interim Report is an outline of the Board’s preliminary findings and will set
the framework for the Strategic Business Plan for Maryland’s Federal Facilities – a game plan for
guiding the State’s efforts in building sustainable partnerships with its federal community. This
report is slated for completion within the next 12 months.
Again, we appreciate your continued commitment to strengthening the State’s relationship
with its federal community. And although we have a long road ahead, we look forward to continuing
to build a long lasting relationship with the O’Malley-Brown Administration.
Sincerely,
Kevin F. Kelly, Chairman
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EXECUTIVE SUMMARY
Overview
Maryland’s relationship with the federal government is often attributed to its close
proximity to Washington, DC. Although a critical factor, the State’s strong federal community –
58 non-military and 18 military facilities - is also a direct result of its highly-skilled workforce
and a well-suited business environment for providing goods and services to federal agencies.
Over the years, the State aggressively set out to capture federal funding and federal job creation
opportunities. As a result, unprecedented steps were made towards positioning Maryland as a
hallmark for federal R&D and advanced technological innovation.
Maintaining Maryland’s relationship with the federal government is essential to
sustaining its federal community and growing the economy as a whole. For instance, in 2009, the
federal government expended $92.2 billion in the State, an increase from $77.9 billion in FY08
and $70.6 billion in FY07.
Table 1. Note: The total amount includes retirement/disability payments, grants, procurement contracts and
salary and wages.
On the procurement side, in FY09, total federal procurement dollars were $34.3 billion, a
significant increase from $25.6 billion in FY08. With procurement contracts making up the
largest share of federal expenditures, the State’s dependency on the long-term stability of federal
spending is evident. In FY09, Maryland procurement contracts rose by 34% over FY08. Ninety
percent of the increase was from the Department of Defense (DOD), Department of Homeland
Security (DHS), General Services Administration (GSA) and National Aeronautics and Space
Administration (NASA).
Maryland’s $8.8 billion increase from FY08 to FY09 was the 3rd
largest increase
nationally, following Virginia ($27.9 billion) and California ($17 billion). Also in FY09,
Maryland ranked 4th
in total procurement dollars received behind Virginia ($82 billion);
California ($69.1 billion) and Texas ($67 billion).
0
50
100
20072008
2009
$70.6 $77.9 $92.2
In B
illio
ns
Maryland Federal Government Total Expenditures
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2. Source – U.S. Census Bureau. Consolidated Federal Funds Report: Fiscal Year 2009
The State’s federal (military and non-military) workforce employed over 170,000
workers in 2009 with an average annual income of approximately $90,000. The Maryland
Department of Labor, Licensing and Regulation (DLLR) projects a 3% increase in federal
government employment between 2008 and 2018. This projection will be positively affected by
additional federal growth in-State resulting from new initiatives related to health care reform,
consumer protection guidelines, and federal requirements to consolidate and find new homes for
growing federal agencies.
According to Mission Maryland - Measuring Economic Impact of Maryland’s Military
Installations, a study conducted by the Jacob France Institute at the University of Baltimore, in
2008, seventeen military facilities generated a total of $36 billion in economic activity in the
State and created or supported more than 250,000 jobs. According to DLLR, in FY 2007, the
non-military facilities created $70 billion in economic activity.
Maryland’s economy is significantly strengthened by the federal government’s physical
presence in the State and the tremendous number of procurement and federal R&D opportunities
perfectly positioned for Maryland’s thriving community of innovation enterprises. The addition
of one federal agency to the Maryland economy will not only bring tax revenues and job
creation, but it will be the catalyst for economic development growth that will spawn countless
innovative business ventures, new technological discoveries, world-renowned research and
development opportunities and, more importantly, a better quality of life for Marylanders
throughout the State.
18.4
14.2
11.813.2
34.3
Federal Direct Expenditures or ObligationsState of Maryland 2009
Retirement/Disability
Direct Payments to Individuals and Others
Grants
Salaries/Wages
Procurement
In B
illio
ns
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Primary Recommendations
The following recommendations are initiatives that will require coordination with DBED
staff and other State agencies. Over the next several months, the Board will develop a
comprehensive strategy for implementing these recommendations.
Area of Importance Recommendations Tactic Status
Cyber Security Creation of the National
Cyber Security Center of
Excellence (NCCOE) at the
National Institute of
Standards and Technology
(NIST)
Develop and disseminate a white pager
to the O’Malley-Brown Administration
and the Maryland Congressional
Delegation for the creation of the
NCCOE
In process; Senate Appropriations
Committee approved $10M for the
creation of the center and $15M for
cyber research at NIST in calendar
year 2010. Final action to be
determined in the 112th
Congress.
Technology
Commercialization
Create a Statewide
Technology/Business Fair
Encourage federal laboratories to
highlight their innovation and
technology to the business community.
Invite federal laboratory employees to
participate and present their business
ideas to venture capitalists and
businesses in the region.
On-Going; the workgroup is
further developing the initiative.
Technology
Commercialization
Encourage State/Federal
Small Business Partnership
Leverage the State’s early seed funding
programs such as Maryland Industrial
Partnerships (MIPs) and the Maryland
Technology Development Corporation
(TEDCO), in partnership with Federal
Laboratory Small Business Innovation
Research (SBIR) Programs to support
startup corporations. Phase I SBIRs
could leverage MIPS or TEDCO
support.
On-Going; a tech transfer resource
manual has been developed to
evaluate current resources and
outline how to improve on and
create new programs.
Technology
Commercialization
Create a Federal Venture
Fund
Encourage and incentivize federal
employees to commercialize their ideas
in the state’s incubators. The federal
government should devote resources
that encourage employees to submit
patents and commercialize ideas.
On-Going; coordinating efforts
with University of Maryland
System.
Federal Procurement Develop a “Team Maryland”
Network & Mentoring
Program
The Network will be comprised of
business development professionals
from large, medium and small
Maryland-based companies who
market products or services to the
federal government. It will foster
cooperation between Maryland-based
companies by teaching small
companies best practices and providing
“teaming” opportunities that can
increase federal procurement
expenditures in the State.
Created; 46 companies have signed
up for the Network, including
Lockheed Martin, Northrop-
Grumman, ARINC, Smartronix,
ERT Corp, CSC and Raytheon.
The last planning meeting was held
on February 18, 2011.
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Federal Procurement Develop an online database
with procurement
opportunities specific to the
State of Maryland
The database will be available to
Maryland-based small, medium and
large companies. It will provide
opportunities for participants to “team”
on future projects and exchange leads,
tips, ask questions, etc.
On-Going; Coordinating with
Input.com on the design of
Maryland-only procurement
website.
Workforce
Development
Evaluate the federal
workforce needs for 15 of the
state’s largest and most well-
funded federal workforces.
Survey 15 agencies to better understand
their workforce needs and to develop a
plan for addressing workforce
deficiencies.
On-Going; Currently working to
finalize the survey.
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Priority – Examining the Needs of the State’s Federal Community
In January 2011, the Federal Facilities Advisory Board kicked off an aggressive federal
outreach initiative at the National Institute of Standards and Technology (NIST). Today, the
Board has toured and hosted roundtable discussions at five additional facilities – NASA, Ft.
Meade, SSA, NIH and FDA - with facility leaders, business and academic professionals and state
and federal congressional staff. The objective of the tours and roundtable discussions is to:
Understand and examine facility programs in areas including cyber security, technology
commercialization, federal contract procurement, federal workforce development and
infrastructure improvements.
Share best practices for addressing issues in the aforementioned areas and coordinate
efforts to work towards accomplishing the State and facility’s mission objectives.
Initiate the development of public-private partnerships.
Below is a chart outlining several key areas where facility leaders at each site requested
state assistance in accomplishing key mission objectives.
Federal Facility Request for Assistance Status
NIST Workforce Development – Encourage more
alignment between the academic institutions,
including, in particular, community college
infrastructure to make sure NIST is generating the
workforce development programs that are needed.
In July 2010, Senators Mikulski and Cardin
announced the award of two-year, competitive
community-based job training grants to
Hagerstown Community College and the Anne
Arundel Workforce Development Corporation
totaling nearly $7 million. Training will be focused
on in-demand jobs in the high growth fields of
cyber security and clean energy technology.
NIST Technology Commercialization – Develop a direct
working relationship between the State and NIST in
areas of technology development.
Work in progress; As part of the National
Cybersecurity Center of Excellence’s (NCCOE)
FFAB proposal, NIST, working in conjunction
with private industry, academic institutions and the
State, will provide support for the research,
development, evaluation, transfer (from and to
government) and commercialization of cyber
security technologies.
NIST Technology Commercialization – Create an area and
environment where the R&D community can
convene and interact with NIST.
Work in progress; As part of the NCCOE’s
proposal, the Center will provide the necessary
resources for the solicitation of research and
development proposals for cyber technology;
establish a formal body to review research and
development proposals and advocate for funding
through the Federal resources allocation process
for deserving proposals.
NASA Infrastructure – Create a “destination of choice” in Work in progress; Fundraising strategy for the new
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Maryland to attract visitors and inspire the next
generation by assisting as needed on the
development of the Science, Education and
Exploration Center (SEEC), a state-of-the-art venue
attracting 500,000 students, educators and visitors
per year. The SEEC will be located near or on the
Goddard campus to connect SEEC’s visitors to
Goddard’s world-class people, facilities and
capabilities.
Center in formulation.
NASA Infrastructure – Collaborate with NASA on the
implementation of the Goddard Master Plan. NASA
was charged with developing a more modern,
efficient, and environmentally-friendly Goddard that
is an asset and good neighbor to the surrounding
community.
Work in progress; State exploring a formal
partnership with NASA that is complimentary to
that recently announced by NASA and the State of
Colorado.
NASA Infrastructure – Assist Goddard in encouraging
private industry to utilize the facility.
Work in progress; State exploring a formal
partnership with NASA that is complimentary to
that recently announced by NASA and the State of
Colorado to help address this issue.
Social Security
Administration
Infrastructure – Assist where needed in SSA’s
current initiative to replace aging infrastructure,
including the National Computer Center (NCC), and
finding space for 1,700 employees who will not fit
on the current campus.
FFAB coordinated a meeting between U.S.
Senator Ben Cardin; GSA Regional Commissioner
Rob Hewell; SSA Commissioner Michael Astrue
and Baltimore County Executive Jim Smith to
discuss location selection for the NCC. There were
two sites selected – Johnnycake Road in Baltimore
and Urbana in Frederick. GSA selected the Urbana
site.
Social Security
Administration
Workforce Development – Continue to prepare the
Maryland workforce for federal agency employment.
SSA seeks to hire talented individuals to fill existing
and future positions, particularly those vacated by
retiring agency workers.
Work in progress; The workforce
development/education workgroup has developed
a workforce needs assessment survey. Fifteen
federal agencies were identified to participate in
the initiative. Final results will be available during
the next 3 – 6 months.
National Institute of
Health
Federal Contract Procurement – Develop partnering
opportunities in areas including minority business
development and federal procurement initiatives.
Work in progress; Governor’s Office of Minority
Affairs (GOMA) is scheduled to meet with NIH’s
procurement director on February 24th
to discuss
minority business development and procurement
opportunities. Also, NIH participated in DBED’s
Contract Connections event in December
National Institutes of
Health
Technology Commercialization – Develop
partnering opportunities surrounding two programs -
Small Business Innovative Research (SBIR) and
Cooperative Research and Development Agreements
(CRADA).
Work in progress; DBED is coordinating a
meeting with NIH and the Life Sciences Advisory
Board (LSAB). A request was submitted to NIH’s
director Dr. Collin for a formal presentation to the
Board during first quarter 2011.
National Institutes of
Health
Workforce Development – Develop partnering
opportunities with the Maryland Business
Roundtable for Education (MBRE) on STEM
initiatives.
June Streckfus, MBRE Executive Director will
coordinate with NIH on future opportunities to
partner on STEM initiatives.
Food and Drug Infrastructure – FDA is running out of space for Work in progress; FFAB made a request for a
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Administration employees on the White Oak campus. This includes
2-3,000 new employees expected for the tobacco
products center and medical counter-measure
initiative. FDA sent a letter to GSA requesting their
approval to move forward with the next phase of the
renovation in order to address the issue.
letter of support from the Maryland Congressional
Delegation to the Governor’s office in December
2010.
Food and Drug
Administration
Infrastructure – Reduce the footprint of people on the
campus by using “hoteling” the practice of providing
office space to employees on an as-needed rather
than on the traditional, constantly reserved basis.
This reduces the amount of physical space that an
enterprise needs, lowering overhead cost while
ensuring that every worker can access office
resources when necessary. In order to do this, FDA
will need to find adequate space either on the current
campus or in leased space in the surrounding area.
Work in progress; Devising strategy with DBED
on the best approaches to tackle future workforce
and space needs with a plan of action anticipated
by the summer of 2011.
Food and Drug
Administration
Infrastructure – Decrease cars on the road by
working with the State to address the lack of public
transportation in the area.
Work in progress; Devising strategy with DBED
on best approaches to tackle future workforce and
space needs; plan of action anticipated by the
summer of 2011.
Food and Drug
Administration
Technology Commercialization – Develop a public-
private partnership.
Work in progress; Currently, the Tech Transfer
workgroup is considering the development of a
State-sponsored technology fair.
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National Cyber Security Center of Excellence – Setting the Standards for Information
Assurance
The Federal Facilities Advisory Board’s first accomplishment came as the result of its
collaboration with DBED on the implementation of the CyberMaryland report recommendations.
In response to the first recommendation – Establish a National Center of Excellence for Cyber
Security – the Cyber Security workgroup, led by James W. Sheaffer, President, Computer
Sciences Corporation - North American Public Sector, presented a white-pager to Governor
O’Malley and the Maryland Congressional Delegation for the creation of a federally - recognized
National Cyber Security Center of Excellence (NCCOE). The center will be located at the
National Institute of Standards and Technology (NIST) in Gaithersburg, Maryland.
Working closely with Governor O’Malley and U.S. Senator Barbara Mikulski, the
initiative passed the Senate Appropriation Committee in July 2010. If approved, it will provide
$10 million to NIST for the establishment of the center and $15 million for research on emerging
cyber security technologies and threats.
The NCCOE will bridge the gap between the public and private sectors and provide
companies with a central hub charged with developing, evaluating and transferring technology. It
will provide support in the following areas:
Tech Transfer – Support for the research, development, evaluation, transfer (from and to
government), and commercialization of cyber security technologies by private
companies, associations, state governments, and academic institutions.
Research & Development – Solicit research and development proposals for cyber
technology; establish a formal body to review research and development proposals and
advocate for funding for deserving proposals through the Federal resources allocation
process.
Information Clearinghouse – Conduct symposia, colloquia, and conferences to explore
cyber security needs that can be addressed by public- and private-sector cyber security
stakeholders; as well as develop and promote information and knowledge-sharing
initiatives among public- and private-sector cyber security stakeholders.
Workforce Development – Support the development of educational requirements for
cyber security and recommendations for cyber security curricula and courses of study.
Testing and certification – Leverage NIST's current work in development of standards
and metrics to drive, measure, and test cyber security technology, serving as a
clearinghouse for test data.
In January, Governor O’Malley launched CyberMaryland, an aggressive strategic plan
that highlights the State’s key role in supporting President Obama’s national cyber initiative;
positions the State as the nation’s epicenter for cyber security and builds on the already enviable
information technology assets that call Maryland home. Led by the DBED, CyberMaryland
incorporated both in-depth research and guidance from more than 50 public and private sector
information technology and cyber security experts in formulating priorities, recommendations
and strategies for Maryland’s cyber security industry.
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I. FEDERAL FACILITIES ADVISORY BOARD BACKGROUND & ACTIVITIES
A. MISSION
To foster greater interaction and collaboration between the State of Maryland, federal facilities
and private companies; to support and strengthen federal mission objectives and to enhance
business opportunities for Maryland companies.
B. ORGANIZATIONAL STRUCTURE
The 19-member Federal Facilities Advisory Board (FFAB) provides a comprehensive evaluation
of key areas that are important to making Maryland’s federal institutions a critical growth
industry in the State. This includes cyber security, technology commercialization/research to
acquisition, workforce development/education, federal procurement, infrastructure/regulation
and federal administration outreach initiatives. Workgroups focused on the aforementioned
areas work towards developing the framework for the Strategic Business Plan for Maryland’s
Federal Facilities – a game plan for guiding the State’s efforts in building sustainable
partnerships with its federal community.
C. PLAN OF ACTION
The first step to creating an effective plan was the development of the FFAB Plan of Action - an
outline of critical issues affecting the federal community and practical approaches to addressing
these issues. The Plan of Action provided the groundwork necessary to assist each workgroup in
developing a scope of work to be further developed over the next 12 months.
Primary Deliverables:
Submit Interim Report to the Governor
Develop Strategic Business Plan for Maryland’s Federal Facilities by January 2012.
D. WORKGROUP DEVELOPMENT: PARTICIPANT & STATE PRIORITIES
Workgroups were formed to address critical issues and gaps in resources and performance. In
addition, workgroups were charged with developing a suitable course of action in the following
areas: cyber security, technology commercialization/research to acquisition, workforce
development/education, federal procurement, infrastructure/regulation. Members were surveyed
to determine their collective recommendation for the State’s federal priorities. As a result of the
survey, 43% of the respondents recommended that the State focus primarily on technology
commercialization/research to acquisition and workforce development/education. These
areas of concentration were followed by cyber security, infrastructure/regulation and federal
contract procurement, respectively.
E. ADVISORY BOARD ACTIVITIES
Since January 2010, the newly established Federal Facilities Advisory Board has made
significant steps toward assisting the State’s efforts in strengthening federal mission objectives
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and enhancing federal business opportunities for Maryland companies. The expertise of the 19
member Board has provided valuable information and insight on key areas of importance.
Over the last twelve months:
The Board has held six working meetings (January, March, May, July, October and
December) and met with the following State and quasi-government agencies to discuss
how the State is currently interfacing with the federal government:
o Department of Business of Economic Development (DBED)
o Department of Transportation & State Highway Administration (MDOT/SHA)
o Department of Environment (MDE)
o Maryland Higher Education Committee (MHEC)
o Department of Planning (MDP)
o Department of Labor, Licensing and Regulation (DLLR)
o Maryland Technology Development Corporation (TEDCO)
o Maryland Business Roundtable for Education (MBRE)
The Board toured and participated in roundtable discussions at six federal facilities:
o National Institute of Standards and Technology (NIST)
o NASA Goddard Space Flight Center
o Fort Meade
o Social Security Administration
o National Institutes of Health
o Food and Drug Administration
F. FEDERAL ADMINISTRATION OUTREACH
A critical part of the FFAB’s mission is assisting the State in fostering greater interaction and
collaboration with its’ federal community. As outlined in the Board’s Plan of Action, the
members developed an outreach initiative that required the coordination of facility tours and
roundtable discussions between federal agency leaders, board members, state elected officials,
surrounding county executives and local business and education leaders.
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II. FFAB 2010-11 INITIATIVES
1.1. CYBER SECURITY WORKGROUP James Sheaffer, President, CSC, North American Public Sector, Workgroup Leader Dr. Lloyd B. Minor, Provost and Senior Vice President, The Johns Hopkins University James Pitts, Corporate Vice President, Northrop Grumman Belkis Leong-Hong, President/CEO, Knowledge Advantage, Inc.
Goal. Collaborate with DBED to implement CyberMaryland recommendations, including:
Marketing the State as the National Epicenter of Cyber Security by developing initiatives
to strengthen the cyber brand and cataloging current assets and growth opportunities;
Implementing an economic development strategy by developing public-private
partnerships to address barriers to business growth;
Assisting in the development of economic development initiatives aimed at attracting and
retaining cyber security businesses in the State.
Strategy. To generate a recommended action plan regarding the creation of a National Cyber
Security Center of Excellence and to create and implement a survey of Maryland businesses to
establish a baseline of the cyber security services and assets that are currently available in
Maryland.
WHITE PAPER: NATIONAL CYBER SECURITY CENTER OF EXCELLENCE | PLAN OF ACTION
Concept Description
o Idea # 1: Recommend the creation of the National Cyber Security Center of
Excellence (NCCOE)
The NCCOE will be located at the National Institute of Standards and Technology
(NIST) in Gaithersburg, Maryland.
Benefits o Tech Transfer – Support for the research, development, evaluation, transfer
(from and to government), and commercialization of cyber security technologies
by private companies, associations, state governments, and academic institutions.
o R&D – Solicit research and development proposals for cyber technology;
establish a formal body to review research and development proposals and
advocate for funding for deserving proposals through the Federal resources
allocation process.
o Information Clearinghouse – Conduct symposia, colloquia, and conferences to
explore cyber security needs that can be addressed by public- and private-sector
cyber security stakeholders; as well as develop and promote information and
knowledge-sharing initiatives among public- and private-sector cyber security
stakeholders.
o Workforce Development – Support the development of educational requirements
for cyber security and recommendations for cyber security curricula and courses
of study.
o Testing and certification – Leverage NIST's current work in development of
standards and metrics to drive, measure, and test cyber security technology,
serving as a clearinghouse for test data.
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Development Process
o The FFAB Cyber Security Workgroup prepared a white paper designed to
influence state and federal action toward the establishment of the National Cyber
Center of Excellence.
o Delivered the white paper to Governor O’Malley in June 2010.
Outcome/Next Steps
o On July 29, 2010, U.S. Senator Barbara A. Mikulski (D-Md.) and Governor
Martin O’Malley announced the first step in the creation of a National Cyber
Security Center for Excellence (NCCOE). Senator Mikulski, Chairwoman of the
Senate Commerce, Justice and Science (CJS) Appropriations Subcommittee,
confirmed that this year’s CJS bill will include $10 million for the National
Institutes of Standards and Technology (NIST), to develop the NCCOE. The bill
also includes $15 million for NIST to conduct research on emerging cyber
security technologies and threats. Final action to be determined in the 112th
Congress.
ASSESSING THE CYBER SECURITY INDUSTRY | CYBER SECURITY ASSET SURVEY
Concept Description o Develop a survey to be distributed to businesses throughout Maryland which will:
Assess the cyber security industry and catalogue the work being
performed throughout the State.
Identify the baseline of what cyber security services are being provided
and what is available to be provided beyond that baseline.
Promote cyber security tech transfer and commercialization (Priority 2 of
the CyberMaryland Report)
Encourage research/collaboration from the results.
Benefits o Visibility into the needs and provisions of Maryland businesses and future
requirements for successful operation (Priority 10 of the CyberMaryland Report).
o Provides ability to analyze where gaps exist and where the State can assist
business growth (Priority 5 of the CyberMaryland Report).
o Promotes understanding of workforce requirements and allow educational
initiatives to align (Priority 4 of the CyberMaryland report).
Development Process o Cyber committee representatives have worked directly with Patrick Tonui at
DBED to develop the survey.
o Developed several draft surveys, received feedback from key individuals in
DBED regarding the content of the survey.
o Designed the survey online through DBED’s account on surveymonkey.com.
Outcome/Next steps
O On June 22, 2010 the Cyber Assets Survey (see Appendix A) started collecting
responses. It was circulated to hundreds of Maryland IT companies through the
Cyber Maryland Blog (found on the ChooseMaryland.org website); state-wide
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businesses, innovative incubator and regional technology council affiliates. The
results will be included in the Board’s final report.
2.1. TECHNOLOGY COMMERCIALIZATION | RESEARCH TO ACQUISITION WORKGROUP Dr. Ray O. Johnson, Senior Vice President and CTO, Lockheed Martin Corporation, Workgroup Leader
Dr. Larry Arthur, President, SAIC – Frederick, Associated Director, AIDS Vaccine Program
Dr. Richard Roca, Director Emeritus, The Johns Hopkins University Applied Physics Lab
Dr. Darryll Pines, Farvardin Professor and Dean, A. James Clark, School of Engineering, University of Maryland
Goal. Work with area research institutions, universities/colleges and the private sector to develop
a strategy for connecting researchers with federal and State resources and funding opportunities
to aid new business development.
Recommend practical steps to improving the success rate of new business development
by identifying programs aimed at bridging the gap between researchers, the State and
federal government;
Evaluate existing funding programs and new funding opportunities;
Review patent and licensing requirements and recommend steps to help streamline
processes;
Recommend improving the coordination of federally sponsored research with acquisition
activities at Maryland based federal facilities.
Strategy. The Workgroup believes that the pathway to increased technology commercialization
involves better connections between academia and industry working in a partnership to secure
additional federal and state research and development funds. Many of today’s most challenging
global problems require both invention and innovation. Invention is strongly supported by
academic institutions and innovation is best supported by industry. Additionally, federal and
state resources must be increased to fund the invention-to-innovation process.
It is the experience of several members of the Workgroup that commercialization usually
falters on the business side, not on the technical side. For this reason, it is important to be
innovative in all aspects of the business model, not just in the technology component. This
innovation, in all aspects of the business model, requires every component of the business model
to participate in the innovation process (e.g., legal, finance, business development, contracts,
etc.)
INVENTION-TO-INNOVATION | IMPROVING THE SUCCESS RATE OF NEW BUSINESS
DEVELOPMENT
Workgroup Observations
o The innovator is often captured by his or her invention and is oblivious to the
applications that potential users really care about. On the surface, the innovator is
aware of applications, but when one digs, one often finds that the innovator has
cast the application to fit the technology and has ignored real-life constraints such
as the operational aspects.
o Absent an infrastructure to support innovation, such as that which exists in Silicon
Valley, innovators can often do well enough to survive, but only barely do so. The
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State must be willing to make much larger investments if the results are to be
thousands of jobs created.
o Breakthrough innovations seem to be rare and more anecdotal than planned. As in
a baseball game, there are more outs than hits, and more hits than homeruns.
Unfortunately, all too often, nurturing homeruns doesn’t seem repeatable. How
many programs have repeat megahits versus one?
o Another trap is that the technology transfer operatives get caught up in the
excitement of business planning and negotiation and forget their purpose. If they
are not careful, they can focus on the excitement of negotiations and business set-
up and forget the underlying purpose of successfully launching an enterprise.
Concept Description
o Idea # 1: Create a DBED Statewide Technology/Business Fair
Encourage federal laboratories to highlight their innovation and technology to the
greater business community. In addition, invite federal laboratory employees to
participate and present their business ideas to venture capitalists and businesses in
the region.
o Idea # 2: Encourage State/Federal Small Business Partnership Leverage the State’s early seed funding programs such as MIPs, TEDCO, and
others in partnership with Federal Laboratory SBIR Programs to ensure that
startup corporations are able to transition beyond the valley of death. Phase I
SBIRs could leverage MIPS or TEDCO support.
o Idea # 3: Federal Venture Fund Encourage and incentivize federal employees to commercialize their ideas in the
state’s incubators. The federal government should devote resources that
encourage employees to submit patents and commercialize ideas. A federal
venture fund would be one way to incentivize employees to launch businesses in
the State of Maryland.
Benefits
o The benefits of increased technology commercialization to the State are more jobs
and increased revenue. Additionally, as technology is commercialized to develop
solutions to global problems, Maryland is increasingly seen as a technology
innovator and leader.
Development Process
o The Workgroup will review the following technology commercialization entities
to support the development of lessons learned, findings, and recommendations:
Maryland Department of Business and Economic Development (DBED)
Technology Development Corporation (TEDCO)
Maryland Biotechnology Center
Maryland Technology Institute (MTECH)
Maryland Industrial Partnership Program (MIPS)
Manufacturing Advancement Program (UMMAP)
Venture Accelerator
TAP Incubator & Other State-Based Incubators
State-Based Funding Programs for Small Businesses
Maryland Venture Fund
Outcome/Next Steps
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o The Workgroup has started the collection of best/worst practices data from
organizations including TEDCO. In the coming months, DBED will work with
the group to further develop the aforementioned ideas and to design an effective
approach to tech transfer.
o The workgroup has developed a tech transfer resource manual.
3.1. FEDERAL WORKFORCE DEVELOPMENT | EDUCATION WORKGROUP Dr. Natalie Eddington, Dean, University of Maryland School of Pharmacy, Workgroup Leader
Douglas L. Britt, President & Chief Operating Officer, Dynamac Corporation
Jingli Yang, CEO, ERT, Inc
Goal. Assess internal and external factors affecting workforce development to include the
attraction of new talent and the sustainability of the State’s highly-skilled, highly-educated
federal workforce.
Identify federal workforce barriers to growth and conduct comprehensive needs analyses
for key industries;
Develop public-private partnerships aimed at preparing Maryland workers for federal
jobs;
Work with four year colleges/universities, community colleges and other programs (i.e.
P-20 Leadership Council) to develop pathways to success for Maryland students.
Strategy. The Workforce workgroup is focused on collecting and analyzing information on the
federal, state and private industry workforce to ensure the alignment of the needs of the
expanding workforce with the education/career pathways and programs supported by the State’s
academic and training programs and institutions.
FEDERAL WORKFORCE NEEDS ANALYSIS | SURVEY AND EVALUATION
Concept Description
o The Workgroup will survey the top 15 federal agency employers in the State. The
survey data to be collected from the agencies will include, but is not limited, to the
following:
Geographical barriers to the state and the government agency
Economic issues (to attract new talent) i.e. environment, school system, tax
status, health care benefits, etc.
Education issues (workforce preparedness, skills levels)
Current and future needs of a highly skilled workforce
Required skill sets
Use of and current/future needs of contractors with certain skill sets
Identification and data collection from contractor organizations that support
the mission of the federal facilities
Turnover rates of employees in the federal facilities
Benefits
o The Workforce Development/Education Workgroup will provide the following
deliverables:
Develop comprehensive needs analyses for key industries
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Identify barriers and recommend methods to grow the federal workforce
Develop workforce training initiatives for prospective workers at each level
(high school, college, etc)
o This information will guide and inform growth in the following areas:
Types of new workforce demand trends required to support the expanding
workforce
Types of academic/training programs, degrees and or certificate programs to
support the growing workforce needs
Public-private partnerships to support workforce development
Best practices from federal facilities or private industries that foster academic
preparedness, or on-the-job training
Development Process
o A survey incorporating questions related to the concept stated above has been
developed by the workgroup which will be sent out to the top 15 federal facilities
in the State (see Appendix B)
Outcome/Next Steps
o The Workgroup will be sending the survey within the next few weeks.
o The group will also collaborate with existing State education and workforce
development programs including the Maryland Business Roundtable for
Education, the Governor’s Workforce Investment Board and the Maryland Higher
Education Commission to determine the best course of action.
4.1. FEDERAL CONTRACT PROCUREMENT WORKGROUP John Belcher, Chairman & CEO, ARINC, Workgroup Leader
John C. Parris, Chief Executive Officer, Smartronix, Inc.
Charles H. Atwell, President, Innovative Business Interiors, Inc.
Goal. Develop initiatives to increase federal procurement expenditures in the State. Procurement
contracts, which totaled $34 billion in FFY 2009, are both the largest category of federal
expenditures in the State and the most volatile.
Develop initiatives to increase federal procurement expenditures in the State;
Identify the State’s federal procurement resources and develop a plan to make these
resources more readily available;
Identify methods of better positioning Maryland businesses, especially small and
minority businesses, for procurement opportunities.
Strategy. The Federal Contract Procurement Workgroup will develop an action plan to increase
and improve the total federal contract procured by Maryland companies.
TEAM MARYLAND NETWORK | BUILDING ALLIANCES TO SECURE FEDERAL
PROCUREMENT GROWTH
Concept Description
o Idea # 1: Develop a “Team Maryland” Network
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The Network will be comprised of business development professionals from
large, medium and small Maryland-based companies who market products or
services to the federal government.
o Idea # 2: Create a Team Maryland Mentoring Program The Program will foster cooperation between large and small Maryland-based
companies:
Teaches small companies best practices in competing for federal
opportunities.
Provides small companies with access to opportunities.
Encourages teaming amongst Maryland companies before looking outside
State.
Develops State backed financial incentives to encourage Mentoring and Team
Maryland activities.
o Idea # 3: Develop an online database with procurement opportunities specific
to the State of Maryland The database will be available to Maryland-based small, medium and large
companies. It will provide opportunities for participants to team on future projects
and exchange leads, tips, ask questions, etc.
Benefits
o Provide visibility into the size of the federal procurement opportunity within
Maryland.
o Leverage current resources within the State and business community to increase
success rate.
o Provide new opportunities for small companies to learn, work and grow through
new relationships with established medium and large companies operating in this
market.
Development Process
o To develop a “Team Maryland” network of business development professionals,
the Federal Procurement Workgroup:
Utilized the initial FFAB Member roster to build the foundation for the group.
Initial members will be tasked with identifying three additional members.
DBED will assist in identifying gaps in procurement opportunities from the
State’s perspective.
o To develop the online database specific to Team Maryland, the Workgroup and
DBED staff has:
Met with Input.com representatives to discuss the development of the
database. Input.com is an on-line database that provides comprehensive,
online market intelligence information and tools, coupled with personalized
research and industry analysis, to help companies find, strategize, bid, and win
federal, state and local government business.
Outcome/Next Steps
o On August 26, Input.com made a formal presentation to the Federal Procurement
Workgroup and DBED staff. The company is now preparing material on ways to
create a cost-effective database that will be available to companies within the
State.
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o On September 29, 2010, Team Maryland held its first meeting at the World Trade
Center. The following companies participated– ARINC, Space Telescope Science
Institute, CSC, Dynamac Corp., Northrop Grumman, Smartronix, ERT Corp. and
Lockheed Martin.
o The next meeting was held on February 18, 2011 at the UMBC TechCenter.
5.1: INFRASTRUCTURE/ REGULATORY WORKGROUP Tom Sadowski, President & CEO, Economic Alliance of Greater Baltimore, Workgroup Leader
Martin T. Neat, President, First Shore Federal Savings and Loan Association
Matt Mountain, Director, Space Telescope Science Institute
Goal. Identify and address infrastructure needs to developing a federal community that is
economically and structurally viable.
Identify land-use and environmental challenges on a county-by-county basis;
Work with the appropriate agency to develop ways to address issues relating to critical
infrastructure needs including transportation and technology;
Identify defense and non-defense growth-impacted communities and growth-related
projects;
Identify permitting and regulatory hindrances to major project development and
recommend steps to address each issue.
Strategy. The work of this group will address the following core areas:
Roads
Public Transportation
Water & sewer
Power grid access/ power adequacy, cost and redundancy
Communications/fiber/broadband
Improvement of building conditions and “greening” of Maryland’s federal facilities and
installations
Permitting and Regulation
FEDERAL PROJECTS | NEEDS ASSESSMENT AND INVENTORY
Concept Description
o The Infrastructure Work Group will study and offer potential solutions to existing
needs related to:
Immediate road improvements
Immediate to short-term need for improvement and expansion of utility
service capacity
Enhanced public transportation network and related services
Lack of federal, state and local funding for capital and service improvements
Benefit
o To promote future adequacy and improvement of said infrastructure serving
Maryland’s critical Federal Facilities.
Development Process
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o Issue Requests for Information (RFIs) to Maryland’s Federal Facilities, BRAC
Sub-Cabinet and the local communities and utility providers serving them. The
RFIs will be the mechanism by which to answer questions relative to:
Adequacy of service to the subject facility(s)
Plans for improvement
Timing of desired or necessary improvements
Funding availability, source and scheduled allocation of funds
Legislative action required AND/OR any difficulty or barriers to execution of
the required improvements.
Outcome/Next Steps
o The Infrastructure Workgroup will work with the appropriate State agencies to
coordinate and implement the initiative.
FEDERAL PROJECTS | FUNDING OPPORTUNITIES
Concept o The Infrastructure Work Group will work on identifying traditional and non-
traditional funding opportunities such as public-private partnerships.
Benefits
o The ultimate goal is to increase access to funds earmarked for infrastructure
improvements.
Development Process
o Encourage structural changes to federal, state or local programs to include:
The Defense Access Road (DAR) Program - provides a means for the military
to pay their fair share of the cost of public highway improvements necessary
to mitigate an unusual impact of a defense activity.
Federal Highway Bill
Green and/or energy conservation funding sources or financing mechanisms
Enhanced Use Leasing
Special Taxing Districts or Tax Increment Financing initiatives
Transit Oriented Development (TOD) projects
Outcome/Next Steps
o Work with DBED’s Office of Military and Federal Affairs (OMFA) to identify
gaps in funding opportunities and to develop a strategic plan of action.
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APPENDIX
A. Cyber Assets Survey
B. Federal Workforce Needs Assessment Survey