Homeland Security Overview for

1. National Security Industry Leadship Council Council Review Homeland Security Overview for Bill McCoy, Chair National Security Industry Leadership Council Bill.mccoy@ded.mo.gov

2. Going in Assumption #1 There is NO Box!

3. Going in Assumption #2 Of the eight targeted industries, Missouri can exert the most leverage in influencing business development in the national security sector.

4. Going in Assumption #3 The National Security Industry Strategic Plan Is unconstrained.

5. Summary and Introduction • Missouri’s Congressional delegation is very • successful in placing Missouri near the top in • D/HS-related funding and procurement • We have a strong presence in Defense, Veterans • Affairs, Energy (NNSA), and the Intelligence • Community – we can improve • We will make the case for additional Justice and • Education solutions • We must improve US DHS investment in Missouri • The NSI Strategic Plan is our vision and direction

6. Council Structure The Defense and Homeland Security Council is specifically structured to solicit input from large and small business, businesses from Across, within, and outside the State, research And educational institutions, and support groups.

7. Strategic Plan Development • Industry Council Structure • SWOT Input • SWOT Analysis • Key Revenue Centers • Mission • Vision • Planning • Goals • Objectives • Performance Measures • The Way Ahead

8. Key D/HS Revenue Center Targets • Department of Defense • Department of Homeland Security • Department of Energy (NNSA) • Intelligence Community • Department of Veterans Affairs • Department of Justice

9. MO FY2006 GSA PROCUREMENTS BY US CONGRESSIONAL DISTRICT DISTRICT 1 $ 7,543,766,657 78.0% DISTRICT 2 $ 252,523,100 2.6% DISTRICT 3 $ 109,596,739 1.1% DISTRICT 4 $ 63,198,878 0.7% DISTRICT 5 $ 1,338,495,746 13.8% DISTRICT 6 $ 125,615,117 1.3% DISTRICT 7 $ 65,716,981 0.7% DISTRICT 8 $ 42,330,599 0.4% DISTRICT 9 $ 118,908,258 1.2% DISTRICT UNK $ 8,203,839 0.1% $ 9,668,355,915 100.0%* * Includes all national security-related procurement

10. Defense Detail Major National Location Rank by Outlay EXPENDITURES ($000) Total Payroll Grants/ Major Locations Outlays Outlays Contracts San Diego, CA $7,874,477 $3,537,765 $4,336,712 Fort Worth, TX 6,762,558 257,140 6,505,418 St. Louis, MO 5,342,892 197,110 5,145,782 Washington, DC 5,146,266 1,620,754 3,525,512 Huntsville, AL 4,892,281 283,842 4,608,439 Arlington, VA 4,693,320 2,330,309 2,363,011 Long Beach, CA 4,364,908 57,625 4,307,283 Norfolk, VA 4,350,652 2,957,657 1,392,995 Sunnyvale, CA 3,542,428 48,981 3,493,447 Tucson, AZ 3,239,447 326,921 2,912,526

11. Defense Detail Major Missouri Location Rank by Outlay EXPENDITURES ($000) PAYROLL GRANTS/ LOCATION TOTAL OUTLAYS CONTRACTS St. Louis 5,342,892 197,110 5,145,782 Fort Leonard Wood 818,324 611,031 207,293 Independence 566,404 15,221 551,183 Kansas City 366,470 160,462 206,008 Whiteman AFB 235,735 189,914 45,821 St. Charles 185,747 11,956 173,791 Hazelwood 170,532 8,288 162,244 Springfield 103,920 74,975 28,945 Olivette 99,254 99,073 181 Jefferson City 81,413 51,719 29,694

12. Defense Detail Top 10 Missouri Defense Contractors Top 10 Contractors Receiving the Largest Dollar Volume of Prime Contract Awards in Missouri (000) THE BOEING COMPANY $4,879,774 ALLIANT TECHSYSTEMS INC 543,928 ENGINEERED SUPPORT SYSTEMS INC 168,737 NATIONAL BEEF PACKING COMPANY, 96,273 WORLD WIDE TECHNOLOGY HOLDING 83,217 EXPRESS SCRIPTS, INC 71,442 GRAYBAR ELECTRIC COMPANY, INC 66,239 STATE OF MISSOURI 44,358 NESTLE S.A. 43,299 WESTAR AEROSPACE & DEFENSE GROUP 41,054

13. Vision Implementation of a Strategic Plan that results in exceptional growth in Missouri’s job creation, revenue generation, and investment across the National Security industry sector.

14. Mission To improve Missouri’s revenue generation and job creation within the National Security industry sector.

15. Coordination In the following presentation organizations are identified as lead or supporting. This is not an “assignment” but a recommendation based on organization capabilities and interest. The NSISP will be coordinated with all concerned and leaders will have the right of first refusal.

16. Budget – Personnel – Legislation • This is an initiating plan as it does not yet incorporate budget, • personnel, and legislative implications. • Budget, personnel, and legislative requirements will become known • during the coordination process. • After coordination the Performance Measures will be prioritized • based on emerging realities and rebaselined. • Many draft Performance Measures with no budget or personnel • impacts, other than staff opportunity costs, are being worked now.

17. SWOT Input Internal Strengths 1. Political delegation at the federal level relative to D/HS – represents the majority of Missourians 2. Established industry base and supply chain 3. Strong base of new research 4. Upper level education is an advantage, especially in engineering and science sector 5. Central location and transportation infrastructure, including port access 6. More cost effective to do business here 7. Fort Leonard Wood is unique with diverse applications that could be spun off into the Technology Park. 8. Good quality of life 9. Patriotism / traditional values / conservative political nature of Missouri is a D/HS industryadvantage 10. Large population of US citizens facilitates security clearance process 11. FEMA regional office located in Missouri offers “one stop shopping for DHS programs

18. SWOT Input Internal Weaknesses 1. Lack of marketing of industry inside and outside of Missouri 2. Insufficient pay/infrastructure support to attract/retain top professors at research institutions. 3. Lack of collaboration between universities, private sector and government 4. K-12 education is not sufficient for entry into the workforce as non-degreed worker 5. IT infrastructure is still a challenge in out-state, although this is being remedied 6. Difficulty attracting and retaining talent 7. Lack of entrepreneurial culture in out state 8. Bureaucratic difficulty obtaining clearances, especially for small businesses 9. Elevated violent crime rate (525.4/100K pop)

19. SWOT Input External Opportunities 1. Increased spending by Defense and Homeland Security 2. Military installations will grow with new missions 3. New technologies -- nanotechnology / bioscience / battery power / drone aircraft 4. The need for critical manufacturing capabilities 5. Applications of renewable energy resources into military applications 6. Developing response and recovery technologies for natural disaster and terrorist attack. 7. Renewed interest in EMP / nanotechnology protection 8. Interoperable communications contracts 9. Threats to the food supply – Missouri could be the leader in protecting the food supply

20. SWOT Input External Threats 1. Loss of Congressional delegation leadership positions to other States 2. Aggressive competitor states with mature, well-funded marketing operations 3. Other States have contracts to replace current Missouri products 4. Reduced federal D/HS budget outlays 5. Salary - High tech specialists receivepremium pay in other States 6. Military installations will decline without new missions 7. Missouri ranks low in per capita funding from DOJ

21. SWOT Analysis Strengths / Opportunities Strategies • Missouri’s leadership in the US Senate and House delegations, coupled with an established industry base and supply chain, put Missouri in a very favorable position to compete for: • Increased D/HS spending • Funding associated with refitting the post-war force • Congressional leadership also provides significant leverage in exploiting new mission opportunities for Fort Wood, Whiteman AFB, Roscrans and NGA operations including: • Disaster response and recovery • Military application of renewable resources • Missouri’s college and university systems produce technical degrees that enable the State to target new technologies, techniques and emerging critical manufacturing capabilities: • EMP and nanotechnology technology • Lead the nation in technology and techniques to protect the food supply

22. SWOT Analysis Weaknesses / Opportunities Strategies • Additional focus, funding and match-making will counter weak marketing of Missouri’s D/HS industries and facilitate: • Capturing companies specializing in D/HS products and services • Expanding current Missouri D/HS companies • Generating new start-up companies • Improved pay and infrastructure support to attract and retain top research professors and other talent and will facilitate discovery, identification, commercialization of new technologies and production techniques • Various industry councils, workshops and similar venue will improve collaboration among Missouri’s universities, private sector, and government, aiding knowledge flow and enabling new technologies and techniques • K-12 education will continue to improve with new funding formulae and will better feed the pipeline into Missouri’s technical schools, colleges and universities • Working with GSA and the Central Security Service will to train new businesses in security clearance procedures will play to Missouri’s traditional citizen and patriotic strengths • Missouri’s elevated crime rate may be attenuated by working with the Congressional delegation to garner more Department of Justice funding

23. SWOT Analysis Strengths / Threats Strategies • Missouri’s established industry base, supply chain and strong base of new research, coupled with its central location and mature transportation infrastructure can be deployed to defend against competitor states • Likewise, Missouri companies can be encouraged to team with companies in competitor states have new contracts for current Missouri products • Our elevated crime rate may be attenuated by working with the Congressional delegation to garner more Department of Justice funding • Lower costs of doing business in Missouri together with good quality of life can be used to mitigate premium high tech salaries in other states • Missouri’s military benefits from operational and training roles less susceptible to reductions in D/HS funding and new missions, together with our Congressional delegation’s advocacy, may increase Missouri’s share of D/HS budgets

24. SWOT Analysis Weaknesses / Threats Strategies • Missouri’s elevated crime rate may be attenuated by working with the Congressional delegation to garner more Department of Justice funding • Additional focus, funding and match-making will counter weak marketing of Missouri’s D/HS industries • Missouri’s traditional citizen and patriotic strengths can overcome some competitor State’s advantages in marketing • Likewise educating Missouri’s out-state small and emerging business on competing for federal contracts and security clearance processes, coupled with any competitive edge available from Quality Jobs and other State programs, will generate more wins and a pool of reliable subcontractors • K-12 education will continue to improve with new funding formulae and will better feed the pipeline into Missouri’s technical schools, colleges and universities, thus making Missouri more attractive to business and less susceptible to premium rates of high tech pay in other states

25. Linkage Score • Based on nominative and anecdotal comparison of each • Performance Measure pairing and resulting in a “score” for • each sequence of pairings • Provides a method to identify and group the Performance • Measures with the highest anticipated payoff • Pair-wise comparison using analytical hierarchy process or • similar methodology is an option.

26. Linkage Scores

27. Linkage Score Statistics

28. Linkage Score – First Quartile

29. Linkage Score – Second Quartile

30. Linkage Score – Third Quartile

31. Linkage Score – Fourth Quartile

32. General Goal 1 Overview: Marketing GOAL: Increase the number of Missouri organizations competing for and winning D/HS Federal revenue center and related contracts, grants, and missions OBJECTIVE 1: Brand Missouri’s D/HS “product” Performance Measure A: Identify a tangible geographical region Performance Measure B: Apply a unique region name Performance Measure C: Designate Missouri D/HS Centers of Excellence OBJECTIVE 2: Meet senior military/government resource managers with directive authority/input Performance Measure A: Demonstrate advantages of Missouri locations/population/businesses Performance Measure B: Encourage Missouri basing/training/research/procurement OBJECTIVE 3: Increase market penetration through trade show and conference participation Performance Measure A: Improve quality of trade show participation Performance Measure B: Identify trade show and conference targets Performance Measure D: Exploit trade show leads/track and follow-up Performance Measure C: Increase number of trade shows and conferences targeted

33. GENERAL GOAL 1 – Marketing OBJECTIVE 1: Brand Missouri’s National Security Industry “Product” SITUATION: With nearly $20 billion in Federal direct investment in Missouri’s national security industry annually, 50,000 employees, and over 2,300 organizations with national security-related contracts, we are a major player but not branded/identified as a national security center. The preponderance of the direct investment flows into the national security triangle extending west from St. Louis to the Kansas City/St. Joseph region, south Springfield/Joplin, and returning northeast to St. Louis. This region includes Boeing, the National Geospatial-Intelligence Agency operation, the University of Missouri-Columbia engineering school and Discovery Ridge, Rosencrans Air National Guard Base, National Nuclear Security Administration’s advanced manufacturing facility operated by Honeywell, Lake City Army Ammunition Plant operated by AKN, Whiteman Air Force Base, EaglePicher, the Jordan Valley Innovation Center, Fort Leonard Wood complex, and Missouri University of Science and Technology, among many other organizations engaged in national security-related work.

34. GENERAL GOAL 1 – Marketing OBJECTIVE 1: Brand Missouri’s National Security Industry “Product” PERFORMANCE MEASURE A: Recommend a tangible geographical region. ACTION STATEMENT: Work with Department of Economic Development leadership and Missouri Economic Research Information Center staff to identify national security cluster groupings in Missouri. The resultant grouping will be perceptible enough to convey an identity but expansive enough to assure inclusion of any appropriate area. LEAD: DED MERICSupport: DED BCS Sales ,DED BCS Marketing TIMEFRAME: Complete within thirty days of Strategic Plan approval. BUDGET IMPLICATIONS: Minimal. LEGISLATIVE IMPLICATIONS: No SUCCESS MEASURE: Analysis either validates the geographic region identified in Situation, above, or provides an alternative regional grouping. SIMPLE PM LINKAGE SCORE: .380

35. GENERAL GOAL 1 – Marketing OBJECTIVE 1: Brand Missouri’s National Security Industry “Product” PERFORMANCE MEASURE B: Apply a unique region name NOTE: The unique name/identifier is not intended to replace the traditional “Show Me State” slogan but is intended only as a marketing tool to brand Missouri’s national security industry. ACTION STATEMENT: The Virginia 28 Corridor, Research Triangle, and Silicon Valley all convey the concept of high tech industry. Branding came from repeated colloquial use of terms in speeches, literature, and media. To achieve a similar branding for Missouri’s national security industry region a working group including representatives from the Department of Economic Development and governor’s office, together with other interested parties will develop a slate of possible unique names/identifiers. DED leadershipwill select the name/identifier to be used. LEAD: DED BCS Marketing and DED BCS Sales SUPPORT: DED MERIC, MMPEC, MP3, Missouri Partnership TIMEFRAME: Completed within thirty days of Performance Measure A completion. BUDGET IMPLICATIONS: None anticipated. LEGISLATIVE IMPLICATIONS: No SUCCESS MEASURE: The name selected is propagated in speeches, literature, and media. SIMPLE PM LINKAGE SCORE: .315

36. GENERAL GOAL 1 – Marketing OBJECTIVE 1: Brand Missouri’s National Security Industry “Product” PERFORMANCE MEASURE C: Designate Missouri National Security Centers of Excellence (MCNSE). ACTION STATEMENT: In general terms, a center of excellence demonstrates leadership in conducting nationally-recognized research and shaping national security-related public policy, A working group will determine the possible value in creating a MCNSE designation and, if the concept is considered to be worthwhile, develop criteria to identify and establish the threshold for a the designation. The working group will be approved by the DED director or designate within ninety days of Strategic Plan approval. The recommendation for the initial decision for MCNSEs will be briefed to the DED director or designate within thirty days of the working group selection. The criteria and threshold recommendations will be briefed within six months of the DED initial decision. The working group will develop recommendations for economic or other benefits for inclusion with MCNSE designation. LEAD: DED BCS Marketing SUPPORTING: MMPEC, DPS-OHS, MP3, DED MERIC, DED BCS Sales, research and higher education organizations, TIMEFRAME: The target for MCNSE budget inclusion is FY 2010. BUDGET IMPLICATIONS: To be determined. LEGISLATIVE IMPLICATIONS: Yes SUCCESS MEASURE: MCNSE criteria and threshold published, a selection committee formed, and economic benefits included in a DED budget line. SIMPLE PM LINKAGE SCORE: .587

37. GENERAL GOAL 1 – Marketing OBJECTIVE 2: Meet senior military and government resource managers with directive authority and input. SITUATION: Nearly $20 billion in annual federal investment indicates that Missouri’s current human capital and infrastructure can be leveraged for further contracting and grant success. With over 2,300 Missouri organizations receiving national security-related contracts and grants we have demonstrated our interest in this business sector and our ability to compete and win. The gap analysis (from Goal A, Objective 3, Performance Measure A) will indicate industry segments where additional job creation and revenue generation may be advisable. A shortfall may exist in our knowledge and contacts with military and civilian resource managers that enable us to serve as a conduit for information regarding emerging opportunities.

38. GENERAL GOAL 1 – Marketing OBJECTIVE 2: Meet and influence senior military and government resource managers with directive authority and input Performance Measure A: Demonstrate advantages of Missouri locations, population, and businesses Action Statement: Using the MERIC, gap analysis, and marketing and economic information identify Missouri organizations with the capability to address gaps identified. Through resources including the Missouri Military Preparedness and Enhancement Commission, Missouri Veterans Commission, Homeland Security Advisory Council, and other resources identify, meet, and brief senior military and government resource managers regarding targeted opportunities in Missouri. Lead: DED BCS Marketing Support: DED MERIC, DED BCS Sales, Missouri Partnership Timeframe: Ongoing Budget Implications: 1/8 MERIC FTE opportunity cost. Legislative Implications: No Success Measure: All identified senior military and civilian resource managers are briefed and influenced. Simple PM Linkage Score: .880

39. GENERAL GOAL 1 – Marketing OBJECTIVE 2: Meet senior military and government resource managers with directive authority and input Performance Measure B: Encourage Missouri basing, training, research, and procurement Action Statement: Working with leadership in federal executive branch departments and Missouri military sites; college, university and military research, education, and training facilities identify and support forthcoming opportunities for basing, contracts, and grants. Lead: DED BCS Sales Business Development Directors Support: DED MERIC, DED BCS Marketing, MMPEC, MP3, Missouri Partnership Timeframe: Ongoing. Budget Implications: 1/8 MERIC FTE opportunity cost. Legislative Implications: No Success Measure: Senior military and civilian resource managers exchange information regarding emerging opportunities and become advocates for Missouri success. Simple PM Linkage Score: 1.163

40. GENERAL GOAL 1 – Marketing OBJECTIVE 2: Meet senior military and government resource managers with directive authority and input Performance Measure C: Implement annual “National Security Industry Day” Action Statement: Increasing the flow of knowledge and facilitating connectivity within the national security industry community encourages teaming for new business and cross-selling among existing businesses. Through resources including MMPEC, MVC, HSAC, and other resources identify, meet, and brief senior military and government resource managers regarding targeted opportunities in Missouri. Lead: DED BCS Marketing and DED BCS Sales Business Development Directors Support: Missouri’s Congressional delegation, Governor’s office, Hawthorne Foundation, Missouri Chambers of Commerce, Missouri Economic Development Council, Missouri military and military support organization, MTC, DED MERIC, MMPEC, MP3, DPS-OHS, Missouri Partnership Timeframe: Schedule the first “National Security Industry Day” for late 2008 Budget Implications: TBD. Legislative Implications: No Success Measure: All Missouri organizations with national security-related contracts or interest and non-Missouri organization, identified in the MERIC gap analysis are invited to set up booths and participate. Simple PM Linkage Score: .728

41. Situation: Trade shows are a focal point for the national security industry. Major trade shows can provide access to and open dialogues with otherwise unavailable corporate, government, military, and civilian executives. Identifying all political leadership, senior government and military resource managers and Missouri businesses participating in a conference or exhibition is essential. This provides the venue for Missouri senior executives and delegation to be fully engaged in facilitating investment leads and networking opportunities by: Executive branch Department and Service secretaries and their deputies and assistants. Military members, particularly in the rank of colonel and above and civilian equivalents. Missouri businesses. GENERAL GOAL 1 – Marketing OBJECTIVE 3: Increase market penetration through trade show and conference participation

42. Performance Measure A: Improve quality of trade show participation Action Statement: Missouri economic development must be the focus of trade show and conference participation with other economic development entities participating (PM D). Contact and lead generation are critical (PM C). Planning for trade show and conference participation must include target identification, exploitation, and follow-up plans (PM B). Those working trade shows must be aggressive and experienced in business development and contact management. A professionally developed, updatable slide show highlighting Missouri’s advantages and industry clusters within the national security industry for marketing at conferences, exhibitions and targets of opportunity will enhance our opportunity for success. Lead: DED BCS Marketing Support: DED MERIC, DED BCS Sales, MTC, Missouri Partnership Timeframe: Funded and completed in MO FY 2009. Budget Implications: Estimate $100K for a slide show, no additional cost for trade show staff selection. Legislative Implications: No Success Measure: Delivery of the slideshow stimulating a significant increase in qualified contacts. Simple PM Linkage Score: .380 GENERAL GOAL 1 – Marketing OBJECTIVE 3: Increase market penetration through trade show and conference participation

43. GENERAL GOAL 1 – Marketing OBJECTIVE 3: Increase market penetration through trade show and conference participation Performance Measure B: Identify trade show and conference targets Action Statement: Prior to trade shows analyze trade show exhibitors and participants, identify targets based on the gap analysis, and link them to Missouri businesses, particularly those attending the conference or exhibition. Leverage contacts to generate matchmaking opportunities. Lead: DED BCS Sales Support: DED MERIC, DED BCS Marketing, MTC, Missouri Partnership Timeframe: Ongoing. Budget Implications: 1/8 MERIC FTE. Legislative Implications: No Success Measure: For each trade show and conference, a target program with a target folder for each target identified. Simple PM Linkage Score: .598

44. Performance Measure C: Exploit trade show leads – track and follow-up Action Statement: Leads generated at trade shows and conferences are perishable and must be tracked and followed up to seize opportunities. Among other capabilities, a customized variant of low-end customer relationship management (CRM) software can facilitate success. A CRM variant would facilitate Missouri product identification, business information, contact and call management and understanding/forecasting requirements for Missouri products and handle our service to businesses. Lead: DED MERIC Support: DED BCS Sales, DED BCS Marketing, MTC, Missouri Partnership Timeframe: Ongoing. Budget Implications: CRM and customization is estimated at $500K. 1 FTE for CRM development. 1/4 MERIC FTE for CRM operation. Legislative Implications: No Success Measure: Leads are generated, cross-referenced, tracked, and exploited. Target a three-hundred percent increase in qualified lead follow-up. Simple PM Linkage Score: .620 GENERAL GOAL 1 – MarketingOBJECTIVE 3: Increase market penetration through trade show and conference participation

45. Performance Measure D: Increase the number of trade shows and conferences Action Statement: Trade shows and conferences provide defense against predatory states as well as offense opportunities to gain new business. As evidenced by the large number of businesses offering products and services at trade shows and conferences, these are high-density target opportunities. Trade show and conferences targeted must be selected to maximize marketing targets, engage new targets at each show, and follow-up on previously engaged targets. One international show each in Europe, the Mideast, and Asia annually and three domestic shows exhibits, and representation at six conferences provide sufficient market exposure. Lead: DED BCS Marketing Support: Governor’s office, legislative committees, DED BCS Sales, DED MERIC, MTC, Missouri Partnership Timeframe: MO FY 2009 and subsequent fiscal years. Budget Implications: Estimate $100K per international trade show shared by the State of Missouri, St. Louis, and Kansas City with Springfield encouraged to participate. Domestic trade shows are estimated at $25K each, likewise shared by the State of Missouri, St. Louis, Kansas City, and possibly Springfield. Representation at trade shows and conferences is estimated at $1K per person. GENERAL GOAL 1 – MarketingOBJECTIVE 3: Increase market penetration through trade show and conference participation

46. Performance Measure D (continued): Legislative Implications: Yes – to the extent the DED funding request is approved. Success Measures: Trade shows and conferences are funded. As no historic data is available regarding leads, my own Paris Air Show experience of sixty usable lead contacts and eight quality leads is a benchmark. Trade show and conference participation is forecast to result in an increase of 2-3 new business entrants to Missouri annually over a three year horizon, with job creation expected to be six jobs per million gross revenue for manufacturing and thirteen per million for services. Increased orders for existing products and services are targeted at one percent annually over the same time frame. Simple PM Linkage Score: .500 GENERAL GOAL 1 – MarketingOBJECTIVE 3: Increase market penetration through trade show and conference participation

47. SITUATION: Missouri is a major national security-related procurement and service provider and has significant Defense installations and operations. We have the opportunity to leverage existing advantages to increase the competitiveness of existing Missouri enterprises and attract new companies to move to Missouri and conduct business. Missouri is seen as a locus of political power being home to the Senate Select Committee on Intelligence Vice Chair, the House Minority Whip, and the House Armed Services Committee Chair and these advantages can be marketed to increase Missouri’s participation in the national security industry marketplace. GENERAL GOAL 1 – MarketingOBJECTIVE 4: Identify, target, approach and recruit companies

48. Performance Measure A: With MERIC, conduct gap analysis by NAICS code Action Statement: Working with MERIC and using GSA and other data develop an inventory of D/HS goods and services procured through GSA and an inventory subset of goods and services procured from Missouri firms. Using this data develop a gap analysis of items potentially procurable in Missouri but not currently procured here, a compendium of potential supplier firms, and identification of classes of materiel for which Missouri currently has no supplier. Lead: Missouri Partnership Support: DED MERIC, DED BCS Sales, DED BCS Marketing, MTC Timeframe: Complete within ninety days of Strategic Plan approval. Budget Implications: Opportunity cost of 1 1/2 FTEs until completion and 1/8 FTE for maintenance and updating. Legislative Implications: No Success Measure: Delivery of an approved gap analysis and quarterly updates. Simple PM Linkage Score: .467 GENERAL GOAL 1 – MarketingOBJECTIVE 4: Identify, target, approach and recruit companies

49. Performance Measure B: Locate NSI-related headquarters and operations in Missouri Action Statement: Working with NSI organizations, support organizations, appropriate State of Missouri departments and committees identify NSI headquarters and operations that may be coming into the inventory or that currently exist elsewhere and may be vulnerable to acquisition. Assess the success and payoff potential and develop a prioritized list of identified targets. Develop market information for top priority targets. Work with D/HS and, as appropriate, national, state, and local leadership to capture priority targets. Lead: Missouri Partnership Support: MTC, DED BCS Sales Business Development Directors, DED MERIC, DED BCS Marketing Timeframe: Ongoing Budget Implications: To be determined. Funding requirements include travel, market data, analysis and related activities, products, and services. Legislative Implications: No Success Measure: Priority targets are engaged and captured. Simple PM Linkage Score: 1.185 GENERAL GOAL 1 – MarketingOBJECTIVE 4: Identify, target, approach and recruit companies

50. Performance Measure C: Expand current Missouri operations and encourage new start-ups Action Statement: Drawing from information developed in the gap analysis, identify additional products and services that Missouri firms could provide and potential Missouri suppliers. Make Missouri supplier firms and entrepreneurs aware of potential new markets for horizontal expansion and work with them to structure state and local assistance packages to improve their competitiveness. Lead: Missouri Partnership Support: DED BCS Sales, DED BCS Marketing, DED MERIC, MTC Timeframe: Ongoing commencing with delivery of gap analysis. Budget Implications: To be determined. Funding requirements include travel, market data, analysis and related activities, products, and services; as well as opportunity costs of assistance packages. Legislative Implications: No Success Measure: Identified targets are successfully engaged and new business creation emerges. Simple PM Linkage Score: 1.228 GENERAL GOAL 1 – MarketingOBJECTIVE 4: Identify, target, approach and recruit companies