Baltimore County, Maryland Department of...

Baltimore County, Maryland

Department of Economic Development

S T R AT E G I C O P E R AT I O N S P L A N 2012 v.1.0

105 West Chesapeake Avenue Suite 300 | Towson, Maryland 21204 | 410-887-8000

[email protected] | www.baltimorecountymd.gov/business

STRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLANTable of Contents

Message from the County Executive 3 Part II – Collaborative Problem-Solving to Help Business Succeed • Start Ups, Scale Up and Sustained Growth 30

Executive Director’s Perspective 4• Strategic Focus on High Employment Clusters 34

Introduction: New Challenges Dictate a New Approach 5 • Corporate Operations Centers / Shared Services 35

Highlights of Program Efforts and New Initiatives 8 • Federal Agencies and Contractors 38

• Healthcare 41Strategic Operations Plan Framework 10 • Information Technology 43

Part I – Targeted Investments to Improve the Business Climate • Manufacturing 46• • Port-related Industries, Logistics and Distribution Centers 49Strategic Focus: Nine Business Investment Areas 11

• Economic Development Key Contacts 52UMBC – Southwest 12• In Brief...Why Baltimore County 53Federal Center at Woodlawn 14• Liberty Road Corridor 16• Owings Mills 18• Hunt Valley – I-83 20 • Towson 22• White Marsh – Middle River 24• Essex -- Pulaski 26• Sparrows Point -- Dundalk 28

Baltimore County Department of Economic Development www.baltimorecountymd.gov/business105 West Chesapeake Avenue Suite 300 | Towson, Maryland 21204 | 410-887-8000 | [email protected]

2

STRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLAN Executive Message

For decades Baltimore County has demonstrated disciplined leadership and strong � nancial management. As a result of prudent public decisions and smarinfrastructure investments we are able to attract entrepreneurs and private capto support corporate scale-up and sustain high business growth.

t ital

We performed well during the recent Great Recession and into the current recovery.Di� cult � scal challenges remain and so does my resolve to develop new strategies that best position our county for continued business growth and a superior quality of life for our residents. One of the ways we can accomplish these goals is to target our money and e� orts to those areas where it will provide optimal bene� ts for citizens and business.

Shortly after taking o� ce in December 2010, I announced the consolidation of four departments, which included the merger of the O� ce of Workforce Development into the Department of Economic Development. Our goal was to better link job opportunities in the private sector with residents seeking jobs and to be able to respond quicker and more e� ectively to ever changing economic conditions.

New talent was recruited into department leadership positions, existing programs overhauled, and key functions streamlined. Responsibilities relating to commercial corridors, arts and culture, and tourism were moved from Economic Development to other departments. As a result, the new Department of Economic Development is better coordinating its services to businesses and job seekers.

The Department of Economic Development’s 2012 Strategic Operations Plan is designed to produce targeted results—speci� cally, business growth that creates jobs for County residents. Its primary focus is on high employment development areas and aggressive business expansion e� orts. Our objective: to ensure that Baltimore County remains the number one job center in the greater Baltimore region. Working alongside members of the Baltimore County Council, I know that together we can make it happen.

Kevin Kamenetz Baltimore County Executive

Baltimore County Executive

To make sure that Baltimore County remains the number one job center in the Greater Baltimore region.

Kevin Kamenetz

Our objective


3

STRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLAN

Director’s Perspective

Baltimore County Executive Director ofEconomic DevelopmentDaniel C. Gundersen

Baltimore County’s extraordinary advantages as a place to do business need to be appreciated, nurtured and leveraged to generate sustained economic prosperity. At the same time, we must face head-on some challenges that exist in the County’s markets and business communities and work hard to mitigate them.

That’s why this strategic operations plan is vital. It is a � rst for a County that up to this point has realized growth from one decade to the next. Now, given declin-ing resources, tighter markets, and increasing competitive pressures, we are at a crossroads.

With the County Executive’s leadership, we are prepared to take bold actions and reposition ourselves for future growth.

The Strategic Operations Plan serves as a:

• Guide to marshal private e� orts and resources to advance projects that trans-form communities;

• Playbook for helping businesses connect with each other and grow;

• Management tool for launching new ventures and collaborative partnerships; and

• Springboard for redesign of the workforce delivery system to help residents improve their work skills so that they � nd good paying jobs.

It’s obvious to us that County government can only do so much and that this Op-erations Plan is just the beginning. Our resources are tight and our sta� is stretched in many directions helping thousands of businesses and job seekers each year.

Even so, in developing this Operations Plan we push the envelope of what’s pos-sible. We believe that others inside and outside of government will work alongside County Executive Kamenetz and his team to produce positive changes and greater prosperity for Baltimore County.

Daniel C. Gundersen Executive Director of Economic Development

Our resolveWe are prepared to take bold actions and reposition ourselves for future growth


4

STRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLANIntroduction

New Challenges Dictate a New Approach

“Plans are worthless. Planning is essential.”

This observation from President and General Dwight D. Eisenhower captures the spirit behind this strategic operations plan. In the past, the Baltimore County economy performed well even without a blueprint. But global and national trends have created a “new normal.” Even a large and economically diverse employment center like Baltimore County must adopt a more deliberate, intensely strategic approach to economic development when confronted by fewer resources, steeper challenges and a changing demographic landscape:

Job creation is more challenging than ever:• Companies, non-pro� ts and government laid o� millions of workers during the recession.

The County’s unemployment rate is signi� cantly lower than at the peak of the downturn, but still historically high.

• The recession has ended, but the pace of re-hiring is slower than in prior economic downturns. Most companies are reluctant to add employees and remain in a cost conscious mode while investing more heavily in technology and capital instead.

• Outsourcing of jobs overseas continues. Where once most outsourcing a� ected manufacturing and other blue collar jobs, now white collar jobs such as legal work and software development can be done in other countries. However, with wage gaps closing and concerns growing regarding quality assurance, some outsourced jobs are returning to the United States. Still, serious concerns remain as fast growing markets around the globe require expertise that can only be delivered on-the-ground in those markets and more research and development is taking place o� -shore.

Maryland Not Seasonally Adjusted Unemployment rate, Employment and Labor Force, 2002-2010 (Jacob France Institute, University of Baltimore)

Baltimore County’s unemployment rate has stayed well below the national rate, but has crept above Maryland’s since 2009

Maryland’s unemployment rate is slowly declining, but has a long way to go to reach pre-recession levels


5


Introduction...

A new budget environment exists at every geographic level:• Federal - A deep international recession followed by a sluggish recovery has impacted public

budgets across the U.S. Federal discretionary funds that regularly � owed to local government for transportation, workforce development and other purposes related to economic development are signi� cantly reduced or no longer available.

• State - Although Maryland weathered the recession better than many states, it still faces tremendous budget challenges. The Department of Business & Economic Development (DBED) has endured signi� cant, sustained cuts to both sta� and program budgets, which diminishes its capacity to support the economic development mission in Baltimore County and other jurisdictions.

• County - Baltimore County’s own budget is signi� cantly more constrained than it has been over most of past decade, and the core economic development sta� of the Department of Economic Development (DED) is less numerous and leaner than it has been in at least 20 years.

These economic realities are playing out against a backdrop of important demographic changes that will have a profound impact on both the national and Baltimore regional economies:• Baltimore County’s population continues to grow, but at a much lower rate than in previous

decades.

• Re� ecting a national trend, the median age of the Baltimore County population continued to rise, from 28.9 in 1970 to 38.8 in 2008. Residents who are 65 years of age or older now represent 14.4 percent of the County population, up from 7.4 percent in 1970. As baby boomers age and exit the workforce during the next few decades because of retirement, health reasons or both, the regional workforce will lose substantial shares of its skilled workforce. These losses can a� ect labor market behavior and economic growth as well as the ability to attract high-paying employers to the region.

• Baltimore County’s entire population increase between 2000 and 2010 was due to the growth of minority populations. A similar story is true in many � rst-ring suburbs of large U.S. cities and throughout much of central Maryland. Minority individuals will continue to constitute an increasing share of the regional workforce in coming years. In fact, with large numbers of exiting baby boomers from the workforce, the minority entrants represent competitive advantage. A diverse workforce has enormous positive implications for businesses competing in today’s global economy. Accordingly, the County’s education, training, health, and small business support e� orts must adapt to these demographic changes.

much s l o w er rate.

� e U.S. economy is still far � om regaining the jobs it lost during the recession, much less adding enough net new jobs to keep up with population growth.

Baltimore County’s population will continue to grow, but at a slower rate

B altimore Count y ’ s popu l ation will conti n ue to gr o w, b ut at a

T he U .S. ec o nom y is s till far from r egaini n g the jo b s it lost

during the rec e ssion , mu c h le s s addi n g enou g h net ne w jobs to

keep up with p opulation growth.


6


Introduction...

The physical infrastructure of Baltimore County’s business communities are not uniformly prepared to attract the employers and workers of the future:• Areas such as Federal Center at Woodlawn and Essex-Pulaski are dominated by older o� ce and industrial

buildings that often lack the functionality, energy e� ciency and amenities that many companies seek in today’s competitive real estate market.

• Research suggests that many younger workers are looking for di� erent working and living environments than their parents and grandparents. Many young, prosperous Americans are moving from the suburbs to more urban areas that o� er amenity-rich live/work options in walkable or transit-accessible settings. Baltimore County must make signi� cant strides in upcoming years towards creating neotraditional town centers that o� er just such environments. To the extent public and private leaders in Baltimore County are able to follow through on the completion of Owings Mills Metro Center, downtown Towson redevelopment and “New Urbanism” types of projects, the better positioned it will be to accommodate businesses seeking to hire young professionals and continue to function as a top performing municipality.

• Working to create the business communities of the future for Baltimore County is a key focus of this Strategic Operations Plan. The Plan builds upon a foundation of forward-looking land use policy dating back to the establishment of the Urban-Rural Demarcation Line (URDL) in 1967 and continuing through the adoption by the County Council of Master Plan 2020 in November 2010. The most recent Master Plan emphasizes not simply directing new development within the URDL, but creating compact, mixed-use, walkable live/work settings consistent with existing community character and located near available or planned transit options. The Master Plan should be viewed as a companion to this document.

Taking these and other trends into account, the newly integrated workforce and busi-ness development teams in the Department of Economic Development have partnered to create a management blueprint based on good intelligence, sound reasoning and a laser-like focus on allocating resources for maximum impact. The following pages outline action that leads to smart (re)development and business growth both in the short term and longer as well.

The Strategic Operations Plan is an evolving document—it must be. Change happens. Gaps are many and we can’t achieve everything in year one, nor can we go it alone. The Department of Economic Development’s 2012 Strategic Operations Plan is a starting point, albeit an ambitious one.

� e most recent Baltimore County Master Plan emphasized not simply directing new development within the URDL, but creating compact, mixed-use, walkable live/work settings consistent with existing community character and located near available or planned transit options.

Baltimore County Master Plan emphasized not simply directing new development within the URDL, but creating compact, mixed-use, walkable live/work settings consistent with existing community character and located near available or planned transit options.


7

STRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLANHighlights of Program Efforts and New Initiatives

This Strategic Operations Plan for the Baltimore County Department of Economic Development outlines an ambitious work plan to defend and expand the County’s current employment base, grow new job-generat-ing employers, and ensure that business communities are prepared to attract the companies and workers of the future. Key objectives include:

• Develop the UMBC-Southwest area as a premier location for cyber security and high growth companies

• Champion redevelopment of the Spring Grove Hospital site to integrate needed amenities for the community and new facilities for technology-based � rms

• Make Woodlawn a location of choice for federal health and social services agencies and private businesses that support them – including modern o� ces along with a strong selection of the restaurants, hotels and retail options these organizations and their employees expect

• Attract more professional o� ce space, local and nationally-recognized retailers and restaurants to the Liberty Road corridor to complement its strong residential communities

• Bring to fruition a fully built-out, signature-designed Owings Mills downtown area with access to transit and an integrated mix of retail, residential and entertainment uses

• Enhance the already-strong appeal of the Hunt Valley-I-83 Corridor as a location for corporate, manufacturing and R&D facilities

• Make Towson a dynamic, contemporary destination with appealing residences, corporate o� ces and distinctive retailers, drawing people to live, work, shop, dine and socialize throughout the day and into the evening

• Continue to promote the tremendous potential of the White Marsh-Middle River area as a premier live-work community with direct connections to the rest of the mid-Atlantic area via I-95 and White Marsh Boulevard

• Through thoughtful redevelopment and targeted improvements to the area’s already-impressive transportation network, reinvigorate the Essex-Pulaski area as a business location for the 21st Century


8

STRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLANHighlights of Program Efforts and New Initiatives

• Make the Sparrows Point-Dundalk area a state-of-the-art industrial and logistics center that capitalizes on its deepwater access and excellent rail service to connect Baltimore County to Asian and world markets through the newly expanded Panama Canal

• Initiate the new Small Business Loan Partnership to help small businesses access capital for growth. The Department of Economic Development will work with twenty (20) of the region’s private � nancial institutions to leverage a $12.35 million commitment to a loan pool to provide real estate and � xed asset loans on favorable terms

• Join with collaborative partners to encourage product innovation by providing easier access to university-based research and development, global connections through state and federal resources, networking and cross-industry partnerships

• Recruit, train and retain skilled talent by working directly with businesses and job seekers to provide targeted recruitment campaigns, development of candidate pipelines, pre-screening/skills assessment, new hire/incumbent worker training strategies

• Conduct a thorough analysis of the County workforce delivery system and aggressively explore new models for complementing current e� orts and delivering needed life-long learning, training and job related services to residents

• Promote the revitalization of underutilized industrial land

• Facilitate increased exports from County business

• Develop long-range plan for Dundalk - Sparrows Point as distribution and marine terminal center

• Conduct research to identify high growth � rms operating in the County to better help these and other � rms sustain pro� table growth

• Assist small and minority entrepreneurs to access new market opportunities through local, state and federal contracting and subcontracting

• Launch “Source Local,” a campaign to grow County businesses by encouraging companies to use County vendors and support other local businesses

• Reach out to the County’s technology entrepreneurs to identify needs and direct them to resources

• Identify and leverage angel � nancing networks in the region and connect them to opportunities.


9


Strategic Operations Plan Framework

The operational strategy includes two major sections:

Part I - Game ChangersIn this section, nine areas are identified where there are significant opportunities to reinvigorate economies, add jobs and enhance quality of life. These “Game Changers” require partnerships between investors, business leaders, government officials, and citizens to turn plans into action.

Part II - High Employment ClustersThis section outlines detailed information about six high employment clusters where the County will focus extraordinary efforts. The goal is to expand employment in the six clusters in order to provide high paying jobs to Baltimore County citizens.

Part I:Targeted Investments to Improve the Business ClimateCurrent economic conditions a� ecting the nation, the State of Maryland, and Baltimore County require continued discipline and caution with regard to management of public resources. At the county level, a targeted approach is vigorously pursued.

Baltimore County government performed relatively well during the Great Recession with strong � nancial and debt management and by developing targeted, new strategies to cope with slowing property tax revenue and steep declines in income tax collections. County Executive Kamenetz and the County Council made changes to the Capital Budget and the Retirement System, and successfully negotiated with its unions and workers to balance expectations with � scal realities.

Additionally, four county departments were consolidated to achieve greater cost e� ciencies and assure continued, e� ective delivery of services. County Executive Kamenetz believes that � nding better ways to link residents who seek jobs with the businesses that create jobs is paramount. With that in mind, in 2011, the O� ce of Workforce Development was merged into the Department of Economic Development. The consolidated department is better positioned now to fully integrate services that will bene� t businesses and workers alike.

A targeted approach to resource deployment has served Baltimore County well for decades. The Urban Rural Demarcation Line (“URDL”) established in 1967 to direct growth to areas with existing infrastructure is the most obvious example of sustainable management. The County as a result has not over extended its ability to provide high level service to its business community. The challenge now is to target within the URDL the public and private resources to redevelop existing areas as viable places for continued business growth.


10


Strategic Focus: Nine Business Investment Areas


The 2012 Strategic Operations Plan outlines nine areas throughout Baltimore County where coordinated, targeted private investments in key projects could lead to positive transformative changes. They are:• UMBC-Southwest

• Federal Center @ Woodlawn

• Liberty Road Corridor

• Owings Mills

• Hunt Valley -- I-83

• Towson

• White Marsh -- Middle River

• Essex -- Pulaski

• Sparrows Point -- Dundalk

These nine areas are presently high employment centers, or have the potential to become such centers. Each area has key strengths to be leveraged as well as challenges that must be addressed and weaknesses mitigated in order to improve conditions for sustained economic growth.

The pages that follow evaluate each of these nine areas from an infrastructure and business locale perspective. Strengths are presented, as well as thoughts for key transformative projects (“game changers”) that could be considered to improve conditions for successfully operating businesses in those areas.

To facilitate transformative projects in the Business Investment Opportunity Areas in 2012, Baltimore County will:

• Create focus area pro� les that include demographic, business community, amenities, and infrastructure data

• Promote interactive and other marketing tools to highlight investment opportunities

• Identify prospective investors, developers, brokers and thought leaders to target through marketing campaigns and familiarization tours.


11

Business Investment Opportunity Areas STRATEGIC OPERATIONS PLANSTRATEGIC OPERATIONS PLAN

RAW MAP -TO BE DESIGNED

UMBC - Southwest


Competitive Advantages• Technology and industrial

business community • Federal HUB Zone and State

Enterprise Zone • Proximity to federal labs, NSA and

Ft. Meade • Direct access to I-95 and BWI

Marshall Airport • Recognition of UMBC as a national

leader in STEM graduates • University-a� liated Class A

tech park and major business incubator and accelerator designed for cyber, bio and technology companies

• Robust, redundant data connectivity

• Halethorpe industrial and o� ce space – lower cost and larger space

• UMBC production of skilled workforce

• Catonsville revitalization • CCBC Catonsville


12


UMBC - SouthwestVision:A focal point for research-driven, technology-led economic development and entrepreneurship, especially in cybersecurity and alternative energy

Game Changers

• Area developed as a premier location for cyber security and high growth companies

• Addition of Class A o� ces • Space provided for second stage growth companies (post

incubator stage), spur scale-up and open space for new start-ups • Spring Grove redeveloped to integrate needed amenities for the

community and new facilities for technology-based � rms • Modernization of older building stock in Halethorpe and

Lansdowne • Southwest area bolstered as a mid-Atlantic warehouse/

distribution hub



13



Federal Center at WoodlawnCompetitive Advantages

• Anchored by HQ of Social Security Administration, the Centers for Medicare and Medicaid Services, and the FBI Regional O� ce

• Mix of o� ce and light manufacturing businesses – with major federal contractors

• Easy access to I-795, I-95 and I-70 • Enterprise Zone incentives • Up and coming retail centers – Boulevard

Place, Meadows Shopping Center • Community support for development • Comparatively low acquisition and lease

costs



14


Federal Center at Woodlawn


Vision:A location of choice for the IT cluster, federal health agencies and private businesses that support them -- including modern o� ces and the restaurants, hotels and retail options these organizations and their employees expect

Game Changers

• Security Square Mall revitalized as a mixed-use, TOD • Red Line constructed as a critical link between Woodlawn’s IT cluster, federal HQ,

regional labor force, downtown Baltimore, and Johns Hopkins medical campuses • Business-class hotel and meeting facilities constructed to serve federal agencies

and private companies • LEED certi� ed, signature project developed for professional use on the

Johnnycake Road sites • Security Boulevard extended • Security Boulevard transformed into an amenity-rich gateway for the federal

center employment area • Partnership with Security Square Mall owners to provide amenities and

ambiance the workforce and residents desire.


15


RAW MAP -TO BE DESIG

Liberty Road CorridorCompetitive Advantages

• Northwest Hospital Center • Some retail chain presence • Comparatively low acquisition and

lease costs • Easy access to I-695 with newly

renovated interchange • Variety of housing options • Population increasing • Bus line for workforce transit • Revitalization incentives • Strong faith-based community of six

large churches, approximately 18,000 parishioners

• Generally strong support for development in this area

• URDL forces new retail development to occur in previously built out commercial centers as opposed to green � elds

NED• Liberty Workforce Center



16


Liberty Road CorridorVision:A vibrant corridor with a balance of professional o� ces and local independent and nationally-recognized retailers and restaurants to support new housing and existing nearby communities

Game Changers

• Existing Class C o� ce redeveloped to Class B or Class A products • Northwest Hospital Center area expanded by adding medical-

related o� ce development to serve as a gateway from Liberty Road to the main hospital campus

• Garden View Apartments improved along with mixed-use redevelopment

• National chain retailers, restaurants and/or quality independent eateries added to Corridor



17



Owings Mills


Competitive Advantages

• Solid institutional base with major corporate and division headquarters

• Recently proposed large-scale retail and entertainment developments

• Construction underway for CCBC-Library building at Metro Center

• Easy access to I-795 and I-695 • Convenient access to public transit-

Metro system • E� ective business organization –

Owings Mills Corporate Roundtable • Stevenson University’s Owings Mills

campus


18


Owings MillsVision:A regional corporate employment destination, anchored by a fully built out signature-designed town center area with access to transit and a vibrant mix of retail, residential and entertainment uses

Game Changers

• Owings Mills Metro Center built out as a mixed-use, transit oriented development (TOD) directly linked to the Mall redevelopment

• Owings Mills Mall redeveloped into a lifestyle/junior box retail center • Solo Cup site redeveloped • Shire site reused by Stevenson University • Rosewood property redeveloped with job-producing uses • Improvements to Reisterstown Road / Painters Mill Road intersection • Dol� eld Road connection between I-795 and Reisterstown Road completed • Extension of Owings Mills Boulevard to Liberty Road completed • New I-795 interchanges at Dol� eld Road constructed • Continued expansion of Stevenson University


19



RAW MAP -TO BE DESIG

Hunt Valley - I-83 Corridor



• Premier corporate business location • Major multinational companies • National hub for digital entertainment

companies • Diverse business community including

manufacturing, � nance, accounting and engineering and warehouse/distribution

• Easy access to I-83, I-695 with high visibility

• Higher education resources – CCBC Hunt Valley campus, Loyola graduate campus, University of Phoenix

• Port-related export and distribution network

• Employee draw area includes southern Pennsylvania and private commuter transit via Rabbit Transit

• Proximity to popular executive housing areas

NED• Hunt Valley Business Forum’s (HVBF) member are key business o� cials of the area

• Hunt Valley Workforce Center • Served by light rail


20


Hunt Valley - I-83 CorridorVision:A diversi� ed business community with strong national and divisional headquarters for Fortune 500 companies, entrepreneurs, and high-growth � rms served by prominent national retailers and niche and professional service � rms

Game Changers

• Coordinated land use plan • York & Shawan properties improved for additional o� ce use • Executive Plaza o� ce park updated with green improvements • Aging o� ce and � ex structures redeveloped/renovated into

state-of-the-art green o� ce complexes similar to Schilling Green • Sparks-Loveton business sites fully built out


21




TowsonCompetitive Advantages

• Major private employers, including three major hospitals (GBMC, Sheppard Pratt and St. Joseph’s)

• Towson University and Goucher College

• Towsontown Center Mall • Downtown Towson is within

walking distance of signi� cant amount of new upscale housing

• Outstanding utility infrastructure • New Towson City Center Building



22


TowsonVision:A dynamic downtown employment and destination center with appealing residences, corporate o� ces and distinctive retailers, drawing people to live, work, shop, dine and socialize throughout the day and intothe evening

Game Changers

• Fully leased Towson Commons as Class A o� ce with quality street level commercial space

• Towson Triangle (bordered by York, Bosley & Towsontown) developed as signature mixed use project having Towson University component

• Northwest corner of York and Towsontown developed to complement Towson Triangle redevelopment

• Towson Circle III developed for quality restaurant and entertainment use • Towson City Center fully leased as a location for o� ce and high end

restaurants • Additional high-rise residential for empty nesters and university

community



23



White Marsh - Middle River

E AIRPO



• Solid institutional base with diverse industry sectors

• Location – easy access to all major interstates

• Major County investments including MD 43 extension, streetscape along Eastern Avenue and Wilson Point Park

• Variety of amenities including White Marsh Mall, The Avenue, thriving new retail, waterfront parks and walking trails

• Upscale residential such as The Arbors at Baltimore Crossroads

MARTIN STAT RT


24


White Marsh - Middle RiverVision:A strategically-located community of signature planned business parks, residential neighborhoods and mixed-use developments o� ering employers direct access to I-95, multi-modal transportation options, and Chesapeake Bay water� ont amenities

Game Changers

• Nottingham Ridge developed as premier new urbanism community for the region • Middle River Station (former GSA depot) redeveloped for mixed use, high density

TOD • Martin MARC station relocated and expanded to complement Middle River Station • Campbell Boulevard completed from Philadelphia Road to MD 43 • LaFarge quarry in Chase developed for high employment industrial and business

uses • Lockheed Martin waterfront property remediated and redeveloped • Pulaski Highway corridor enhanced for high density residential and business uses • Environmentally sensitive, waterfront destination established with restaurants, retail,

housing and marine trade uses



25



Essex - Pulaski



• Solid light manufacturing and distribution cluster

• Strong small to medium size business community

• Franklin Square Hospital • CCBC – Essex campus • Eastpoint Workforce Center • Enterprise Zone


26


Essex - PulaskiVision:A thriving employment corridor whose exceptional, integrated transportation system provides an ideal location for manufacturing, warehouse/distribution and healtcare institutions

Game Changers

• Kelso Drive and Yellow Brick Road extensions open over 100 acres for new industrial development

• Quad Avenue development of unutilized property creates additional industrial sites

• Rt. 40 redeveloped for higher density residential and business use


h


27



Sparrows Point - Dundalk



• Strong industrial base • Dundalk Marine Terminal and proximity

to the Port of Baltimore• Location – easy access to I-695• Deep water access to attract port user• Developable raw land for additional

industrial use• Largest graving dock on the east coast• Enterprise Zone


28



29

Sparrows Point - DundalkVision:A state-of-the-art industrial, distribution and logistics center that capitalizes on its deepwater access and excellent rail service to connect Baltimore County to Asian and world markets through the newly expanded Panama Canal

Game Changers

• Port of Baltimore facilities expanded to Sparrows Point• Surplus property at RG Steel redeveloped• Ft. Howard redeveloped for housing, medical, retail, o� ce and

recreational uses• Ramp from W-695 onto Broening Highway built to reduce truck

tra� c through residential neighborhoods and provide direct access to port terminal




The operational strategy includes two major sections:

Part I - Game ChangersIn this section, nine areas are identified where there are significant opportunities to reinvigorate economies, add jobs and enhance quality of life. These “Game Changers” require partnerships between investors, business leaders, government officials, and citizens to turn plans into action.

Part II - High Employment ClustersThis section outlines detailed information about six high employment clusters where the County will focus extraordinary efforts. The goal is to expand employment in the six clusters in order to provide high paying jobs to Baltimore County citizens.

Part II: Collaborative Problem-Solving to Help Businesses Succeed

Start-UpsIt is widely accepted that small businesses create the most jobs in any economy. It is also true that they lose the most jobs. Starting a business is di� cult but keeping it going is much harder and a great many simply do not make it past the � rst few years of operation.

The Department of Economic Development helps entrepreneurs realize their dreams to operate their own businesses. The County provides programmatic and � nancial support to business incubators at Towson University and UMBC with a long track record of entrepreneurship development. The County’s Small Business Resource Center, operated in partnership with the Baltimore County Chamber of Commerce and opened in 1997, provides direct assistance through individual business counseling on general start-up issues such as business and marketing plan development. The Center also provides MBE/WBE certi� cation and loan package preparation assistance. Additionally, the Center is active in providing small business start-up workshops in partnership with the County’s Workforce Centers and public libraries.

In 2012 the Department will strengthen its partnerships with the incubators, the state sponsored Small Business Development Center and the U.S. Small Business Administration to expand our scope and outreach with these new initiatives:

• Build international trade by promoting and coordinating export development assistance and resources

• Assist small and minority entrepreneurs access to new market opportunities through local, state and federal contracting and subcontracting

• Launch “Source Local” campaign to grow County businesses by encouraging companies to use County vendors and support local businesses

• Build relationships with minority trade and community associations to conduct small business outreach

• Reach out to technology entrepreneurs to identify needs and direct them to resources

• Identify and leverage angel � nancing networks in the region and connect them to our opportunities

• Connect small businesses to workforce development resources and link the talent pool to the entrepreneurs

• Measure the success rate of start ups in the County and the success of � nance and MBE certi� cation counseling.


30



Scale UpScale up occurs in a company’s growth when sales grow exponentially, sta� and payroll is on the rise, resources churn and new markets are increasingly accessible. At this phase in a company’s growth cycle they need legal services, more talent recruitment, entré to venture capital networks, domestic and export market assistance, real estate evaluation, targeted � nancial products, and regulatory or tax assistance.

In recent economic times, however, some companies have expressed frustration in not being able to � nd or access these and other services they need to fuel their growth. The scale-up phase is critical. In fact, growing evidence indicates that the fastest growing segment of these � rms account for the majority—by some estimates greater than two-thirds—of net new jobs (jobs that remain in a local economy after subtracting all jobs lost by contraction, migration, and closure). These net new jobs, generated by “high growth” � rms, are overwhelmingly created through the pro� table expansion of existing companies versus start-ups.

In 2012, the Baltimore County Department of Economic Development will:

• Reach out to university and economic development partners to evaluate conditions for business scale up in the region

• Conduct research to identify exceptional high growth � rms operating in the County. Lessons learned from these � rms will help the department introduce new approaches to better help these and other � rms sustain pro� table job growth

• Develop a marketing campaign to attract high growth companies to the County

A Jacob France Institute analysis of Maryland DLLR data shows that Baltimore County gained 455 new business establishments between 2004 and 2011. � is modest net increase masks signi� cant turnover, with the loss and gain of 10,255 and 10,710 establishments, respectively, over the period.

The size-class that each business establishment belongs to is de� ned by the highest monthly employment level reported in a reference year/quarter.

Jacob France InstituteData from MD DLLR

Baltimore County Business Establishment Size-Class Distribution

2004Q and 2011Q22004Q1 2011Q2

Size-Class Estab. % Estab. %Small (<50) 19,135 93.8% 19,618 94.1%Medium (50- 717 3.5% 696 3.3%99)Large 546 2.7% 539 2.6%(>=100)Total 20,398 100.0% 20,853 100.0%


31


Sustained GrowthThe backbone of any local economy is modest growth driven by mature companies that are secure in the markets they serve. To continue their growth, these companies need improved productivity, product innovation, and an ability to enter new markets.

Mature companies that fail to reinvent themselves and do not innovate and pursue new opportunities are at risk. Businesses that do not embrace new technologies and stay ahead of consumer demand will close. Universities and private contractors can help � rms identify non-core assets and � nd added revenue that might be needed, or conduct unbiased, hard � nancial and market analysis. Government might also help companies � nd new markets, nationally and internationally.

In 2012, Baltimore County will:

• Utilize the new Small Business Loan Partnership to help small businesses access capital for growth. The Department of Economic Development will work with twenty (20) of the region’s private � nancial institutions to leverage a $12.35 million commitment to a loan pool to provide real estate and � xed asset loans on favorable terms

• Join with collaborative partners to encourage product innovation by providing easier access to university-based research and development, global connections through state and federal resources, networking and cross-industry partnerships

• Recruit, train and retain skilled talent by working directly with businesses and job seekers to provide targeted recruitment campaigns, development of candidate pipelines, pre-screening/skills assessment, new hire/incumbent worker training strategies. As necessary, the department will provide employee retention and layo� prevention assistance to include: leveraging local, state, and federal resources, implementing training/retention strategies to support business competitive advantage, facilitating outplacement and employee transition services

• Conduct a thorough analysis of its workforce delivery system. The county receives 100 percent of its workforce administration and worker assistance and training support from federal Workforce Investment Act funds. This situation is in marked contrast


32



Baltimore County Department of Economic Development 105 West Chesapeake Avenue Suite 300 | Towson, Maryland 21204 | 410-887-8000 | [email protected]

www.baltimorecountymd.gov/business 33


Sustained Growth, cont’d.to similar peer counties throughout the state and nation that have brokered local resources and developed innovative public/private partnerships to meet workforce needs. Given the federal budget climate, Baltimore County will aggressively explore new models and funding streams for complementing current e� orts and delivering life-long learning, training and job related services to residents

• Reorganize, reconstitute, and reconvene the Regional Advisory Board for Business andEducation to provide a forum for education leaders to address the roles they play in advancing regional economic development. Higher education is a major—if not the most powerful—economic engine of the County and regional economy. Baltimore County is home to � ve colleges and universities: University of Maryland at Baltimore County (UMBC), Stevenson University, Towson, Goucher, and the largest community college presence in the State of Maryland, the Community College of Baltimore County. Additionally, degree programs of other national and local universities have presence in the county. These institutions use their strengths in knowledge creation to advance innovation (new technologies, processes, products, ideas), help employers through workforce training and other initiatives, provide life long learning to residents, and use their purchasing powers and talents to support community-based development

• Convene periodic focus group sessions with leaders of leading industry sectors and mount smaller discussion groups in other employment sectors. Additionally, the department will continue to work closely with the Greater Baltimore Committee, Economic Alliance of Greater Baltimore, Baltimore County Chamber of Commerce, local chambers, and other key business advocacy organizations to advance mutual interests.

In 2012, Baltimore County will:

• Meet the information needs of Baltimore County businesses through a robust, interactive department web site. The website will include an on-line business resource guide with links to County, State and Federal resources and programs

(e.g. County Small Business Resource Center, HUB Zones, Enterprise Zones, SBA, green building bene� ts, workforce recruitment and training, import/export and international trade, and � nancing).

• Communicate business expansions, retentions and attractions through multi-channel communications platforms, including press events, e-newsletters, presentation opportunities and panels, web blogs, social media, YouTube video channel, public service announcements

• Encourage companies to use County vendors and support local businesses to retain wealth within the County through a “Source Local” campaign.




Strategic Focus: Six High Employment Clusters

Strategic Focus: Six High Employment ClustersBaltimore County has an incredibly strong and diverse economy that is not overly represented by any one industry sector. As a result, the County has managed to withstand occasional contractions in any given sector over the years.

With regard to public sector employment, the State of Maryland as a whole and Suburban Maryland (D.C. suburbs) in particular have bene� ted from high per capita federal government spending and employment. In light of recent federal budgetary concerns, Baltimore County recently evaluated its position and concluded that its per capita share of all Federal expenditures is well below the State and more in line with that of Rhode Island and Pennsylvania, or just above the national average. Speci� cally, with regard to per capita share of procurement dollars, the Baltimore-Towson MSA is well below both the State of Maryland, representing about 5.8% of the gross domestic product for the MSA.

Moreover, the county’s share of Federal procurement dollars and jobs are largely concentrated in programs such as cybersecurity and the administration of Medicare and Social Security that may be better positioned to withstand budget cuts than are more traditional defense systems and entitlement bene� t programs. Further, approximately 5% of County residents are employed by the Federal Government (both inside and outside the County) and only 5% of the total jobs in Baltimore County are with the Federal Government. The County is in very good position to withstand Federal budgetary declines and, in fact, has room to gain Federal jobs in the areas where growth is likely.

Several industry sectors when grouped in general categories represent the highest concentrations of employment in the County. It is important to focus on meeting the needs of these core business groupings, which are referred to here as “high employment clusters,” to ensure that they continue to prosper and create jobs for Baltimore County residents.

These groupings of high employment clusters have enormous direct and indirect economic bene� ts. They (together with higher education) drive the County’s economy and indirectly have positive impact on all other businesses.

The six high employment clusters that represent the strongest collective economic output for the County’s economy (excluding education, retail, government, and professional services) are:

• Corporate Headquarters/Operations Centers/Shared Services

• Federal Agencies and Contractors

• Healthcare

• Information/Advanced Technology

• Manufacturing

• Port-Related Industries, Logistics & Distribution Centers

In 2012, Baltimore County will collaborate with external partners and commit to pursue speci� c initiatives (as outlined on the pages that follow) that target these six employment clusters.




Corporate Operations Centers - Shared Services

Given national security concerns and recent natural disasters, companies recognize the need for separate operations centers with redundant systems and reliable power sources. � e County has an experienced workforce and facilities that are suited to these uses.

Existing County PresenceMajor Existing Companies• ADP• Baltimore Life Companies• CareFirst/Blue Cross Blue Shield• ECI• Euler Hermes ACI• Global Payments• Johns Hopkins (billing)• Kelly & Associates Insurance • PHH• T. Rowe Price• Toyota Financial• Travelers• Verizon• Whiting-Turner Contracting

Company• Zurich America

Recent Business Activity• Bank of America (downsizing)• Farmers Insurance• Legg Mason (closure)

Growth Firms• Global Payments • PayPal

Strategy and Geographic FocusStrategy Elements• Quality workforce is key – training programs, college curricula and workforce

development training initiatives must serve corporate needs• Build on the existing base of skilled workforce and existing facilities to attract

newer or expanded back o� ce operations• Build relationships with key industry o� cials at the local and corporate level • Develop an industry pro� le to highlight the strength of this sector and

conduct marketing campaigns• Ensure adequate telecommunications capacity

Target Sub-Sectors• Financial operations centers• Insurance• Contracted services for operational e� ciencies • Shared service centers• Regional corporate headquarters

Geographic Focus Areas• Owings Mills• Towson• I-83 Corridor• White Marsh/MD-43• Woodlawn





Corporate Operations Centers - Shared ServicesImplementation Tasks for County and External PartnersAccess Capital• Market County’s Small Business Loan Program• Leverage State MEDAAF Programs• Utilize Federal SBA Programs• Partner with DBED on funding for business attractions and

expansions

Foster Innovation• Connect innovative County cybersecurity companies to

corporations to address their security needs

Improve Operational Effi ciencies and Productivity• Utilize existing business groups to identify speci� c needs

in terms of workforce preparation, telecommunications network, and other infrastructure

• Engage the Workforce Development Council and its subcommittees to facilitate industry speci� c dialogue and to advance common goals for the sector

Meet the Real Estate Needs of Businesses• Prepare list with specs of buildings/spaces suitable for

operations center use • Work with County partners to assess current infrastructure

and determine whether improvements need to be made• Monitor current infrastructure needs and improvements

under way that would spur economic activity• Connect contractors with Workforce Development to

promote and � ll temporary employment opportunities associated with building renovation and new construction projects

Recruit, Train and Retain Skilled Talent• Assess business and industry workforce needs• Identify applicable curricula and training programs in

local schools and universities and review with existing companies to identify gaps

Encourage companies to o� er internships and to list them on the Baltimore Collegetown Network Internship website and with Workforce Development Centers for college students, recent graduates, and mid-career adults, and include OJT opportunities

Connect with training grant opportunities in cybersecurity Prepare workforce pipeline in areas of being security

clearable and STEM occupations requiring 4-year degrees Promote green training programs Explore developing a circulator shuttle between Stevenson

and the business community

xpand Business Opportunities for County Businesses Monitor news services for information on business

activities at the corporate level that may impact the local divisions

Develop relationships with decision makers that have impact on the local operations and stay in tune with their expansion or retention needs

entify and Recruit New Employers to Baltimore County Monitor news services for information on business activity

at the corporate level that may generate new business opportunities for Baltimore County

Contact � nancial services, insurance and healthcare companies in the Baltimore/Washington metro area to determine unmet needs for back-up facilities or operations centers

Build relationships with key decision makers within corporate headquarters to identify additional operation needs and consolidation opportunities

•

••

••

E•

•

Id•

•

•





Corporate Operations Centers - Shared Services Implementation Tasks, cont’d.

• Analyze supply chain and target companies that do business with local � rms; market the County to those � rms as a location for new operations

• Tap EAGB research and intelligence about prospective target companies

• Conduct detailed benchmarking analyses of competitor locations

Broker Solutions for Business Problems• As necessary, work with BGE and Verizon/Comcast to resolve

infrastructure issues

Communicate Capabilities, Resources and Accomplishments to Key Audiences• Develop industry sector pro� le document highlighting

critical mass of major multi-national companies, skilled workforce, and dependability of telecommunications infrastructure

• Develop and implement a marketing plan promoting Baltimore County as a hub of corporate operations

• Partner with real estate brokers of available buildings that would be ideally suited for large corporate/regional o� ce users and develop and implement a joint marketing plan (such as the Legg Mason building in Owings Mills)

• Survey existing CEO’s and Regional Managers on the reasons why they are located in Baltimore County; engage them in helping to market the County to their peers.

• Analyze workforce availability to inform marketing plans and promote availability/diversity of skilled talent through the County Workforce Development Centers





Federal Agencies and Contractors

Baltimore County is home to the headquarters of two large federal agencies with quality jobs. � ese agencies have signi� cant untapped economic spin-o� potential.

Existing County PresenceMajor Existing Companies• Social Security Administration

(12,751 employees)• Centers for Medicare & Medicaid Svc.

(3,224 employees)• CSC• FBI Baltimore Field O� ce• Lockheed Martin• Northrop Grumman• Private contractors employ

thousands of well-educated workers

Recent Business Activity• CSC-Maricom. Maricom has

expanded into completely renovated space in the Federal Center EZ and is adding workers

Growth Firms• Control Cable• CSC Maricom• Global Commerce and Info, Inc.• ViPS

Strategy and Geographic FocusStrategy Elements• Given the importance of Federal facilities to the County economy, pursue a

focused, sustained, and comprehensive strategy to maximize the current and future, direct and indirect economic impact of these facilities on Baltimore County’s workforce and tax base

• Work to ensure that the current SSA and CMS facilities and their current scope of responsibilities are retained in Baltimore County

• Position Baltimore County to have advance intelligence about, and succeed in attracting, any future SSA and CMS expansions

• Strengthen DED’s relationships with all Federal contractors to retain and strengthen those already in the County, to help existing County companies become aware of and eligible for Federal contractors, and to potentially attract to the County Federal contractors that do not already have a presence here

• Promote workforce development resources and assistance

Geographic Focus Areas• Federal Center at Woodlawn• White Marsh-Middle River• Towson• Hunt Valley• UMBC





Federal Agencies and ContractorsImplementation Tasks for County and External PartnersAccess Capital• Market County’s Small Business Loan Program• Leverage MEDAAF Program• Utilize MIDFA Guaranty Program• Utilize Federal SBA Loans

Foster Innovation• Develop relationships with tech transfer coordinators in

the region’s federal agencies

Improve Operational Effi ciencies and Productivity• Create a Federal Alliance to advocate for SSA, CMS, and FBI

with members from the business community, the County and the state

• Utilize the Workforce Division’s Workforce Development Council and its subcommittees to facilitate industry speci� c dialogue and to advance common goals for the sector

Meet the Real Estate Needs of Businesses• Meet with existing property owners to discuss bene� ts of

upgrading their buildings• Connect contractors with Workforce Development to

promote and � ll temporary employment opportunities associated with building renovation and new construction projects

Recruit, Train and Retain Skilled Talent• Assess workforce needs and identify existing resources and

develop new resources• Build Workforce Development’s relationships with SSA &

CMS to understand skill set needed

• Develop training cohorts at the Workforce Development Centers speci� c to the identi� ed needs to create a pipeline of highly skilled and credentialed workers

• Partner with colleges to customize training for federal employees and contractor workforce

• Encourage companies to o� er internships and to list them on the Baltimore Collegetown Network Internship website and with Workforce Development Centers for college students, recent graduates, and mid-career adults, and include OJT opportunities.

• Pursue expanding Project SCOPE (Security Clearance Overview and Preparation Education) to Baltimore County Schools and colleges.

Expand Business Opportunities for County Businesses• Identify and forward federal, state and local contracting

and subcontracting opportunities to county companies and build relationships with major prime contractors in the County

• Promote state and regional e� orts to foster teaming of small businesses to pursue government contract opportunities

Identify and Recruit New Employers to Baltimore County• Contact companies awarded new federal SSA and CMS

contracts and promote business locations in the County• Utilize EAGB research and intelligence about prospective

federal contractor target companies • Work with State and federal o� cials to lobby to keep SSA

and CMS growth in the area and attract other components of the agencies





Federal Agencies and Contractors Implementation Tasks, cont’d.

Broker Solutions for Business Problems• Review and propose improvements to

infrastructure including water and sewer capacity and broadband

• E� ectively promote the resources available at the County’s workforce centers, particularly the new Liberty Road Center

• As necessary, provide employee retention and layo� aversion assistance through the Workforce Division, which may include: Leveraging local, state and federal resources; implementing training/retention strategies to support business competitive advantage; facilitating outplacement and employee transition services

Communicate Capabilities, Resources and Accom-plishments to Key Audiences• Develop industry pro� le document highlighting

the federal contract industry and the complimentary assets and distribute to target audiences for business recruitment

• Identify high value trade shows and events associated with the industry sector and participate to market the County’s assets

• Utilize our economic development partners to help promote the sector

• Summarize and market the number of workers in the sector; promote availability and diversity of skilled talent available through the Baltimore County Workforce Development Centers

• Strengthen the business understanding and utilization of HUB Zone status and e� ectively market the bene� ts

• Participate in the Northeast Maryland Tech Council and the Ft. Meade Alliance to network with IT related companies that may want to do business with Baltimore County’s federal sector and target them for recruitment.





Healthcare

Baltimore County is home to � ve major hospitals and the healthcare industry accounts for many jobs and signi� cant investment. New models are being applied to the provision of healthcare nationally and Baltimore County stands to bene� t � om the decentralization of medical services.

Existing County PresenceMajor Existing Companies• Allegis/Erickson• MedStar Franklin Square Medical

Center• Greater Baltimore Medical Center

(GBMC)• Genesis Healthcare• Kaiser Permanente• Northwest Hospital• Remedi SeniorCare• St. Joseph Medical Center• Sheppard Pratt Health System

Recent Business Activity• Kaiser Permanente’s new facility in

Lansdowne• Northwest Hospital medical o� ce

building• Construction of Allegis data center

at bwtech• New Mercy outpatient facility in

Timonium• New patient tower at Franklin

Square

Growth Firms• Chesapeake Urology • Doctor Express• ExpressCare• Patient First• Senior Helpers• Sentient

Strategy and Geographic FocusStrategy Elements• Capitalize on recent and future federal healthcare changes to capture any

growth in existing agencies and land any relocations• Analyze supply chain of hospitals and companies in order to attract existing

vendors and partners• Capture regional outpatient facilities and back o� ce/billing operations• Promote workforce development resources and assistance

Target Sub-Sectors• Geographic expansions of regional medical centers • Federal and State healthcare/social service programs and agencies• Medical billing operations• Electronic medical records• Suppliers to healthcare industry • Cybersecurity

Geographic Focus Areas• Towson• Liberty Road• I-83 Corridor• UMBC/SW• White Marsh





HealthcareImplementation Tasks for County and External PartnersAccess Capital• Market County’s Sma• Promote tax-exempt

ll Business Loan Program and taxable bonds for new construction

and expansion• Leverage MIDFA Guarantee program• Utilize Federal SBA Programs

Foster Innovation• Encourage connections between the universities, cybersecurity

companies and medical records companies to promote the application of new technologies locally

• Encourage green/lean assessment opportunities to improve operational e� ciencies (better processes for one-time use supplies discarded daily, transition to electronic medical records, recycling, other process � ow improvements)

Improve Operational Effi ciencies and Productivity• Survey the health community needs or information assurance

and cybersecurity and identify suppliers and resources of the technology

Meet the Real Estate Needs of Businesses• Use the Workforce Development Council Healthcare Committee

and reach out to the medical community to promote satellite building opportunities and needs in under-served areas of the County

Recruit, Train and Retain Skilled Talent• Encourage companies to o� er internships and to list them on

the Baltimore Collegetown Network Internship website and with Workforce Development Centers for college students, recent graduates, and mid-career adults, and include OJT opportunities

• Prepare pipeline of workforce candidates for entry-level positions requiring short term occupational training; Develop training cohorts for positions requiring credentials (as need is identi� ed by the industry sector)

• Connect with grant training opportunities in Healthcare IT, virtual modalities, cyber security, and to address other common needs as identi� ed by the industry sector

• Continue participation in Baltimore Alliance for Careers in Healthcare (BACH)

• Survey the healthcare industry and local � rms engaged in medical billing and electronic medical records conversion to ensure that training programs in the colleges are appropriate for the industry

Expand Business Opportunities for County Businesses• Identify potential for increased business relationships between

County hospitals and local healthcare IT companies • Promote “Buy Local” opportunities to encourage large

healthcare institutions to use local suppliers and assist in identifying those local suppliers

Identify and Recruit New Employers to Baltimore County• Market the County to companies that have existing contracts, or

those seeking contracts, with local healthcare institutions and use industry o� cials to identify potential targets

Broker Solutions for Business Problems• Work with County partners to meet infrastructure needs

Communicate Capabilities, Resources and Accomplishmentsto Key Audiences• Develop an industry pro� le document highlighting the

industry and the complimentary assets and distribute to target audiences for business recruitment

• Develop and implement a marketing plan to promote region as the center of healthcare in Maryland to attract ancillary services to the County

• Promote the skill, availability and diversity of talent with healthcare training credentials available through the Workforce Development Centers





Information Technology

� e information technology sectors include systems design and integration, data processing and analysis and much more.

Existing County PresenceMajor Existing Companies• CSC Maricom• E-Bay (PayPal)• Lockheed Martin• Northrop Grumman• Roadnet Technologies• ViPS/General Dynamics• Zenimax

Recent Business Activity• Expansion of CSC Maricom• Growth of UMBC Cyber incubator• Physical expansion of Northrop in

Woodlawn• Growth at Mindgrub• Expansion of E-Bay

Growth Firms• 3 Stage Media• Control Cable• Cyber incubator companies• Direct Dimensions• Edaptive Systems• Firaxis Games• Global Commerce and Info, Inc.• Mindgrub• RTGX• Unify Solutions• World Wide Technology

• Zynga

Strategy and Geographic FocusStrategy Elements• Leverage existing � nancial resources• Develop a deeper understanding of the gaps of the local workforce for the

local gaming industry that cause them to seek top talent from out of state• Partner with UMBC, CCBC, Towson University and Stevenson University to

create programs that match the skills identi� ed by IT companies that they are seeking in recent graduates

• Identify university research and commercialization capabilities in order to partner with private companies

• Foster the expansion of high growth � rms• Provide support for entrepreneurs by establishing a network of industry

advisors • Analyze value chain and identify companies that they frequently use for

business, speci� cally sub-contractors frequently used by Lockheed and Northrop

Target Sub-Sectors• Digital entertainment, interactive and emerging media• Modeling and simulation• Cybersecurity• Healthcare IT• Logistics IT

Geographic Focus Areas• Federal Center at Woodlawn• UMBC-Southwest• Hunt Valley-I-83• Towson• Owings Mills





Information TechnologyImplementation Tasks for County and External Partners

Access Capital• Attract angel � nancing and venture capital • Market County’s Small Business Loan Fund• Revitalize County’s High Tech Loan Fund• Promote TEDCO loan program and other resources• Utilize Federal SBA loans• Promote New Invest Maryland Fund

Foster Innovation• Study feasibility of developing a support structure for

second stage growth companies • Convene Baltimore County tech companies to identify

common issues and needs • Assess partnerships/sponsorships with entrepreneurs,

mentors and investors

Improve Operational Effi ciencies and Productivity• Form a focus group to include industry, education,

workforce development and government representative to identify opportunities and challenges

• Develop virtual connections for entrepreneurs and existing � rms with resources and ideas

• Encourage Baltimore County companies to participate in Cyber Map Maryland

Meet the Real Estate Needs of Businesses• Work with County partners to meet infrastructure needs• Promote HUB Zones and Enterprise Zone bene� ts to

technology companies• Identify potential sites in Halethorpe for expansion

opportunities from UMBC and Woodlawn Direct the business-to-business assistance on facilities and sites

Recruit, Train and Retain Skilled Talent• Assess employment needs of IT companies, speci� cally at

bwtech and Woodlawn, and seek out academic or training partnerships with regional higher education instiitutions

• Encourage companies to o� er internships and to list them on the Baltimore Collegetown Network Internship website and with Workforce Development Centers for college students, recent graduates, and mid-career adults, and include OJT opportunities

• Prepare workforce pipeline of candidates for entry-level positions requiring short term occupational training

• Develop training for certi� ed IT professionals for opportunities requiring occupational credentials (as need is identi� ed by the industry sector)

• Connect with training grant opportunities in cybersecurity and health IT

• Partner with BCPS to educate students regarding opportunities in the cyber industry and to remind them that future security clearances could be negatively impacted by unwise decisions made in high school and college

• Create inventory of degree and certi� cate programs and graduates in the industry

• Promote the development of a training platform in a simulated environment in partnership with business community

Expand Business Opportunities for County Businesses• Identify existing relationships between regional hospitals

and local healthcare IT companies and encourage additional partnerships





Information Technology Implementation Tasks, cont’d.

• Develop relationships with Fort Meade/NSA to help promote contracting opportunities for Baltimore County businesses

• Monitor federal contract o� erings related to cyber security

• Monitor changes to Federal healthcare legislation that could positively impact local healthcare IT companies and CMS/SSA subcontractors

Identify and Recruit New Employers to Baltimore County• Identify buildings with space suitable for IT operations• Participate in the Northeast Maryland Tech Council, GBTC,

MD Tech Council and the Ft. Meade Alliance to network with IT related companies that may want to do business with Baltimore County’s federal sector and target them for recruitment.

• Promote CYNC and Advantage Incubator at UMBC

Broker Solutions for Business Problems• Work with BGE to resolve electricity reliability concerns

Communicate Capabilities, Resources and Accomplishments to Key Audiences• Develop industry pro� le document highlighting the

industry and the complimentary assets and distribute to target audiences for business recruitment

• Promote availability and diversity of talent with recent IT training credentials or industry expertise available through the Baltimore County Workforce Development Centers

• Identify high value trade shows and events associated with the industry sector and participate to market the County’s assets

• Utilize our economic development partners to help

promote the sector• Promote Federal Center at Woodlawn Enterprise Zone

bene� ts to IT companies• Reinvigorate marketing of High-Tech Loan Fund• Promote availability/diversity of skilled talent through the

County Workforce Development Centers.





Manufacturing

Growth in manufacturing fuels growth in other indus-tries. Manufacturing pro-vides the greatest economic multiplier impact of any in-dustry, � om purchaseing rawmaterials and equipment to transportation, across the entire supply chain. � e sector accounts for 6% of all employment in Baltimore County, with well over 530 manufacturers employing more than 19,000 workers.

Existing County PresenceMajor Existing Companies• AAI• Bakery Express• BD Diagnostic Systems• Diageo• GM Baltimore Operations

• Lion Brothers• McCormick• Middle River Aircraft• Proctor & Gamble Beauty• RG Steel , LLC• SAFT America• Saver Automotive• Teledyne

Recent Business Activity• Expansion at GM Baltimore Operations• Layo� s at RG Steel

Growth Firms• Beverage Capital• BMG Metals• Concrete Protection and Restoration• Fuchs Spice• Goodwrappers• Halethorpe Extrusions• Heavy Seas• Forman, Inc.• Lion Bros• MAC Machine• Medifast

Strategy and Geographic FocusStrategy Elements• Support manufacturing entrepreneurship and expansion• Build a more technically pro� cient workforce and promote workforce

development resources and assistance• Promote the revitalization of underutilized industrial land• Develop a speci� c initiative to enhance the awareness and capability of

County businesses to export product abroad

Target Sub-Sectors• Advanced manufacturing linked to resource strengths• Port-related manufacturing• Technology-focused manufacturing• R&D (diagnostic medical devices, aerial surveillance, batteries, next

generation vehicles) • Other

Geographic Focus Areas• Sparrows Point-Dundalk• UMBC-Southwest• Hunt Valley-I-83• White Marsh/Middle River





ManufacturingImplementation Tasks for County and External PartnersAccess Capital• Promote IRBs for new construction and expansion• Market County’s Small Business Loan Program• Leverage MIDFA Guarantee program• Access MEDAAF funds • Promote TEDCO loans and other resources• Utilize Federal SBA loans• Promote Ex-IM Bank

Foster Innovation• Explore feasibility of a shared manufacturing incubator/

idea center to bring concept to real product and overcome production/reproduction challenges

• Explore collaboration between manufacturing companies and colleges/universities and facilitate connections with the University of Maryland’s MIPS and Manufacturing Assistance Program to promote innovation and collaboration with local manufacturers

Improve Operational Effi ciencies and Productivity• Create a coordinated marketing e� ort with the University

of Maryland’s MTECH technical assistance program and promote it to local manufacturers

• Re-institute the Manufacturing/Skilled Trades Committee of the Workforce Development Council to create a dialogue forum for Baltimore County manufacturing companies

Meet the Real Estate Needs of Businesses• Work with County partners to ensure infrastructure needs

are met – water, sewer and transportation improvements• Work with property owners and State o� cials to identify a

solution to revitalize underutilized industrial property

Recruit, Train and Retain Skilled Talent• Work with/respond to recommendations of 2012 State of

Maryland Task Force of Industrial Job Creation in Baltimore County to identify solution to address shortage of skilled labor

• Encourage companies to o� er internships; list them on Baltimore Collegetown Network Internship website and at Workforce Development Centers for college students, recent graduates, and mid-career adults, including OJT opportunities

• Prepare workforce pipeline of candidates for entry-level positions requiring short-term occupational training; ensure workforce readiness (math, reading, computer skills) and mastery of skilled trades, good manufacturing practices

• Develop training for certi� ed professionals for opportunities requiring occupational credentials (as need is identi� ed by the industry sector) e.g. Project Management, Quality Assurance, Welding, etc.

• Work closely with the Regional Manufacturing Institute, the school system and local colleges to promote careers in the manufacturing sector, emphasizing high-tech and advanced manufacturing

• Pursue the establishment of a regional skilled trades training center in the RG Steel training facility

• Promote green training program





Manufacturing Implementation Tasks, cont’d.

Expand Business Opportunities for County Businesses• Designate a point person in DED to spearhead

an export initiative and develop a work plan to implement

• Analyze supply chains and identify sibling and a� liated company relationships to create target companies for a business attraction

• Mine existing County relationships with foreign cities/counties (New Taipei City, Oldenburg) for tangible import/export business opportunities for County companies

Identify and Recruit New Employers to Baltimore County• Monitor news services for information on new

business activity within parent companies of local divisions that might generate new business opportunities for Baltimore County. Develop relationships with decision makers at the corporate level

Broker Solutions for Business Problems• Work with BGE to resolve any electricity reliability

concerns

Communicate Capabilities, Resources and Accomplish-ments to Key Audiences• Prepare marketing plan for and promote major

industrial/� ex land and building opportunities such as the eastside quarry, highlighting the integrated transportation network

• Develop industry pro� le document highlighting the industry and the complimentary assets and distribute to target audiences for business recruitment

• Promote availability and diversity of talent available through the County Workforce Development Centers

• Identify trade shows and events that complement the industry sector and participate to market the County’s assets


• Work with RMI, partners and supporting entities to assist in the public’s better understanding of the changing face of Maryland manufacturing industry

• Promote Enterprise Zone and HUB zone bene� ts• Survey existing CEO’s and Regional Managers on the

reasons why they are located in Baltimore County; engage them in helping to market the County to their peers. Utilize executive quotes in marketing material

• Analyze workforce availability to inform marketing plans and promote availability/diversity of skilled talent through the County Workforce Development Centers





Port-Related Industries and Logistics-Distribution Centers

Baltimore County o� ers an integrated transportation network with the additional bene� t of being one of two East coast ports that will be able to accommodate mega ships � om the opening of the expanded Panama Canal in 2014.

Existing County PresenceMajor Existing Companies• Ace Logistics• Charm City Warehouse• Charming Shoppes• Evergreen Shipping Agency• Cowan Trucking• FedEx Ground• PHH• Roadnet Technologies• UPS• Wallenius Wilhelmsen Logistics• Weyerhauser• Windspeed Logistics

Recent Business Activity• Expanded Roadnet lease in Towson

Growth Firms• Tedco Industries• Cowan Trucking• Wallenius Wilhelmsen Logistics

Strategy and Geographic FocusStrategy Elements• Make better use of existing � nan• Improve connections with the P

cial resourcesort and World Trade Center Institute

• Reinvigorate Maryland Distribution Council• Implement a strategy to assist property owners with large amounts of vacant

warehouse space• Implement an assistance strategy for properties that have exhausted

Enterprise Zone Tax credits and are losing tenants to newer zones in surrounding Counties

• Promote workforce development resources and assistance• Develop long-range plan for Dundalk/Sparrows Point as distribution and

marine terminal center

Target Sub-Sectors• Transport• Warehousing/Distribution Centers• Packaging• Fleet Management

Geographic Focus Areas• Sparrows Point / Dundalk• UMBC-Southwest• I-83 Corridor• Towson (o� ces)





Port-Related Industries and Logistics-Distribution CentersImplementation Tasks for County and External PartnersAccess Capital• Market Small Business Loan Fund• Leverage MIDFA Guarantee program• Access MEDAAF funds • Utilize Federal SBA loans

Foster Innovation• Promote linkages between local logistics companies and

the IT/cybersecurity resources at UMBC, Towson University and County companies

Improve Operational Effi ciencies and Productivity• Re-institute the Manufacturing/Skilled Trades Committee

of the Workforce Development Council to create a dialogue forum for this industry sector

• Support and enhance businesses the utilize the Baltimore County waterfront such as marine trades.

Meet the Real Estate Needs of Businesses• Analyze the potential for an intermodal site in Baltimore

County• Develop new tools (incentives) to address the expiration of

Enterprise Zone real property bene� ts, which is negatively impacting the marketability of industrial properties in relation to site in surrounding jurisdictions

• Connect contractors with Workforce Development to promote and � ll temporary employment opportunities associated with building renovation and new construction projects

Recruit, Train and Retain Skilled Talent• Encourage companies to o� er internships and to list them

on the Baltimore Collegetown Network Internship website

and with Workforce Development Centers for college students, recent graduates, and mid-career adults, and include OJT opportunities

• Prepare workforce pipeline of candidates for entry-level positions requiring short-term occupational training; Ensure workforce readiness (math, reading, computer skills) in addition to mastery of skilled trades associated with the industry sector

• Develop training for certi� ed professionals for opportunities requiring occupational credentials (as need is identi� ed by the industry sector) e.g. Project Management, Quality Assurance, TWIC, Hazardous Materials, etc.

• Promote green training program to local companies

Expand Business Opportunities for County Businesses• Identify import and export companies to fully understand

the impact that foreign trade has on Baltimore County and reach out to companies in the Foreign Trade Zone

• Work with small and medium sized manufacturers to encourage exporting and with those that export assist with penetrating new markets by connecting them with State and Federal export resources

• Identify what local companies are shipping; identify how they are transporting material to and from the Port, look into potential intermodal facility in order to identify any trends and have a better understanding of the logistics industry sector and its impact on the County

Identify and Recruit New Employers to Baltimore County• Identify County rail users, their commodities, suppliers

and customers and target them for business attraction





Port-Related Industries and Logistics/Distribution Centers Implementation Tasks, cont’d.


• Analyze supply chains and identify sibling and a� liated company relationships to create target companies for business attraction

• Identify companies outside of Maryland utilizing the Port and encourage them to open operations in Baltimore County

• Identify targeted site location consultants with expertise in logistics and provide speci� c opportunities of unique buildings, sites and ready workforce

Broker Solutions for Business Problems• Develop a stronger relationship with Norfolk Southern

and CSX• Encourage the Port of Baltimore to allow dredge disposal

of the channels leading to the Sparrows Point Shipyard• As necessary, provide employee retention and layo�

prevention assistance through the Workforce Division, which may include: Leveraging local, state and federal resources; implementing training/retention strategies to support business competitive advantage; facilitating outplacement and employee transition services

Communicate Capabilities, Resources and Accomplishments to Key Audiences• Develop industry pro� le document highlighting the

industry and the complimentary assets and distribute to target audiences for business recruitment, highlighting the integrated transportation network and premium sites

• Identify trade shows and events that are associated with the industry sector and participate to market the County’s assets


• Promote Enterprise Zone bene� ts




Key Contacts

Baltimore County Department of Economic Development Key ContactsJanuary 2012

Executive DirectorDaniel C. Gundersen

Chief of Business DevelopmentHelga Weschke, CEcD

Western Baltimore CountyPeirce Macgill, CEcD Vida Banham

Central Baltimore CountySara Trenery

Eastern Baltimore CountyMelissa SadowskiSteven Connolly

Business ServicesCarol Brooks

Small Business DevelopmentKim Taylor

Chief of Workforce DevelopmentEdward Fangman

Workforce Development Centers Lisa Scott, Manager Howard Marshall, Liberty Workforce Center Leo Martinelli, Hunt Valley and Eastpoint Workforce Centers

Manager of Youth Services Barbara Woods

Chief of Policy and Program PlanningSharon Klots Courtney Franklin Bush, Research and Analysis

Chief of StaffLeslie Pachol

Chief Financial Offi cerStanley Jacobs

AdministrationPhyllis PanopoulosDavid Berney


In Brief...Why Baltimore County?• Excellent infrastructure—roads, water and sewer, real estate and buildings, telecommunications, broadband, rail, deep water

port access, and international air travel.

• The most valuable of all assets for any company is availability of skilled labor and on this, Baltimore County produces the best and brightest. We have highly respected public and private schools and are home to � ve colleges and universities. This is a well spring of intellectual capital that produces an abundance of well quali� ed workers.

• Businesses and universities in the County are surrounded by the kind of innovation that assures growth. Multi-national corporations—from McCormick to Stanley Black & Decker—are well known � xtures in the community. But this is also the place where design and production takes place for drones that � y around the world to protect basic freedoms. And, speaking of security, given our proximity to Fort Meade we are now the epicenter for incubating cyber tech businesses.

• Connecting with fast growing markets around the globe is imperative for gaining competitive edge. Here, it is not just talk but reality. The Dundalk Marine Terminal is the number one U.S. port for roll-on and roll-o� cargo. Our deep water capacities mean that we will be � rst on the Atlantic seaboard to capture unprecedented global commerce as a result of the deepening of the Panama Canal.

• Private � nancing is needed to start and expand any business. After several lean years, lenders are keen on making loans. For 2012, twenty (20) commercial lenders have come together in a unique partnership with Baltimore County’s Department of Economic Development to provide attractive loans and technical support to small businesses—and that’s just one example of the kind of resources that business can tap.

• Baltimore County is simply a great place to live. With over 10,000 acres of parkland and 200 miles of shoreline, the opportunities for fun and recreation are boundless. The vibe and edge of urban spaces, world-class cultural amenities and big city sports teams are within easy reach, but so too is the charm of small towns and home town traditions.

105 W. Chesapeake Avenue - Suite 300Towson, Maryland 21204

[email protected]


53

Baltimore County, Maryland Department of...

Documents

Transcript of Baltimore County, Maryland Department of...