Post on 20-Jul-2020
RAF Mildenhall
Mildenhall, England
August 1999
GIS/Data Implementation
Strategic Plan
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The Air Force Center for Environmental Excellence (AFCEE) has
created this GIS/Data Implementation Strategic Plan for the 100th Air
Refueling Wing, RAF Mildenhall, England, under United States Air
Forces in Europe (USAFE) command. The resulting document�
produced in accordance with Air Force planning guidelines�
summarizes the background information and recommendations that
were developed for this plan.
Currently, the USAFE personnel at RAF Mildenhall have a great
wealth of information that is potentially available to all of them.
However, due to the constraints of multiple stand-alone
systems, the variety of data formats used, and the
limited accessibility to data, this wealth of information
does not provide its full value to the base personnel.
What would it take to organize all of this information
into a centralized system, and how would RAF Mildenhall staff be
able to access it more conveniently?
The GIS/Data Implementation Strategic Plan document was created
to answer these questions...and many more. It begins with the
essentials in Sections 1 and 2: the history and mission of RAF
Mildenhall, the nature and purpose of the GIS project and the
Strategic Plan, the relationship of the Strategic Plan to the Base
Comprehensive Plan, and the existing conditions and needs of RAF
Mildenhall.
Next, the Strategic Plan illustrates the four phases of implementing a
GIS for RAF Mildenhall in Sections 3-6:
1. Defining the mission, administration, and schedules for
implementing the data and GIS network;
2. Collecting and verifying�or building� the data;
3. Creating a network and its operation parameters for conveying
the data;
4. Developing the tools, interface, and training required for
accessing the data.
Finally, the plan concludes with two bookends to the rest of the
Strategic Plan and its background information. Section 7 looks
ahead at how the Strategic Plan can be maintained and revised, and
Sections 8 and 9 look back at who contributed to the plan and the
interview notes that were used to develop it. Additionally, GIS
prototype and cost-benefit information is included at the end of the
report.
The GIS/Data ImplementationStrategic Plan for
RAF Mildenhall, England
Could a GIS help everyone at RAFMildenhall accomplish their missionsbetter, faster, and cheaper?
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Table of Contents
Background of RAF Mildenhall ....................................................... 1-1
Purpose of Project ........................................................................... 1-2
Purpose of Document ...................................................................... 1-5
Audience ......................................................................................... 1-7
Plan Organization ........................................................................... 1-7
Relationship to Base Comprehensive Plan ..................................... 1-8
Plan Findings .................................................................................. 2-1
Current Conditions Update (Summer 1999) ............................ 2-2
Available Geographic Information .......................................... 2-2
Framework Data ....................................................................... 2-7
Overlay Data ............................................................................ 2-7
Existing Conditions and Needs Assessment of
Geographically Related Information ....................................... 2-8
Overview ........................................................................................ 3-1
Recommendations ................................................................... 3-1
Adopt a Mission Statement ...................................................... 3-1
Establish a GIS Steering Committee ......................................... 3-2
Establish a GIS Technical Committee ...................................... 3-2
Appoint a Basewide GIS Manager ............................................ 3-3
Establish a Computer Resources Board .................................... 3-5
Build GIS Staff Qualifications ................................................... 3-5
Implementation and Training Schedule .......................................... 3-6
Summary ......................................................................................... 3-6
Overview ........................................................................................ 4-1
Recommendations .......................................................................... 4-1
Build the Base Layout Mapping ................................................ 4-1
Build the Floor Plans ................................................................ 4-2
Build the Utility Infrastructure Mapping ................................. 4-3
Build the Real Property Data .................................................... 4-4
Staff Resources and Work Order Development ............................... 4-5
Budget Estimates .............................................................................. 4-5
Justification and Impact Statement ................................................. 4-7
Implementation and Training Schedule .......................................... 4-7
Summary ......................................................................................... 4-7
Section 1: Introduction
Section 2: ExistingConditions and NeedsAssessment
Section 3: Phase 1Component Plan�Settingthe Stage
Section 4: Phase 2Component Plan�Buildingthe Hub of the Wheel
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Section 5: Phase 3Component Plan�Buildingthe Spokes of the Wheel
Overview ........................................................................................ 5-1
Recommendations .......................................................................... 5-1
Confirm Network Connections ............................................... 5-1
Establish Computer Automation Resources ............................. 5-2
Establish Information Sharing Practices .................................. 5-3
Staff Resources and Work Order Development ............................... 5-4
Budget Estimate ............................................................................... 5-4
Justification and Impact Statement ................................................. 5-4
Implementation and Training Schedule .......................................... 5-4
Summary ......................................................................................... 5-5
Overview ........................................................................................ 6-1
Recommendations .......................................................................... 6-1
Implement a Web-Based GIS Viewing and Analysis Tool ......... 6-1
Develop a Custom User Interface ............................................. 6-2
Implement Redlining ............................................................... 6-3
Plan for Future GIS Application Development ......................... 6-6
Train Potential Users ................................................................ 6-6
Budget Estimate ............................................................................... 6-7
Justification and Impact Statement ................................................. 6-7
Implementation and Training Schedule .......................................... 6-8
Summary ......................................................................................... 6-8
Overview ........................................................................................ 7-1
Maintenance of the Strategic Plan .................................................. 7-1
RAF Mildenhall Sources .................................................................. 8-1
Additional Sources .......................................................................... 8-3
Command Post (100 ARW/CP) ....................................................... 9-1
Pertinent Responsibilities ........................................................ 9-1
Technology and Data: Today .................................................... 9-1
Technology and Data: Future .................................................... 9-1
Wing Plans (100 ARW/XP) ............................................................. 9-2
Pertinent Responsibilities ........................................................ 9-2
Technology and Data: Today .................................................... 9-2
Technology and Data: Future .................................................... 9-2
Wing Safety (100 ARW/SE) ............................................................. 9-3
Pertinent Responsibilities ........................................................ 9-3
Technology and Data: Today .................................................... 9-3
Technology and Data: Future .................................................... 9-4
Section 6: Phase 4Component Plan�Buildingthe Rim of the Wheel
Section 7: Plan Maintenanceand Revision
Section 8:Acknowledgments
Section 9: Interview Notes
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Fuels Supply (100 LGS) .................................................................... 9-5
Pertinent Responsibilities ........................................................ 9-5
Technology and Data: Today .................................................... 9-6
Technology and Data: Future .................................................... 9-6
Flight Operations (100 OG) ............................................................. 9-7
Pertinent Responsibilities ........................................................ 9-7
Technology and Data: Today .................................................... 9-8
Technology and Data: Future .................................................... 9-8
CE Readiness (100 CES) ................................................................... 9-9
Pertinent Responsibilities ........................................................ 9-9
Technology and Data: Today .................................................. 9-10
Technology and Data: Future .................................................. 9-10
CE Real Property (100 CES) ........................................................... 9-11
Pertinent Responsibilities ...................................................... 9-11
Technology and Data: Today .................................................. 9-11
Technology and Data: Future .................................................. 9-12
CE Project Managers (100 CES) ..................................................... 9-13
Pertinent Responsibilities ...................................................... 9-13
Technology and Data: Today .................................................. 9-13
Technology and Data: Future .................................................. 9-14
CE Building Management Systems (100 CES) ............................... 9-15
Pertinent Responsibilities ...................................................... 9-15
Technology and Data: Today .................................................. 9-16
Technology and Data: Future .................................................. 9-17
CE Maintenance Engineering/CADD Shop (100 CES) .................. 9-18
Pertinent Responsibilities ...................................................... 9-18
Technology and Data: Today .................................................. 9-18
Technology and Data: Future .................................................. 9-20
CE Associate Civil Engineer for Ministry of Defense (MOD) ....... 9-22
Pertinent Responsibilities ...................................................... 9-22
Technology and Data: Today .................................................. 9-22
Technology and Data: Future .................................................. 9-23
CE Computer Services Shop (100 CES) .......................................... 9-24
Pertinent Responsibilities ...................................................... 9-24
Technology and Data: Today .................................................. 9-24
Technology and Data: Future .................................................. 9-24
CE Customer Service (100 CES) .................................................... 9-25
Pertinent Responsibilities ...................................................... 9-25
Technology and Data: Today .................................................. 9-25
CE Environmental Flight (100 CES) .............................................. 9-26
Pertinent Responsibilities ...................................................... 9-26
Technology and Data: Today .................................................. 9-27
Technology and Data: Future .................................................. 9-28
CE Fire and Rescue (100 CES) ........................................................ 9-29
Pertinent Responsibilities ...................................................... 9-29
Technology and Data: Today .................................................. 9-29
Section 9: Interview Notes(continued)
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Technology and Data: Future .................................................. 9-30
Communications Squadron (Comm) (100 CS) .............................. 9-30
Pertinent Responsibilities ...................................................... 9-30
Technology and Data: Today .................................................. 9-30
Technology and Data: Future .................................................. 9-32
LAN Shop (100 CS) ........................................................................ 9-32
Pertinent Responsibilities ...................................................... 9-32
Technology and Data: Today .................................................. 9-32
Security Forces (100 SFS) ............................................................... 9-33
Pertinent Responsibilities ...................................................... 9-33
Technology and Data: Today .................................................. 9-33
Technology and Data: Future .................................................. 9-34
Lodging Maintenance (LM) (100 SVS) .......................................... 9-35
Pertinent Responsibilities ...................................................... 9-35
Technology and Data: Today .................................................. 9-35
Technology and Data: Future .................................................. 9-36
C2IPS Operations (627 AMSS) ....................................................... 9-36
Pertinent Responsibilities ...................................................... 9-36
Technology and Data: Today .................................................. 9-36
Technology and Data: Future .................................................. 9-37
GIS Prototype ................................................................................ 10-1
Abbreviations and Acronyms ....................................................... 11-1
A Cost-Benefit Scenario ................................................................. 12-1
A Model Approach to Estimating GIS Benefits, by Stephen R.
Gillespie ........................................................................................ 12-2
Abstract .................................................................................. 12-2
Paper ...................................................................................... 12-2
General Framework for GIS Benefits ..................................... 12-3
Factors Influencing Level of GIS Benefits ............................... 12-4
A Model to Estimate Benefits .................................................. 12-6
How to Use the Model ........................................................... 12-8
Conclusion ............................................................................ 12-9
References ............................................................................ 12-10
Section 10: GIS Prototype
Section 11: Abbreviationsand Acronyms
Section 12: GIS Cost-BenefitAnalysis Paradigm
Section 9: Interview Notes(continued)
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Figure 1�Map of Mildenhall, England Region ............................... 1-1
Figure 2�KC135 Stratotanker Refueling a Belgian F-16 .................. 1-1
Figure 3�Officers Club and Visiting Officers Headquarters .......... 1-2
Figure 4�100th ARW Headquarters ............................................... 1-2
Figure 5�Building 560 ................................................................... 1-2
Figure 6�Security at RAF Mildenhall ............................................. 1-3
Figure 7�Flight Operations at RAF Mildenhall .............................. 1-3
Figure 8�GIS Framework ............................................................... 1-5
Figure 9�GIS Wheel ....................................................................... 1-6
Figure 10�Framework Data Includes the Base Map ........................ 2-7
Figure 11�Overlay Data Includes Specific Information ................. 2-7
Figure 12�Command Post and Base Map Data ............................... 2-8
Figure 13�Flight Operations and Geographic Data ........................ 2-9
Figure 14�ALOHA: An Example of Software-GIS Integration ...... 2-10
Figure 15�Sample GIS Mission Statement ..................................... 3-1
Figure 16�Data Management and Networking Software ............... 3-3
Figure 17�Sample GIS Manager Position Description ................... 3-4
Figure 18�Sample GIS Analyst/Programmer Decription ................ 3-5
Figure 19�Sample GIS Technician Description .............................. 3-6
Figure 20�Recommended Web Redlining Process ........................ 6-4
Figure 21�Four Tiers of GIS Users at RAF Mildenhall .................... 6-5
Figure 22�RAF Mildenhall GIS Prototype ................................... 10-1
Figure 23�Base Map Screen ......................................................... 10-2
Figure 24�Web Map Showing Building Names & Locations ....... 10-3
Figure 25�Database Information via Web Map ........................... 10-4
Figure 26�A Floor Plan of Building 443 is Accessed .................... 10-5
Figure 27�A Removed Wall is Noted with Redline Function ...... 10-6
Figure 28�Redline Maintenance Manager .................................. 10-7
Table 1�Summary of Existing Technology Resources .................... 2-1
Table 2�Summary of Existing Data Sources and Users ................... 2-3
Table 3�Recommended Hardware Configurations ........................ 5-2
Table 4�GeoMedia Web Map Purchases ........................................ 6-7
Table 5�RAF Mildenhall Interview Schedule and Participants ..... 8-1
Table 6�RAF Mildenhall Briefing Participants ............................... 8-2
List of Figures
List of Tables
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Figure 2�A Belgian AirForce F-16 Fighting Falconpulls up behind a U.S. AirForce Boeing KC-135Stratotanker during mid-air fueling in the skiesover Spain. The KC-135sare part of the 100th AirRefueling Wing based atRAF Mildenhall, England.
Section 1: Introduction
Background of RAF Mildenhall
Opened as
Royal Air Force
Station
Mildenhall on
16 October
1934, the
current home
of the U.S. Air
Force (USAF)
3rd Air Force
has a history as
broad and
colorful as the
agricultural
fields that make up this region of England. When it
opened, it was one of the largest bases in the British
Bomber Command. And during World War II, its
active airfield launched more than 8,000 sorties
striving to reach the German front.
Today, RAF Mildenhall is home to the 100th Air
Refueling Wing (ARW), the 352nd Special
Operations Group (SOG), as well as HQ 3rd Air Force.
Boeing B-17s and Avro Lancasters were replaced in
the late 1940s with Douglas C-47 and C-54
transports, as they flew humanitarian aid during the
Berlin Airlift. The Boeing KC-135 Stratotankers
currently based at the field fly refueling missions in
support of the NATO No-Fly Zone over war-torn
Bosnia on the European continent. Almost 65 years
after its high-profile opening, RAF Mildenhall enjoys
a rich past and a strong future of USAF activity.
Located about 70 miles northeast of London, today�s
RAF Mildenhall is a very different place than when it
opened in 1934. Piston-engine aircraft gave way to
today�s modern jets, and the needs of aircraft
support, airfield maintenance, and general quality of
life change with each advance in technology. To
fulfill the 100th ARW�s Mission Statement of
�Conducting air refueling, force protection, force
deployment and support operations for U.S. and
NATO anytime, anywhere,� RAF Mildenhall-assigned
military and civilian personnel find daily challenges
in making sure this mission is met.
RAF Mildenhall has not only a historic importance to
the world, but it also stands to support the peacetime
vision of the future. The buildings and airfields at
RAF Mildenhall have a rich history and purposeful
mission, and if they could only talk, they would fill the
listener with genuine respect.
Figure 1�Mildenhall,England and itssurrounding region.
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Buildings such as the OfficersClub and Visiting OfficersQuarters (Figure 3, top), the100th ARW Headquarters(Figure 4, above), andBuilding 560 (Figure 5, left)�one of the oldest at RAFMildenhall�each have theirown stories to tell. Becauseof their varying ages,characteristics, and needs, aGIS can be valuable forhelping a wide variety ofpeople make informeddecisions.
Purpose of Project
If they could only talk�
How many times has someone wished a building
could talk? If only that building could tell you what
it has seen since the day a mason put the first stone
in place. What would it say?
Would it tell about the day in 1934 that King George
V sat in a chair in the Main Hall? Would a runway
tell about the bullet-riddled bomber limping to a
landing with one engine on fire?
Or would that same building explain that its roof is
leaking over the seam where the recent addition was
joined to the old structure? Would that same runway
tell about how storm water is undercutting a joint in
its pavement?
While it�s not quite that simple, there is a way in
which a building can �talk� to us. And this applies
not only to buildings, but also to vehicle ways,
airfield pavements, and even fire hydrants�all have
a way to �tell� about themselves.
Using modern computer technology to maintain
base layout maps, engineering drawings, or facility
floor plans, information about a feature on a drawing
or a map can give the user more knowledge than
simply its shape. An aircraft hardstand can �tell� the
Wing Planner what weight it will bear for a specific
parking configuration. A water valve can �tell� the
maintenance engineer its type, flow capacity, or
installation date. A fire alarm can �tell� the
firefighter exactly where it�s located in a building, as
well as the fact that the adjoining room contains
hazardous materials.
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With the development of geographic information
system (GIS) technology, information that is now
maintained by several different organizations in
paper format or separate databases can be linked to
electronic drawing files and base maps to give the
user more than just lines on a page. GIS
technology�the marrying together of drawings
with related information about features on that
drawing�helps the user to find in-depth
information without searching multiple sources.
By linking tabular data�such as load-bearing
capacity or the tail number of the aircraft that�s
currently parked in a certain space�a user has not
only graphic information but also the related
information usually found only by searching many
related documents or databases. The development of
GIS capabilities at RAF Mildenhall could eventually
give every user on the base an opportunity to share
and benefit from information that is maintained by
others.
The RAF Mildenhall GIS/Data Implementation Strategic
Plan represents the first step in a multitask effort that
will eventually result in an integrated information
system (IS). The goal for this strategic plan is to
define GIS capabilities to integrate the existing 100th
ARW IS assets into a comprehensive, standardized
system.
Integrated access to spatially related information will
one day allow multiple users to access, maintain, and
distribute data associated with the following:
✈ Planning
✈ Design and facility management
✈ Natural and cultural resources
✈ Airfield operations
✈ Emergency management and response
✈ Environmental management concerns
RAF Mildenhall can expect to gain many important
benefits from developing this system, including
these examples:
✈ Provide timely, accurate data
✈ Eliminate duplication of effort in data access and
management
✈ Promote better use of available�sometimes
critical�information
To accomplish this strategic plan, MSgt Mark Clinger
and Nigel Hutchinson conducted initial visits within
the 100th ARW. These visits were designed to
introduce many of the staff members in the
organization to simple GIS concepts. As
understanding of GIS began to develop, users were
prepared for the project interviews that followed in
mid-June 1998.
Timely and accurate data is essential for everything at RAF Mildenhall�from security (Figure 6, left) to flight operations(Figure 7, right). An integrated information system can unite the existing assets of the 100th ARW into a comprehensive,standardized system.
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The first step in developing the plan is to determine
the current condition of spatially related
information in the 100th ARW, which comprises the
following:
✈ 100th CES (Customer Service, Maintenance
Engineering, Base Development, Real Property,
Environmental, Readiness, Fire Department,
Infrastructure, and Defense Estate Organization)
✈ Security Forces
✈ Communications Squadron
✈ Wing Safety
✈ Wing Plans and Services
✈ Base Operations
✈ Wing Command Post
✈ 100th Services Squadron
This review included learning the type, quality, age,
and condition of the spatial information in use. The
goals were as follows:
✈ To define, assess, and prioritize the steps to be
taken to bring all organizations to an equal level
of information management
✈ To establish a common definition of GIS
capabilities to be developed at RAF Mildenhall
✈ To chart a course toward a full GIS
implementation strategy within each related
organization at RAF Mildenhall
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Purpose of Document
The RAF Mildenhall
GIS/Data
Implementation
Strategic Plan considers
the computer-aided
design and drafting
(CADD) GIS
implementation
planning process from AFCEE and the results of the
USAF Survey Assessment Report (CADD/GIS) from
AFCESA. The plan is developed to be consistent with
the guidelines of the most current version of the Tri-
Service CADD/GIS Technology Center initiatives for
GIS development and the Air Force Civil Engineer
Automation Vision (May 1996) from the Air Force
Civil Engineer Support Activity (AFCESA). The plan
also considers the AFCESA development of the
Automation Civil Engineer System (ACES) program
in any direction presented to RAF Mildenhall.
The purpose of the plan is to bring currently
disconnected users together to share information.
The goal is not to change who is responsible for data,
but instead to allow more people to use the
information more effectively.
The recommendations sections of this plan propose
two analogies for GIS development at RAFM.
The first analogy�for the development of the data�
is built on a frame:
✈ First, an effective and up-to-date base map
should be developed to serve as the framework
data for other data development.
✈ Next, organization- or even process-specific data
should be developed among the GIS users. This
overlay data will, in effect, be superimposed on
the framework data.
Figure 8�A GIS can function like a picture frame (left). Itis built on a base map�the foundation of further datadevelopment (below)�and can eventually also includeprocess-specific overlay data (bottom) that can besuperimposed on the base map.
PurposeTo bring currentlydisconnected userstogether to shareinformation.
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The other analogy�for the development of the
basewide GIS itself�is built on a wheel:
✈ First, the base will set the stage for the GIS wheel
by building and strengthening the GIS
organization within RAFM.
✈ Then comes building the hub of the wheel,
which concerns developing integration
pathways and standards.
✈ Next is developing the spokes of the wheel,
which pertain to developing GIS capabilities.
✈ Finally, the base will develop the rim of the
wheel, which relates to the concept of multiple
GIS users in two-way communication.
The result of this process will be the completed GIS
development, blending a GIS organization,
integration, standards, capabilities, and data sharing,
represented by the unified GIS wheel.
The three components work together as an integratedsystem.
Figure 9�A GIS can also function like a wheel that offersan integrated network of information while providingmultiple users simultaneous access to data.
The hub concerns developingintegration pathways andstandards.
The spokes pertain todeveloping GIS capabilities.
The rim relates to the concept ofmultiple GIS users in two-waycommunication.
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Audience
As this report has evolved the audience has changed.
Generally it includes a wide group of people
responsible for data maintenance and management,
as well as users who have a stake in data sharing.
For the 35% submittal, which was a compilation of
the interview notes as collected in the initial site
visit from 9 to 17 June 1998, all staff interviewed and
other interested parties reviewed and commented on
the notes. Information obtained in these interviews
and the returned comments serve as the basis for all
recommendations in the plan.
For the 65% submittal and forward, the audience is
concentrated on those responsible for information
development, planning, budgeting, and quality.
Plan Organization
The GIS/Data Implementation Strategic Plan consists
of the following components:
✈ GIS Plan for RAF Mildenhall
✯ Section 1: Introduction to RAF Mildenhall
in relation to developing GIS capabilities
✈ Plan Findings
✯ Section 2: Existing conditions and needs
assessment, concerning potential basewide-
related GIS applications, hardware/software/
networking, personnel and training, and
data requirements
✈ Recommendations
✯ Section 3 is the Phase 1 component plan,
which includes recommendations and a
discussion of an implementation timeframe.
This section describes setting the stage for
the basewide GIS.
✯ Section 4 is the Phase 2 component plan,
which includes recommendations,
discussion of budget considerations, a
justification and impact statement, and
discussion of an implementation timeframe.
This section tells about developing the hub
of the GIS wheel.
✯ Section 5 is the Phase 3 component plan,
which includes recommendations,
discussion of budget considerations, a
justification and impact statement, and
discussion of an implementation timeframe.
This section makes recommendations for
creating the spokes of the GIS wheel.
✯ Section 6 is the Phase 4 component plan,
which includes recommendations,
discussion of budget considerations, a
justification and impact statement, and
discussion of an implementation timeframe.
This section pertains to building the rim of
the GIS wheel.
✯ Section 7 describes plan maintenance and
revision.
✯ Section 8 acknowledges all the assistance
provided by RAFM personnel, AFCEE staff,
and other sources.
✯ Section 9 contains the interview notes.
✯ Section 10 gives a brief overview of the GIS
prototype.
✯ Section 11 is a list of abbreviations and
acronyms used throughout this plan.
✯ Section 12 contains an unpublished paper
written by Stephen R. Gillespie of the U.S.
Geological Survey (USGS). This paper
provides a paradigm for evaluating the cost
benefits of GIS deployment.
Consideration is given to the suitability of data or
applications for implementation in the plan, which
involves the following criteria:
✈ Apply facility, infrastructure, and similar
geographically related information.
✈ Reference industry-accepted research into
benefits and costs as they relate to automating
information access and applications on the base.
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✈ Create useful links between electronic and paper
data (maps and tabular files).
✈ Use data that is tracked or accessed by more than
one organization or office.
✈ Use data that is of benefit to multiple
organizations.
Relationship to Base ComprehensivePlan
Just as the Facility Utilization Survey (FUS) is an
outgrowth of the RAF Mildenhall Base
Comprehensive Plan (BCP), the GIS/Data
Implementation Strategic Plan is meant to provide
background information for future development. As
the BCP serves as the model for future installation
development, this plan should also be used as a
guide.
To follow an Air Force standard, this document is
generally modeled on the General Plan template, as
defined in USAF Comprehensive Planning. Although
not as concerned with the physical setting or
development of the installation, this plan focuses on
developing and sharing strong operations-,
engineering-, and planning-related data.
According to the General Plan Guide and Template,
Section B, Planning Process, page 17:
Planning is a process that promotes informed,
sound, and coordinated decisions on future
installation development. The planning process
consists of five major steps:
Identification of mission, goals, existing
conditions, and requirements;
Evaluation of opportunities, constraints, and
alternative solutions
Implementation of the preferred alternative;
Maintenance of the plan; and
Feedback.
This GIS/Data Implementation Strategic Plan seeks to
provide a starting point for a long-term opportunity
for increased data sharing at RAF Mildenhall.
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Section 2: Existing Conditions and Needs Assessment
Plan Findings
Between 9 and 16 June 1998, RAF Mildenhall
personnel participated in a variety of briefings and
interviews. These briefings and interviews provided
Pr int/ Inter - GIS/CADD
Organization PCs Plot E-Mai l n e t I W I M S Databases Software
LAN Shop ✓ ✓ ✓ ✓ ✓ ✈ Oracle✈ Access �
CES Readiness ✓ ✓ ✓ ✓ ✓ ✈ ALOHA ✈ ArcExplorer
✈ CAMEO ✈ ArcView
Computer Shop ✓ ✓ ✓ ✓ ✓
Communications Squadron ✓ ✓ ✓ ✓ ✓ ✈ Access �
Real Property ✓ ✓ ✓ ✓ ✓ ✈ Access �✈ FileFlow �
Wing Plans ✓ ✓ ✓ ✓ ✓ ✈ CAMS✈ Base Support Plan✈ STEP
Flight Operations ✓ ✓ ✓ ✓ ✓ ✈ Access ✈ AutoCAD
Fuels Supply ✓ ✓ ✓ ✓ ✓ ✈ Fuels Automated �System
✈ FoxPro✈ Oracle✈ Fuels Manager
Security Forces ✓ ✓ ✓ ✓ ✓ ✈ FoxPro �✈ Access
CE Project Managers ✓ ✓ ✓ ✓ ✓ ✈ Access ✈ MicroStation(as part of CE)
Wing Safety ✓ ✓ ✓ ✓ ✓ � �
CE Building Management ✓ ✓ ✓ ✓ ✓ ✈ SQL*Server ✈ MicroStation✈ Access (as part of CE)✈ Oracle
Maintenance/Engineering ✓* ✓ ✓ ✓ ✓ ✈ Access ✈ MGECADD ✈ Oracle ✈ VistaMap
✈ ArcView✈ ArcExplorer
✈ MicroStation
a good understanding of GIS-related existing
conditions and needs at RAF Mildenhall.
Table 1 summarizes the information gathered
throughout the existing conditions review:
Table 1. Summary of Existing Technology Resources
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CE Associate Civil Engineer ✓ ✓ ✓ ✓ ✓ ✈ CMASS �✈ Abstract✈ Forward Engineering
Database
CE Customer Service ✓ ✓ ✓ ✓ ✓ � �
Lodging Maintenance ✓ ✓ ✓ ✓ ✓ � �
CE Environmental Flight ✓ ✓ ✓ ✓ ✓ ✈ Access ✈ ArcView✈ Oracle
Fire and Rescue ✓ ✓ ✓ ✓ ✓ ✈ EIS ✈ ArcView✈ ALOHA (inside EIS)✈ FSD
Command Post ✓ ✓ ✓ ✓ ✓ ✈ Access �✈ AMC-C2IPS
* Includes Anatech Eagle 3640 large-format scanner
Table 1. Summary of Existing Technology Resources (cont.)
Available Geographic Information
Table 2 summarizes the pertinent existing data
sources that were identified during the existing
conditions review. The table shows three important
types of information for each source:
✈ The current �owner� of the data, meaning who
is typically responsible for creating and
maintaining it, marked with a «
✈ Current users of the data (other than the owner),
marked with a : for digital use or a ? for
paper use
✈ Potential users of the data, marked with a l
As noted in the table, potential users include
Bio-Environmental (Bio-E) from RAF
Lakenheath, because this organization is also
responsible for RAF Mildenhall.
As Table 2 shows, a wide range of existing data is now
being developed, maintained, and used throughout
the organizations. As you read this table, please
remember that past information storage practices as
well as the structure of organizations at RAFM has led
to the current environment. Much of the information
should be shared or even maintained in one
Continued on Page 2-6
Current Conditions UpdateSummer 1999
Hardware and Software
Based on the previous submittals of this document,
RAF Mildenhall began to purchase both hardware
and software to provide resources for implementing
the GIS plan. These include the following items,
which should be recognized as further developments
occur:
Hardware
One Pentium III Celeron 500 Server with 512 MB RAM
and 22 GB SCSI hard drive
Nine Pentium III 500 SCSI workstations for use and
viewing of GIS-related data; one located in the 100
CES/CEOM and eight in the 100 CES/CECV. This
purchase was designed to support the System
Manager (CEOM) and the users in the Environmental
Flight (CECV) in GIS.
Software
GeoMedia WebMap Version 3.0
Oracle 8 (with a potential upgrade to Oracle 8i in
FY2000.
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GraphicPaper or or Non- Owner («) Confi-Digital graphic Current Digital User ( :) Additional dence
Dataset P D G N Current Paper User (?) Potential User (·) Vintage Accuracy Level
Map C-1 Micro ✓ ✓ « ME/CADD Shop � Bio-E 1997, 1:1,000; Medium/(Base Layout Station ? Comm Squadron updated 1:2,500 for HighMapping) ? Wing Plans with 1994 1984 BCPMicroStation ? Fuels Supply aerial
? Security Forces photos,? CE Project Managers but no to? Wing Safety standard? CE Building Mgmt map? Assoc CE/MOD accuracy? CE Customer Service specs? Lodging Maintenance? CE Environmental? Fire and Rescue? Command Post? CES Readiness
Map G-Series ✓ Micro ✓ ✓ « ME/CADD Shop � CES Readiness 1986-87 1:500 High for(Utility Infra- Station ? Fuels Supply � Flight Operations (hardcopy) initialstructure) ? Security Forces � Comm Squadron mapping;MicroStation ? CE Project Managers � Bio-E medium/
? Wing Safety low for all? CE Building Mgmt new? Assoc CE/MOD features? CE Customer Service? CE Environmental? Fire and Rescue? Command Post
Floor Plans Micro ✓ ✓ « ME/CADD Shop � CES Readiness 1993 Unknown Medium(Vector) Station/ ? Comm Squadron � Bio-E (not
Oracle ? Real Property current)? Wing Plans? Security Forces? CE Project Managers? CE Building Mgmt? Assoc CE/MOD? Lodging Maintenance? CE Environmental? Fire and Rescue? Command Post
O-Plan GIS ✓ ✓ « CES Readiness � Security Forces 1998 Unknown High/Data � Fire and Rescue Medium
� Command Post
CE ✓ Word Not ✓ « CES Readiness � All onbase 1998 N/A MediumContingency at ? Wing Plans organizations andResponse Plan this approving(CRP) time
EIS Data .BMPs ✓ « Fire and Rescue � Command Post 1997 Unknown Mediumused in ? CES Readiness � Bio-E
ArcView
CE PC Visio ✓ « Computer Shop � N/A 1998 N/A HighLocations
CRIMP ✓ ✓ « Comm Squadron � ME/CADD Shop(British : LAN Shop � CE Customer ServiceTelecom) � CE PMs
� CE Base Development� Command Post
Table 2. Summary of Existing Data Sources and Users
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Table 2. Summary of Existing Data Sources and Users (cont.)
GraphicPaper or or Non- Owner («) Confi-Digital graphic Current Digital User ( :) Additional dence
Dataset P D G N Current Paper User (?) Potential User (·) Vintage Accuracy Level
CRIMP ✓ ✓ « Comm Squadron � ME/CADD Shop(British : LAN Shop � CE Customer ServiceTelecom) � CE PMs
� CE Base Development� Command Post
Circuit ✓ « Comm Squadron � ME/CADD Shop 1998 N/A HighDatabase � CE Customer Service
� CE PMs� CE Base Development� Command Post
Space Access ✓ « Real Property � Dep Squad 1997 N/A HighAllocation 97 ? Command Post CommandersDatabase � Facility Managers(see FUS)
Scanned File ✓ « Real Property � N/A 1998 N/A HighVoucher CDs Flow
ACES-HM Oracle ✓ ✓ « Real Property � ME/CADD Shop 1998 Unknown High(Part of ACES) � Facility Managers
� Dep SquadronCommanders
Regional Base ✓ ✓ « ME/CADD Shop · Bio-E 1997 Unknown MediumMap ? Wing Plans
? Fire and Rescue? CE Readiness
Airfield Map ✓ Auto ✓ « Flight Operations � CE PMs 1997 1"=2,500' MediumCAD ? Wing Plans � DE PMs (not
� CE Pavement current)Engineers
� Command Post
PPR Data ✓ ✓ « Flight Operations � Wing Plans 1998 N/A Unknown� Fire and Rescue� Fuels Supply
Future Micro ✓ « CE Base Development � Flight Operations 1997 1"=2,500' HighDevelopment Station : ME/CADD Shop � CES ReadinessMap (Map M) ? CE PMs � Wing Plans
Airfield Micro ✓ ✓ « CE Base Development � CES Readiness 1998 1"=2,500' HighSurfaces and Station/ : ME/CADD Shop � Wing Safety (fieldObstructions Access ? CE PMs � Flight Operations survey set(Map E) � Wing Plans for first
qtr 1999)
Automatic ATG « Fuels Supply � N/A 1998 N/A HighTank Gauging(ATG) System
Fuels FAS « Fuels Supply � N/A 1998 N/A Medium/Automated HighSystem (FAS)
Fuel Pipelines « ME/CADD Shop � N/A 1998 N/A Medium/? Fuels Supply High
SPAS FoxPro « Security Forces � N/A 1998 N/A Medium
PC3 « Security Forces � N/A Unknown N/A Medium
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Table 2. Summary of Existing Data Sources and Users (Cont.)
GraphicPaper or or Non- Owner («) Confi-Digital graphic Current Digital User ( :) Additional dence
Dataset P D G N Current Paper User (?) Potential User (·) Vintage Accuracy Level
As-Builts ✓ Micro ✓ « ME/CADD Shop � Traditionally not 1998 Various Medium(recent ones Station ? Assoc CE/MOD used by others whoare electronic; ? Fire and Rescue rely instead on ME/older are paper) ? CE Utilities Maint CADD Shop updates
Hazmat Word ✓ « CE Environmental � CES Readiness 1997 Unknown UnknownManagement ? Security ForcesAction Plans ? CE Project Managers(MAPs) ? Wing Safety
? CE Building Mgmt? Fire and Rescue
Project Oracle, ✓ « CE Project Managers � CE Base 1998 N/A MediumControl withing DevelopmentManagement IWIMSSystem (PCMS)(Part of IWIMS)
Facility Access ✓ « CE Project Managers � All WIMS users 1997 N/A MediumUtilization 97 ? Real PropertyStudy (FUS)(see SpaceAllocation)
Asbestos, Access ✓ « CE Environmental � Bio-E 1998 N/A Medium/Lead Paint, (now : ME/CADD Shop HighOil/Waste moving ? CE Project ManagersSeparator Data to ? Assoc CE/MOD
Oracle) ? Fire and Rescue
Community ✓ ✓ « CE Project Managers � Wing Plans Unknown N/A LowHousing Plan
Explosive ✓ ✓ ✓ « Wing Safety � CES Readiness 1998 1"=2,500' HighClear Zones ? Fire and Rescue � CE PMs
? ME/CADD Shop � Bio-E? Flight Operations � CE Utility Maint? CE Base Development
Radio Hazard ✓ Micro ✓ ✓ « Wing Safety � Fire and Rescue Unknown 1"=5,000' HighMap Station � CES Readiness
� Security Forces
Andover SQL ✓ ✓ « CE Building Mgmt � CE PMs 1998 N/A HighControls Server ? Fire and Rescue � CE Customer ServiceInfinity � CE Facility Managers
� LAN Shop
Tree Survey ✓ ✓ « Assoc CE/MOD DEO � N/A 1997 1"=5,000' MediumOverlay toBase Map
Environmental Micro ✓ « CE Environmental � CE Base Development 1997 1:5,000 MediumOverlays to Station : ME/CADD Shop � Fire and Rescue (B-1/B-2)Base Map (maintains Map B-series) � CES Readiness(Map B) � Bio-E
Local Maps to .BMPs ✓ « CES Readiness � Bio-E 1997 1"=5,000' Medium25-Mile Radius used in « Fire and Rescue(Ordnance EIS (ArcSurvey Maps) View)
High-Altitude EIS ✓ « Fire and Rescue � Bio-E 1997 1"=10,000' MediumAerial Photos (Arc : CES Readiness(Raster) View)
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Table 2. Summary of Existing Data Sources and Users (Cont.)
GraphicPaper or or Non- Owner («) Confi-Digital graphic Current Digital User ( :) Additional dence
Dataset P D G N Current Paper User (?) Potential User (·) Vintage Accuracy Level
As-Builts ✓ Micro ✓ « ME/CADD Shop � Traditionally not 1998 Various Medium(recent ones Station ? Assoc CE/MOD used by others whoare electronic; ? Fire and Rescue rely instead on ME/older are paper) ? CE Utilities Maint CADD Shop updates
Hazmat ✓ ✓ « Fire and Rescue � Bio-E 1998 N/A Medium/Pharmacy � Security Forces HighData � CES Readiness
Hardstand ✓ ✓ « Command Post � Fuels Supply 1998 1"=5,000' Medium/Parking Sites/ � Security Forces HighAircraft � Fire and RescueMaintenance � CES Readiness
� MaintenanceOperations Crew
� Wing Plans
Consolidated « HQ/AMC and � Secure database not N/A N/A N/AAircraft ✓ ✓ Command Post available to all baseMaintenance ? Flight Operations organizationsSupport(CAMS)
IWIMS and IWIMS is an interim product for Civil Engineering, deployed until the full release of ACES. ACES is a user interface toACES Oracle tables and database structure. The community of ACES users at RAFM is expected to be the same as the current
WIMS/IWIMS users.
organization, but technology limitations don�t
support this structure for two reasons:
✈ Each organization has a particular need for the
geographically related data it uses, and some
have found it easier to build and maintain their
own data rather than sharing with other
organizations.
✈ Because of these unique needs, much of the data
that has been collected and built into electronic
datasets was developed by outside contractors.
Certain data structures may have been created for
a servicewide purpose, while others are unique to
RAFM. In either case, the disparity of datasets and
software to use this data can be traced to
individual contractors who typically recommend
software that they�re familiar with or that they
believe is the best available at the time.
The practice of copying and maintaining private
datasets is common, not only for DoD installations,
but also for government organizations and the
private sector as well. In many environments, it�s
almost an accepted �fact� that assembling,
structuring, and applying another organization�s
information takes more time than simply starting
fresh and maintaining a private copy. Up to this
point at RAFM, considering that much of the
information each user typically needs is a
combination of hardcopy and digital formats, that
assumption has been quite valid.
Table 2 above shows that several organizations are
using information with a common basis. Others
have unique data that is not�and in some cases is
not allowed to be�accessed by others.
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Framework Data
As a result of the interview process, it appears that
there are three key datasets that all users share:
✈ Map C-1 (base layout mapping), currently
formatted to meet MGE specifications in
MicroStation
✈ Map G-series (utility infrastructure), currently
a combination of hardcopy and digital data in
MicroStation, but not yet MGE-compliant
✈ Floor plans, currently in vector format in
MicroStation as a result of the FUS completed
in 1997
For this strategic plan, we will refer to these three
datasets as framework data, upon which all
other information about RAFM is based.
Also as shown in Table 2, it�s clear that all this
framework data is housed in the 100 CES
organization, although it is used, managed, and
maintained by different groups within the
organization. For instance, the base map is
associated primarily with CEOM, the floor plans
with Real Property, and the utility infrastructure
information with Maintenance Engineering.
Overlay Data
For the purposes of this strategic plan, the
information that other organizations use on top of
the framework data�overlays that need the
framework data to be complete�is referred to as the
overlay data. This data can take many forms and
may be unique to each organization. Examples
include the following:
✈ Hazmat storage sites required by Security
Forces for public safety to locate and track
potentially dangerous materials
✈ Radio hazard sites required by Wing Safety
to pinpoint the locations of radio interference
sites
✈ Hardstand parking sites required by Wing
Planning and the Command Post for
bedding-down owned and transient aircraft.
Framework data (FIgure 10) includes the base map, while overlay data (Figure 11) includes more specific information.
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Existing Conditions and NeedsAssessment of Geographically RelatedInformation
The following text summarizes the existing
conditions and needs identified during the briefing
and interview process in relation to geographic
information. Within the text, key players in the GIS/
data implementation project are identified by this
symbol: B.
✈ Command Post. This group uses base map
data for aircraft parking, but has no real need for
other framework data. (However, because of the
unique role that they play, they still need access
to many kinds of information ranging from
weather forecasts to the C2IPS.) Fuels and
Maintenance Engineering datasets are crucial
for them. All data requires tight security.
✈ Wing Plans. Wing Plans uses geographic data
to plan for billeting space and aircraft parking
during contingency planning or military
exercises. They need access to floor plans for
space allocation and to base map data for aircraft
parking. However, the need for secure data
means that Wing Plans isn�t likely to share
much information and will instead participate
in only one-way communication. This
organization needs base map data to tie to its
Consolidated Aircraft Maintenance Support
(CAMS) data. Because of the nature of Wing
Plans� operations, data needs are frequently
last-minute rather than ongoing.
✈ Wing Safety. Wing Safety isn�t currently using
any databases. They need more ability to bring
in geographic data for training graphics and
materials. They would easily use base maps and
floor plans to review and maintain information
on confined spaces and explosive safety clear
zones.
✈ Fuels Supply. This organization uses
geographic data from the base and utility maps,
with the emphasis on utilities. They have
automated systems that would benefit from GIS
tools but no dedicated CADD staff at this time.
Fuels Supply is linked to Flight Operations
because they need to know aircraft parking
schedules. In addition to geographically related
data, Fuels Supply also wants to automate data
that pertains to stock control and supply
management.
✈ Flight Operations. Flight Operations uses
geographic data from the base mapping for
aircraft parking, airfield maintenance and
management activities, and refueling operations
with fuels storage data. They really need central
coordination and communication tools because
scheduling aircraft parking and airfield
maintenance are major challenges.
✈ B Readiness. Readiness is a large user of
geographic data, from base maps and floor plans
to utilities. This organization has its own
software for plume modeling and references
regional Ordnance Survey mapping. Readiness
needs ability to bring MicroStation data into
ArcView for emergency use.
✈ B Real Property. This organization is a
major user of geodata, especially base maps and
floor plans. Real Property needs floor plans
linked to real property records for space
allocation tracking and planning. They also
need contingency planning. Facilities in the
framework data should reference the CD-ROM
Figure 12�The Command Post uses base map data foraircraft parking. Shown here are several KC-135Stratotankers, which are used by the 100th Air RefuelingWing based at RAF Mildenhall.
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records, allow �what if� scenario planning, and
permit updates to both graphic and nongraphic
data. Real Property would benefit the most from
geographic capabilities in IWIMS or ACES.
✈ B CE Project Managers. This group is a
major user of geographic data, especially for
project planning. They would benefit from
immediate access to framework data (base maps,
floor plans, and utility infrastructure). They look
forward to what they hear about ACES, so they
could really benefit from a geographic
component. These project managers need to
provide framework data to contractors on base,
but the base data is in MicroStation and the
contractors use AutoCAD. One captain is
familiar with Wright-Patterson Air Force Base
VISION and would like something similar for
RAFM. The project managers are also major
users of real property data, and they have several
needs for automation outside GIS.
✈ B CE Building Management. This group
has a large potential for GIS input and use. They
use very progressive automation�including the
Building Management System (BMS), Facility
Inspection Database, and Andover Controls
Infinity systems. Building Management needs
up-to-date base maps, floor plans, and utility
infrastructure data. Another dataset they need
that isn�t yet available basewide is internal
utility infrastructure equipment. Building
Management also manages pavements, so they
need base map information. All information is
needed real-time, so direct access to most recent
CADD files is critical. This group is using WIMS
and is looking for ACES to be an upgrade. There
is also an electrical dataset that is a transfer to a
relational database with links to geographic
data. That dataset that could benefit from GIS
applications.
✈ B Maintenance Engineering/CADD
Shop. This group, including Nigel Hutchinson,
maintains the current NT server, Oracle, and all
the CADD/GIS that�s been developed to this
point. Their use and maintenance of the
framework data is greater than anyone else�s,
although the emphasis is on maintaining the
data. Updates take place from contractor
documents/as-builts, but little happens with
utilities. ME/CADD has started GIS development
by pulling in facility information from WIMS,
which may not be the most up-to-date. They
have a great interest in GIS development, which
has begun with an MGE flavor. The group still
needs information on facilities, pavements,
utilities, inspections, BCP programs, new ACES
development, and floor plans.
✈ Associate CE/MOD. At RAFM, this is an
interesting function in that one person�Ian
Smith, Deputy Base Civil Engineer�manages US
facilities, while another person�Gary Ward�is
concerned with US use of MOD facilities. Much
of the data they access is from the old WIMS, so
they know ACES may help. They also work with
ME/CADD, Real Property, work requests, and
work-required processes. These two are
apparently the daily working arms of the BCE,
so access to GIS data, at least in report format,
will prove useful.
✈ CE Customer Service. This group handles all
the work requests from base customers, using
the WIMS 332s, 1219s, and digging permit 103s
for reference. They also take verbal service calls
Figure 13�Flight Operations uses geographic data fromthe base mapping for aircraft parking, airfield mainte-nance and management activities, and refuelingoperations with fuels storage data. Shown here is amidair refueling by the 100th ARW based at RAFMildenhall.
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and provide facility manager training. Customer
Service would benefit from faster, better access
to framework data, but they usually haven�t yet
had direct input about changes, differences in
the field, and so on. They are active users of base
and utility maps, as well as floor plans when and
where available.
✈ B CE Environmental Flight. This is easily
the largest user of GIS-related data within CE,
second only to ME/CADD in how much they
need and use. Environmental has a laundry list
of needs and uses for framework data. Their
biggest need is simply to tie their existing
databases to the base map, floor plan, and utility
infrastructure data. Most all other base users will
need access to Environmental�s databases and
critical information.
✈ Fire and Rescue. This organization uses
various automated systems for modern fire
response and prevention, including software for
plume modeling, ALOHA from NOAA. They also
have an Emergency Information System (EIS)
from a private vendor. Fire and Rescue uses a lot
of base and utility maps, as well as floor plans.
They must maintain annual fire plan drawings,
so up-to-date maps, especially of floor plans, are
critical. (While not directly related to geodata,
greater access to basewide projects would make a
big difference for this group.) Current software is
ArcView-based. They also have raster aerial
photo enlargements of RAFM and extending out
29 miles from the base center. Any tie to GIS
must include the plume modeling capability.
✈ Communications Squadron. This
organization is not only a user/provider of GIS
information, but all information technology
developments must be approved and supported
by them. The Comm Squadron would likely use
base maps with floor plans if they were readily
available, as part of their role is to manage their
own infrastructure. They currently use tools
such as SUN Net Manager to constantly monitor
all network components. As GIS applications
and needs develop, the Comm Squad is likely to
be the host/designer/implementer of increased
data sharing.
✈ LAN Shop. This organization isn�t a user/
provider of GIS information, but all developments
must be approved and supported by them. The
LAN Shop would likely use base maps with floor
plans if they were readily available.
✈ B Security Forces. Security Forces is a big
user of framework data (base, utility, floor plans),
which is all of relatively equal importance to
their mission. They also need access to flight
schedules, crew billeting information, and so
on, for emergency response. Their main concern
is base defense and training for this mission. A
GIS tool that would automatically create
cordons, show locations of Hazmat storage and
transmission equipment, and so on, would be of
great benefit.
✈ Lodging Maintenance. This organization
applies large maintenance orders (AF 332s) and
smaller ones (1219s) to maintain 10 facilities
Figure 14�ALOHA is one of several modeling applica-tions used by Fire and Rescue at RAF Mildenhall. Abasewide GIS would have to be integrated with this andother modeling capabilities to be compatible with Fireand Rescue�s mission.
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with more than 400 rooms. About the only
graphic information they really need is the floor
plans. Faster access to better information would
be beneficial to them.
✈ C2IPS Operations. C2IPS, which is under
627th AMSS, manages and maintains a database
at HQ AMC at Scott AFB, Illinois. This is the
aircraft tracking mechanism worldwide, with
tightly secured information. This data should
probably not be accessible by other GIS users,
but ideally the C2IPS staff should have access to
the Fuels maps (Map G-7) and databases and
Map E-series with airfield operations and
aircraft parking-related data.
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Section 3: Phase 1 Component Plan�Setting the Stage
Overview
The task of building GIS capabilities that can support
the information management needs of RAF
Mildenhall is as diverse and thus as complicated as
the very mission of the 100 ARW. The situation is
further complicated by the current circumstances of
technology, where system life cycles continue to
shrink, costs continue to drop, and all factors related
to function and performance continue to rise.
Decisions made today about computer hardware and
software procurement may be considered obsolete by
tomorrow�s technologies.
Because there is no way to wait until someone
designs the perfect system configuration, this
implementation plan must serve as a place of
beginning. Even as initial capabilities are being
developed, a second brief look is worthwhile to make
sure that goals are being met.
For RAF Mildenhall to stay on course with the GIS
implementation, the effort must be supported at top
levels of each organization. To that end, several
policy recommendations are essential to the success
of the technical recommendations that follow:
Recommendations
Adopt a Mission Statement
The administration should begin Phase 1 by defining
the mission for RAFM information sharing. For this
purpose, RAFM administration should create and
adopt either a mission statement or a list of
objectives for information systems used by the
various organizations. The mission should then be
administered by a GIS steering committee, as
discussed in the next recommendation.
The mission statement should be brief and direct. It
could be built on an acronym that relates to a symbol
of readiness at RAFM, or it could be a simple
statement. For an example of a more extensive
mission statement, see Figure 15 (right).
Figure 15�A sample Mission Statement for GIS Commit-tees
GIS Steering Committee
Basewide GIS: Public access to publicinformation�Providing information costeffectively1. Evaluate and recommend budgets and schedules for
hardware, software, and network infrastructure;training; staff; and operations
2. Identify interdepartment team-building opportunitiesand recommend structure/organization changes
3. Research and develop future policies4. Determine legal requirements5. Establish standards, administer user access (external
and internal), and approve security standards6. Communicate/coordinate with other governmental
jurisdictions7. Define the GIS technical committee role8. Keep top-level management informed9. Define technical support
GIS Technical Committee
Implement and support the basewide GISwith information and communication technology1. Determine needs and recommend hardware, software,
and network acquisitions2. Design a GIS infrastructure that allows data/
information sharing between users, maintains data
consistency, and eliminates data redundancy3. Design and recommend user access (external and
internal)4. Determine needs and recommend staffing changes and
training5. Design and recommend security standards
6. Identify application development needs7. Develop a data/system maintenance plan that includes
schedule, responsibilities, budgets, and transactional/periodic updates
8. Develop quality control procedures and responsibilities9. Develop and implement a database design that
encompasses standards (graphic and nongraphic),location of data, data structure and format, and data
transfer processes
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The initial mission should be to ensure the successful
performance of this plan.
Establish a GIS Steering Committee
Simultaneously in
Phase 1, the
administration should
create a GIS steering
committee for Wing
Command information
systems to oversee the
implementation and administration of the system.
This committee will begin by concentrating on
administering the mission and objectivesset by the
administration and will ultimately establish and
administer GIS policy. Ideally, the committee must
meet on a regular schedule�at least monthly�but it
should consider meeting more often during the
assignment startup.
This committee should consist of one
management-level person from each of the
following:
✈ Command Post (100 ARW/CP)
✈ Wing Plans (100 ARW/XP)
✈ Wing Safety (100 ARW/SE)
✈ Flight Operations (100 OG)
✈ Deputy Base Civil Engineer (100 CES), to
represent organizations under the 100 SPTG,
including Real Property, Project Management,
Building Management Systems, Maintenance
Engineering, and Customer Service
✈ CE Environmental (100 CES)
✈ CE Fire and Rescue (100 CES)
✈ CE Readiness (100 CES)
✈ Communications Squadron (100 CS)
In addition to the policy-setting and administration
functions, this committee should be closely involved
in promoting the basewide GIS, especially among
senior staff. So, in effect, the members of the
committee will function as GIS ambassadors to the
RAFM community, under the guidance of the
committee chair, who should serve as a high-level
GIS champion throughout the organization.
This committee should report to the 100 Support
Group Commander or Deputy Wing Commander.
The committee should report at the same level as
committees like the facilities board or the financial
working group.
Establish a GIS Technical Committee
In addition to the steering committee, RAFM should
establish a GIS technical committee. The first order
of business for this group should be to adopt a
mission statement (see the example in Figure 15).
Chaired by the basewide GIS manager (see the next
recommendation), this committee will implement
the policy decisions made by the steering
committee. So this committee should be more
closely involved in day-to-day technical issues
relating to the configuration and use of the basewide
GIS. In addition, the technical committee should
advise the GIS steering committee on technical
issues. The chair of the technical committee should
be the liaison between the two groups. Like the
steering committee, this group must meet
regularly�at least monthly�but it should consider
meeting more often during the assignment startup.
This committee should consist of one technical
person from each of the following:
✈ Command Post (100 ARW/CP)
✈ Wing Plans (100 ARW/XP)
✈ Wing Safety (100 ARW/SE)
✈ Fuels Supply (100 LGS)
✈ Flight Operations (100 OG)
✈ Deputy Base Civil Engineer (100 CES) to
represent organizations under the 100 SPTG,
including Project Management, Building
Management Systems, Computer Services, and
Customer Service
GIS AmbassadorsEstablish a GISSteeringCommittee
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✈ CE Readiness (100 CES)
✈ CE Real Property (100 CES)
✈ CE Maintenance Engineering (100 CES)
✈ CE Environmental (100 CES)
✈ CE Fire and Rescue (100 CES)
✈ Communications Squadron (100 CS) including
Network Control Center and Network
Management (LAN Shop)
✈ Security Forces (100 SFS)
✈ Lodging Maintenance (100 SVS)
✈ C2IPS Operations (627 AMSS)
This committee should report to the GIS steering
committee. A model for this relationship is the way
that the real estate working group is a subgroup of
the facilities board.
Although widespread GIS capability is not expected
to develop throughout RAFM until later phases, the
members of the technical committee will help guide
and learn from CE experiences in developing the GIS
tools. The GIS technical committee should strive to
represent the needs of the users and should also
attempt to understand and represent technical
knowledge that pertains to specific aspects of the
information systems. This committee will interact
with other information systems within CE to
coordinate activities that may overlap.
When fully developed, the technical committee can
also serve as a GIS user group, representing both the
most sophisticated and the most basic users
throughout the organization. This group can also be
involved in building core GIS competence
throughout RAFM. Because of the transient nature of
staff at RAFM, having a technical group that
preserves GIS expertise and participates in the
ongoing transfer of technical knowledge is essential.
Finally, like the steering committee, the technical
committee should also play a role in promoting
understanding and use of GIS technology
throughout RAFM, especially among technical staff.
Appoint a Basewide GIS Manager
The Wing Commander should appoint a basewide
GIS manager to coordinate development of the
system and to support the application needs of the
GIS users as the system is developed. The person
selected for this role must understand technical GIS
concepts and the CE role at RAFM.
Initially, the GIS manager�s major role will be to act
as program manager for the project overall,
overseeing the development and coordination of the
GIS and chairing the GIS technical committee. As
the assignment continues, the manager�s role should
become more visibly marketing-related, as a
technical GIS champion. In that role, the manager
will guide the GIS application development efforts
beyond maintenance of basic core data to support
the sophisticated analysis needs of the organization.
Considering the nature of the information, the
process by which framework data is created and
should be maintained, a CE background would be an
advantage for GIS development and maintenance.
The GIS manager should be highly skilled in
administering Microsoft Windows NT, Oracle,
Microsoft SQL Server, and Bentley MicroStation. In
particular, those skills should include system
administration experience and expertise in the
Oracle relational database management system
(RDBMS) and MicroStation CADD/GIS. In addition,
this person will need an understanding of CE data
creation and maintenance processes, the Tri-Service
Figure 16�GIS Managers should be skilled in several keynetworking and data management applications.
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Figure 17�A sample GIS Manager position description.
Overview
The GIS manager heads the basewide GIS operation. This manager is the chair of the GIS technical committee and is a permanent member of the
GIS steering committee. The GIS staff may include full-time and part-time positions at the GIS analyst/programmer and/or GIS technician level.
The GIS manager is responsible for leading the development, implementation, and management of the GIS project. The manager is directlyinvolved with many CE organizations and with other organizations throughout the base. These organizations represent diverse points of view,
and each has a stake in the overall direction of the basewide GIS. The true emphasis of the GIS manager position is to coordinate and support thebasewide GIS functions.
This position has been created and is designated to function within CE; however, this position will also be guided by the GIS steering committee,
of which the GIS manager will be a member.
Qualifications. Because of the unique organizational structure of the GIS project, flexibility to work within acomplex governmental environment is critical. The GIS manager must have the following minimum qualifications:✈ Certification or a degree in a technical or scientific field such as computer-aided engineering, geography, mathematics, engineering, or
computer science
✈ Professional certification in at least one of the following:✯ Windows NT Systems and Network
✯ Network administration✈ At least three years of GIS-related experience including
✯ GIS project management✯ Use of Intergraph MicroStation software
✯ Use of ArcView software✯ Use or management of MGE-compliant and TSSDS-compliant mapping
✯ Knowledge of surveying principles relevant to GIS✯ Participation in or use of base mapping
✯ Knowledge of aerial photography relevant to GIS✯ Knowledge of computerized facilities management operations
✯ Knowledge of Internet utilities, such as web browsers, e-mail, and FTP✈ Relevant experience in application development or software development management using Oracle relational database management
systems✈ A customer-service�oriented approach to the various departments that will serve as primary in-house GIS clients
✈ Ability to train and facilitate a group of technical staff and to facilitate cooperation among GIS users✈ Knowledge of DoD organizations, interrelationships, and operating procedures
✈ Ability to communicate both orally and in writing with a wide range of audiences, including technical staff, managers, administrators,other government agencies, private businesses, and the public
✈ Ability to manage, coordinate, or interact with contractors for GIS-related services✈ Ability to articulate consensus and disagreement and to negotiate compromise
✈ Organizational skills for planning, assigning, and coordinating work✈ Knowledge of TSSDS requirements
Duties. The GIS manager is responsible for the following activities:✈ Chair the GIS technical committee.
✈ Serve as a permanent member of the GIS steering committee.✈ Advise the GIS steering committee on all GIS-related matters.
✈ Supervise the GIS project including GIS staff, contractors, and consultants.✈ Create specifications for GIS hardware, software, and data acquisition.
✈ Serve as the CE liaison in GIS-related matters with outside organizations.✈ Manage all GIS-related contracts.
✈ Create and manage budgets for GIS operations.✈ Assist in GIS software customization and application design/development.
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Spatial Data Standards (TSSDS), IWIMS, and the
future release of ACES.
Figure 17 (left) lists the overall qualifications and
provides an example position description for the GIS
manager.
Establish a Computer Resources BoardAn option to consider is to form a computer
resources board, which could be chaired by the Vice
Wing Commander. Such a board could be
instrumental in maintaining long-term vision for
GIS and computer technology at RAFM. In time,
other groups could develop on the model of the GIS/
computer committees to fill roles related to
computer technology, compatibility, purchasing,
security, and technology forecasting. Through this
mechanism, GIS and information sharing would be
established on the same level as facilities and funds.
Build GIS Staff Qualifications
As mentioned in Figure 17, the GIS manager will be
expected to supervise GIS technical staff. These staff
members should be in two basic categories:
✈ GIS analyst/programmer
✈ GIS technician
Figures 18 and 19 list recommended qualifications
and example position descriptions for these two
levels of personnel. Ensuring that these basic
qualifications are met is especially important in a
military installation environment where staff
turnover is an ongoing challenge.
OverviewThe GIS analyst/programmer reports to the GIS manager. The analyst/programmer is responsible for application development, design, coding,
implementation, and documentation for applications specifically related to the GIS project. The GIS analyst/programmer will communicate withmany base organizations. These organizations require diverse applications, and each has a stake in the overall direction of the basewide GIS.
Qualifications. Because of the unique organizational structure of the GIS project, flexibility to work within acomplex governmental environment is critical. The GIS analyst/programmer must have the following minimumqualifications:✈ Academic certification or a degree in computer science or a related field✈ One to two years of GIS experience including
✯ At least one year of active coding in any third- or fourth-generation language✯ At least one year of application analysis and design for the following:
�MicroStation�Relational database management systems (Access and Oracle preferred)
�Windows95 and NT operating systems✯ One to two years� experience with Internet/intranet data dissemination systems
✈ Knowledge of DoD organizations, interrelationships, and operating procedures✈ Ability to communicate both orally and in writing with a wide range of audiences, including technical staff, managers, administrators,
other government agencies, private businesses, and the public✈ Organizational skills for planning, assigning, and coordinating work
Duties. The GIS analyst/programmer will be responsible for the following:✈ Perform application development including design, coding, testing, implementation and documentation.✈ Perform RDBMS programming.
✈ Create related documentation.
Figure 18�A sample GIS Analyst/Programmer position description.
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Implementation and TrainingSchedule
The recommended timeframe for implementing the
recommendations in this section begins
immediately and continues at a more intense pace
through the end of FY99. Then the pace relaxes
somewhat to an ongoing process for the foreseeable
future.
To effectively carry out the recommendations
presented in this plan, the committee structure and
technical representatives must be in place. With the
guidance and technical expertise provided by the
committees and staff members mentioned in this
section, all future recommendations should be easier
to implement.
No training is identified in these recommendations.
OverviewThe GIS technician reports to the GIS manager. The GIS technician is responsible for creating, maintaining, and managing GIS data used in the
GIS project.
Qualifications. The GIS technician must have the following minimum qualifications:✈ College coursework in geography, mathematics, engineering, computer science, or a related field
✈ GIS experience (MicroStation experience preferred)✈ Experience with Windows95 and NT operating systems
✈ GIS data management and systems skills✈ Experience with and an understanding of the importance of accuracy and interrelationships of graphic and nongraphic GIS data
✈ Knowledge of TSSDS requirements for mapping creation and maintenance
Duties. The GIS technician will be responsible for the following:✈ Create and maintain data in MicroStation, according to TSSDS requirements.
✈ Produce plots and thematic maps.✈ Perform basic queries in Oracle.
✈ Perform basic GIS data file management.
Summary
In summary, the goal for this phase is fourfold:
✈ To build a strong GIS marketing presence and
technical knowledge base throughout RAF
Mildenhall
✈ To ensure that the GIS strategic plan is well
supported at high enough levels to secure
funding, but with a technical component to
ensure system capability
✈ To foster the development of GIS system
managers through involvement in a GIS
technical committee
✈ To foster the development of GIS champions
through involvement in a GIS steering
committee
Figure 19�A sample GIS Technician position description.
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Section 4: Phase 2 Component Plan�Building the Hub of the Wheel
Overview
As determined during the base interviews in June
1998 and as stated in Section 2, a tremendous data
sharing opportunity exists at RAFM. While most of
the information�or framework data�is generated
within the 100 CES organizations, the potential is
there for many users to apply this information to
their own needs.
The keys to success in applying technology to meet
the needs of organizations that keep RAFM running
smoothly are integration and standards. These
elements represent the hub of the GIS wheel.
Data integration, which can be as simple as giving all
users access to the same basic information, will
determine the success or failure of any automation
initiative. Standards�which should be based on the
TSSDS from the Tri-Service CADD/GIS organization
at the Waterways Experiment Center, Vicksburg
District, US Army Corps of Engineers�will allow any
user on base to access data created and maintained in
CE and eventually in other organizations.
Changing the business practices of each user to
access the same framework data is the first step in
building the integrated data sharing that must occur
if RAFM is to effectively use technology. In order of
relative importance, the framework data to be shared
is as listed in the frame below.
Recommendations
Build the Base Layout Mapping
Base layout mapping (Map C-1) must be brought up-
to-date and have full
feature coding to meet
MGE compliance.
Facilities must be
polygons, and the
construction of a street
centerline network
needs to be completed. Because the most recent
aerial photography used for mapping was taken in
1994, the base maps could be updated if as-builts
were available for all demolitions and new
construction.
Beyond simple development of the base mapping,
these enhancements will significantly enhance the
base map quality and usability:
✈ Acquire new aerial photography or a new field
survey of the base to locate changes to physical
features. Where visible, changes should be noted
and a search of source documents such as as-
builts, IWIMS projects (Form 332), and field
notes from Maintenance Engineering staff
should be used. Updates to the MicroStation
data should be consistently performed and use
the most reliable source necessary.
Base LayoutMapping:Build the EssentialFramework Data
✈ Base layout mapping
✈ Floor plans
✈ Utility infrastructure mapping
✈ Real property data
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✈ Build Oracle/TSSDS nongraphic databases of
attribution about the base mapping. Using
existing source documents, as-builts, and reports
from the field, the nongraphic information
should be created to support at least facility,
airfield, and vehicle transportation ways.
Because much of the information now linked to
the base mapping facility features comes from
WIMS (and as such is considered outdated), a
future function should be to create an
automated way to upload nongraphic
information from the successor to WIMS and
IWIMS, which is the Automated Civil Engineer
System (ACES). The proposed deployment for
ACES was December 1998, and deployment for
CONUS bases and installations was set for April
1999. The Housing Office�s portion of ACES,
Housing Manager (ACES-HM), was fielded
during the third quarter of 1998.
This combination of graphic and nongraphic base
mapping framework data will begin to open the
door for users to pose queries that involve
particular information about the system. An
example query involves determining what
facilities will be affected if a certain valve is shut.
✈ Program a consistent update to make changes in
MicroStation files for demolitions, changes, or
new construction. Use all available as-builts and
supplement them with surveying as needed to
complete the base map updates.
✈ Confirm that all features meet TSSDS compliance
to link associated records to the base mapping.
✈ Consider exploring teaming opportunities with
other USAFE bases, such as RAF Lakenheath.
Building framework data first requires time on
site for contractors or USAF personnel, and a
significant cost savings can result when larger
areas are covered by one crew in one trip.
Build the Floor Plans
Floor plans must be
available in vector
format, they must be
updated to show current
and as-built
construction for new
facilities, polygons must
be created for space ownership, and they must be
spatially accurate and tied to the base layout mapping.
Beyond simple development of the floor plans, these
enhancements will significantly enhance the floor
plan quality and usability:
✈ The source for floor plans at RAFM is the digital
data created by Nakata (1995) to support the
FUS. This data can be used to start updating and
qualifying the information to be supplied to
base organizations. Using the latest
information�such as IWIMS or information
gathered by Fire and Rescue during its annual
assessment of facilities�ME/CADD staff
members should locate significant changes to
the already digitized floor plans. Where floor
plans have not yet been digitized, such as for
commercial facilities or the relatively limited
housing facilities at RAFM, make this digitizing
effort a priority for the ME/CADD staff members.
There are 534 MicroStation design files for the
available floor plans, which do not include services,
housing, or commercial facilities. These design files
are not all FUS-related files from Nakata, so they have
varying dates, parameters, and general consistency.
While rooms are all polygons, the floor plans do not
meet TSSDS requirements and have not been
updated since 1996.
✈ Applying TSSDS, all floor plan elements should
be feature-coded within MGE to meet standards
for linking to the base mapping. Once the
feature coding is complete, the floor plans can be
linked to the appropriate facilities on the base
maps. In this scenario, users would be able to call
up a base map, see the facility of interest, and
then drill down to the floor plans within that
Base Floor Plans:Build MoreEssential Frame-work Data
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facility. This will involve not only reformatting
and updating the design files to meet TSSDS
requirements, but also georeferencing the floor
plan data for correct spatial identity.
✈ Because Real Property has maintained a large
amount of very important information, all
vector floor plans should be linked to the MS
Access 97 database built and maintained in Real
Property. With all floor plans available as vector
data, it would be possible to link the catcodes to
polygons within the floor plans.
By far, reaching this point with the floor plans
represents the most significant step in providing a
basis for GIS applications. From Table 2 in Section 2,
it�s clear that 12 of the RAFM user groups
interviewed�both inside and outside CE�rely on or
need access to good floor plan information.
Build the Utility Infrastructure Mapping
Utility infrastructure mapping poses possibly the
greatest challenge
because, to date, no
systematic field
verification has taken
place to locate utility
structures and lines or
to determine active or
abandoned status.
Information now
comes back to CE from
the field only when someone takes the time to tell
CE drafters or when the project is shown on a Form
332.
The following process will develop high-quality,
usable utility infrastructure data:
✈ The first step is to conform existing information
to TSSDS graphic requirements, making certain
that information is distinctly separate for
distribution (mains) or service (laterals) level
importance. Distribution level data has more
significance to a large number of users, while
service drops are important to a select group.
✈ The current process of converting the utility
system data from hardcopy 1:500 maps to
MicroStation MGE format files should continue.
This is an interim�but useful�process for
developing this important segment of
information. The conversion process so far
proves that much of the existing hardcopy
utility location information is outdated and
incomplete. Where information is still valid,
however, the physical location of the utility
lines and hardware features appears to be little
more than a meter or two off the surveyed
location. While not the strongest basis for
developing infrastructure information that will
be shared basewide, this is a place to begin, and
it will give users more information than they
currently have available in a hardcopy format.
✈ The next step is to build Oracle/TSSDS
nongraphic databases containing utility
infrastructure data. Using the existing Map G-
series documents, as-builts, and reports from the
field, as much nongraphic information as
possible should be created to describe the vector
data. This data then begins to open the door for
users to pose queries about the system. An
example query involves determining what
facilities will be affected if a certain valve is shut.
Based on information available from the Tri-
Service CADD/GIS Center, future releases of the
TSSDS will more thoroughly include
infrastructure data to better support GIS and
maintenance management applications.
✈ The fourth step will be to use field location
techniques�GPS receivers and data collectors�
to perform a thorough sweep of the installation.
This should take place to build a drawing of
accurate points that GIS analysts can later �tie
together� to digitally create each system. This is
the first real progress toward building highly
accurate utility infrastructure data. And at best,
it simply ties down the spatial locations of
utility hardware to submeter- or centimeter-level
positional accuracy. This step focuses on the
accurate collection of the data points.
UtilityInfrastructureMapping:Build MoreEssential Frame-work Data
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✈ After those four steps, the final piece of this
puzzle is to field locate, trace, and include utility
lines, both at the distribution level and as
individual service drops. Without these drops,
engineering design and field work will continue
to require a thorough survey of the site, and
utility outages to individual facilities will
continue to occur. This step is, however, one of
the most costly and may well be left to
accomplish after other significant portions of
this strategic plan are complete.
The underlying key for successful implementation of
the utility infrastructure data is positional accuracy.
Although it is possible to obtain centimeter-level
accuracy, RAFM users can have submeter-level
surveys that tie information much more closely than
what now exists. The resulting data will serve as a
very strong framework for other users� overlays.
Without a thorough investigation, the utility
infrastructure data may function as an adequate
reference, but it is likely to be used in the field by
Maintenance Engineering and emergency services
only if physical placement is accurate.
In general, framework data must be up-to-date,
TSSDS-compliant, and�most of all�maintained
regularly. Although much progress toward a TSSDS
data structure has occurred, full conversion is not
complete and CADD drafters are not all comfortable
or knowledgeable about these requirements.
As for base mapping, an important consideration is
to explore teaming opportunities with other USAFE
bases, such as RAF Lakenheath. This approach can
save costs for the base in the long run.
Build the Real Property Data
The Real Property
Office in the 100 CES
oversees the
management of the
more than 2 million
square feet of facilities
that make up RAFM.
Their responsibility�to
keep accurate records of
these facilities to support space assignments,
maintenance, and future planning for space
allocation�is one of the most critical onbase. Long-
term planning for base development relies heavily on
the data created, maintained, and managed by this
organization.
A great deal of data automation has taken place in
the office. Office staff members have built an Access
database that has created an automated space
allocation system using building category codes
(catcodes). This system is available for use over the
intranet. It�s possible to determine if a proposed use
is appropriate, based on catcode, for planning
purposes. At this time, a graphic component has not
yet been created.
These are the key items to address for increasing the
functionality of the real property data:
✈ Update and digitize all floor plan data. Floor
plans may be as much as five years old, when
they were surveyed to form the basis for the FUS.
Changes and moves have taken place, but they
may not have all come into CE Maintenance
Engineering for updates. This could be
accomplished by a combination of as-builts and
field survey.
✈ Bring all floor plans into the MGE environment.
As a logical progression to creating up-to-date
digital floor plans, this data should become
MGE-compliant.
✈ Link updated floor plans to Real Property
records. Real Property has a wealth of useful
information that doesn�t yet have a geographic
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relationship to graphic data. Rooms in buildings
should have systematic, consistent numbers that
can be linked to real property records. Data that
resides in IWIMS, or ACES in the near future,
should have a means for linking to graphic data.
Real Property�s role is to support the base through
space allocation. Through the kinds of automation
discussed above, real property data, which is useful or
even critical to a large number of organizations at
RAFM, will become accessible for a wide variety
of uses.
Staff Resources and WorkOrder Development
The processes described in this section combine
onbase activity with services required from offbase
resources. AFRES and ANG guard personnel who are
supplied to RAFM during two-week maneuvers can
be used to supplement onbase support. Outside
contractors can be called on to provide the very
specialized services that only a handful of companies
have the experience to provide.
The personnel or organizations that are selected to
assist RAFM or to completely provide the services
needed to prepare the data for sharing among base
users should use this section of the strategic plan to
formalize a scope of work that specifically addresses
each part of the data development. A thorough
assessment must be part of this assignment, as a
significant investment has been made by RAFM in
creating much of the existing data and it should not
be overlooked.
Budget Estimates
✈ Base Mapping. The current Map C-1 base
mapping information is maintained in
MicroStation/MGE format and is sufficient to
provide a basis for future development. Updates
to the base mapping began during the first
quarter of 1999 as part of the survey to update
the airfield criteria information, which is
collected from field inventories.
A future consideration should be the complete
construction of a consistent base map from new
aerial photography. This process would include
ground control, new aerial photography,
complete photogrammetric compilation of base
mapping features at 1:500, creation of new
MicroStation/MGE-compliant data files, and�
finally�generation of digital orthophoto images
at 0.25- to 0.5-meter resolution. Depending on
the amount of preparation the base provides over
the years before initiating this data collection, as
well as technology advancement and individual
preferences, the budget for this process can range
from $US 200,000 to $US 500,000.
✈ Floor Plans. Because floor plans already exist
in a vector format, many will simply need
updates to make them useful. TSSDS does not yet
recognize many of the needs for this data,
especially from a facility management
perspective, but the developers of the TSSDS
know this and plan to make up for it within the
next two releases.
For now, the updates could take place within the
100 CES. There are two ways this can happen:
✯ Use changes indicated by Fire and Rescue as
they survey structures to update their
preliminary fire plans.
✯ Perform a search of as-builts to determine
where changes have occurred and modify
the floor plan digital files to bring them up-
to-date.
A safe estimate is that the two options above will be
combined and that two ME/CADD technicians,
probably a sergeant and an assigned airman, will be
available for this process. Between the two, about 45
to 50 hours per week could be committed to this
effort. Estimating that these staff could accomplish
about 40,000 square feet per week, the entire 2
million square feet of space at RAFM could be
updated within nine to 12 months.
✈ Utilities. Updating and developing this digital
information is also a two-step process, first to
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digitize all the existing information based on
the 1:500 scale hardcopy maps and later to
accomplish a field-surveyed utility update.
The initial updating should be assigned to a
single technician to maintain consistency in
reviewing documents, digitizing, and
performing quality control on the data as it
digitized. Assuming that an ME/CADD
technician can devote 30 hours per week to this
effort, the entire utility infrastructure could be
updated and digitized within 12 months. This
estimate does not include extensive field work,
but it could be supplemented with GPS surveys
if the capability to perform this function grows.
The second stage of developing the utility data
conversion can take on different flavors, ranging
from a GPS location survey to identify utility
hardware points for digitizing lines at a
workstation (probably to submeter positional
accuracy for the survey), to an in-depth survey
that includes tracing overhead and underground
lines as well as establishing a higher level of
positional accuracy of the utility hardware.
Estimating these efforts will require
additional information, including an
understanding of technology and
techniques at the time each effort is
scoped, the ability of RAFM staff to
support survey crews and needs, and the
resulting GIS application goals that
ultimately drive the data collection
requirements. The following scenarios for
data collection and creation provide some idea
of potential budget requirements:
✯ Perform a GPS field location inventory of
utility infrastructure hardware. Once
located and mapped, these features become
the �points� from which existing utility
data can provide the �lines� to tie them
together. This method could apply real-time
kinematic (RTK) GPS survey procedures to
accurately locate the structures and record
items such as type and number for later GPS
applications. This would be considered a
basic-level approach to building this
information and may well not include the
communications system components that
are maintained separately by the 38 EIW at
Tinker AFB, Oklahoma.
Estimated budget (in nearest $US 25,000) for
the RTK survey data collection effort is
approximately $US 200,000.
✯ Perform a GPS field location inventory of
utility infrastructure information, to
include tracing distribution mains and
service drops to create the basis for each
system. This process would follow similar
RTK procedures as the first example, with a
much greater depth of information
collection. Using this method, existing
utility documents will serve as the source for
system attributes, to be attached as
nongraphic information. In all likelihood,
just as above, communications data will
come from effort of the 100 CS and 38 EIW
and would not be field collected.
Estimated budget (in nearest $US 25,000) for
the RTK survey data collection effort is
approximately $US 725,000.
✈ Real Property. This linkage is a potential one-
step operation to connect physical and database
sources, realizing that some connections aren�t
possible and that some simply aren�t allowed.
Time to perform this effort must include a
thorough review and quality assessment of the
linked data and the establishment of tools and a
user interface to enhance use of this
information.
4-7AIR FORCE CENTER FOR ENVIRONMENTAL EXCELLENCE
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Justification and Impact Statement
Gathering accurate information and sharing a
centrally maintained and managed database using
web-based applications will ensure that everyone
uses the same, most current information. The
applications are numerous:
✈ The Fire Department has the most recent
information about hazardous/explosive material
stored in facilities on base.
✈ Security Forces know where all high-value
resources are located.
✈ Contractors and civil engineering craftsmen can
accurately locate utility lines and prevent the
expense and nuisance of cutting utility lines.
✈ During a contingency operation, staff in the
Command Post can use current information
concerning maps and floor plans and know that
the very same information is being used by the
Security Forces, Fire Department, Disaster
Preparedness, Safety, and Explosive
Ordnance experts.
Responses to emergencies, preparation for exercises,
construction clearances, utility outage alerts, and
beddown alternatives can all be managed using one
accurate database that is easily accessed
electronically. Labor cost savings can be significant
in two areas:
✈ Labor that is no longer needed to copy and
distribute data
✈ Labor that is no longer used to maintain
duplicate copies of the data
Money and time saved by not disrupting utilities can
also be used productively by the installation. One
CONUS command installation estimates that more
than a million dollars is saved each year because it
has reduced utility interruptions by having accurate,
accessible utility information.
This initiative makes good business sense for
Mildenhall because of the significant investment in
infrastructure with the fiberoptic LAN currently in
place. Providing accurate data that is easily accessible
to base users over the existing LAN increases the
base�s return on investment.
Implementation and TrainingSchedule
The recommended timeframe for implementing the
recommendations in this section is divided into two
parts:
✈ Short-term goals involve ongoing efforts and
focus on the use of existing information. These
goals should be accomplished by the second
quarter of FY00.
✈ Long-term goals involve verification and
enhancement of existing information, new data
acquisition, and significant project planning.
These goals should be accomplished by the
fourth quarter of FY02.
No additional training is identified in these
recommendations.
Summary
In summary, the goal
for this phase is to
establish the framework
data as the well-
maintained, single
source for all overlay
data to be used for any
GIS application
development.
As mentioned for base layout mapping and utility
infrastructure mapping, RAFM should consider
teaming with other USAFE bases, such as RAF
Lakenheath. Such a teaming arrangement could
result in a significant cost savings.
Realize Savings:Team with OtherUSAFE Bases forthe Mapping Effort
5-1AIR FORCE CENTER FOR ENVIRONMENTAL EXCELLENCE
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Section 5: Phase 3 Component Plan�Building the Spokes of theWheel
Overview
This section concerns sharing framework data with
other basewide users to build new GIS capabilities
and improve existing ones. These are the spokes of
the GIS development wheel.
From the hub of strong framework data, the spokes
are created to provide access to basewide users. With
this framework data, users can develop and use their
own overlay data. This is the next critical step in
spreading GIS applications across the base.
In this scenario, the updated, consistent framework
data becomes the basis for all geographically related
information systems that are in use at RAFM. This
means that all data incorporated into other software
programs or simply used for reference is the same
basewide. For example, the goal in this phase is to
give capability so that Fire and Rescue can use the
same basic information that Readiness accesses,
creating a more closely aligned response to any
emergency situation.
The recommended actions for building the GIS
spokes include the following:
✈ Confirm network connection to appropriate
computer resources in each organization.
✈ Establish computer automation resources to
support GIS/automation capability and data
sharing within all organizations.
✈ Establish standard practices for information
sharing between CE-based framework data and
users of overlay data in other organizations.
✈ Combine the �Air Force Civil Engineer
Automation Vision� of May 1996 and the goals
of the GIS/Data Implementation Strategic Plan to
establish automation capability for basewide
users to access and share the critical framework
and, eventually, overlay data to support RAFM.
Recommendations
Confirm Network Connections
The results of the June
1998 existing
conditions baseline
interviews show that
between the LAN Shop
and the Comm Squad,
RAFM users are well
positioned to connect to a centralized data-sharing
environment.
According to the data collected from the LAN Shop
interviews, RAFM has an ATM infrastructure with a
fiber backbone. The shop currently runs Novell 4.1
and Windows NT 4.0 network operating systems, but
they are planning for a single NT 5.0 operating
system in 1999. As the monitors for information
security (Information Protection Office), they are
well equipped to handle data sharing both from an
operations and a security standpoint.
The Comm Squad has also been instrumental in
planning for and providing modern automation
communications among all facilities at RAFM. They�re
well aware of technical improvements in network
technology and, with their strong working
relationship with British Telecom, can be counted on
to provide strong capabilities for data sharing at
the base.
Confirm NetworkConnections:A Strong Platformfor Data Sharing
5-2 SECTION 5
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From all indications, both the LAN Shop and Comm
Squad meet or exceed the recommendations of the
AFCESA automation plan.
Establish Computer AutomationResources
The Air Force Civil
Engineer Automation
Vision provides a basis
for decisions for
acquiring sufficient
computing resources to
support different types
of users. The Air Force
Civil Engineer Support Activity (AFCESA) document
outlines users at four levels:
✈ CADD/GIS ✈ Administration
✈ Commander ✈ Midlevel Manager
Each has a slightly different computer configuration
that is based on the group�s potential needs,
although at a glance it appears that the commander�s
configuration is based on applications that require
more user learning commitment than may typically
be expected from this level of staff.
All specifications set forth in this document reflect
minimum requirements; as a general rule, AFCESA
suggests establishing higher standards where
applicable.
Table 3. Recommended Hardware Configurations
Item CADD/GIS Commander Administration Midlevel Manager
CPU Pentium Pro/166 MHz Pentium 133 MHz Pentium 133 MHz Pentium 100 MHz laptop
RAM 64 MB 32 MB 32 MB 40 MB
VRAM 4 MB 2 MB 1 MB 1 MB
Cache 512 KB 256 KB 256 KB 256 KB
Floppy Drive 3.5-inch 3.5-inch 3.5-inch 3.5-inch
Hard Drive 2.0 GB (EIDE or SCSI) 1.0 GB (EIDE or SCSI) 1.0 GB (EIDE or SCSI) 800 MB
CD 8X CDW ROM with a 6X CDW ROM with a N/A CD player with16-bit sound card 16-bit sound card sound card
Graphics 3D graphics N/A N/A N/ACard accelerator card
Monitor 21-inch color 17-inch color 17-inch color 17-inch 1280 x 10242-megapixel programmable programmable color monitor
programmable (when docked)
Modem 28.8 bps data/fax modem 28.8 bps data/fax modem 28.8 bps data/fax modem 28.8 bps PCMCIAQdata/fax modem
Other Tape backup N/A N/A Docking station with Devices (optional) SVGA, PS/2 keyboard
and mouse
These are recommendations only, and individual cases will create different needs. For example, because users at RAFM are connected tonetwork servers where shareable data should be stored, individual tape backup hardware and software may not be required.
The items listed in this table reflect the automation plan dated 07 May 1996.
EstablishComputerAutomationFourFour Levels ofUsers
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The AFCESA document identifies four different
requirements, based on the type of user:
✈ CADD/GIS users are understood to be ME/
CADD or similar technicians; these are the staff
members charged with creating and
maintaining information about the base.
✈ Commander refers to high-level managers who
have a great need to use and display graphic
data.
✈ Administration refers to administrative, or
office, personnel and may likely represent the
largest number of users.
✈ Midlevel managers, while not a specific DoD
rank, are those staff members likely to be
responsible for programs or mission-specific
initiatives that require a high level of TDY time
away from their individual work spaces and must
have the flexibility of a laptop.
Table 3 lists the four configurations, adapted from
the AFCESA recommendations:
Two points to consider before any making any
hardware or software purchases are as follows:
✈ RAFM must determine the effectiveness of
existing computer resources that may closely
match those mentioned.
✈ It�s important to consider the current computing
capabilities at the time of the planned purchase.
It is anticipated that this strategic plan document will
help focus purchasing decisions toward specific items.
However, planning a computer purchase even 12
months out is next to impossible. Conditions change,
and hardware and software available in 1996 will not
match what is available in 1999. Nor will 1999
specifications match 2001 automation practices, and
so on in the future. This table is presented only as a
place to start the purchase planning cycle and is not
meant to be a complete, up-to-date source for defining
computing requirements.
Establish Information Sharing Practices
The first step in making
GIS a basewide resource
is to ensure the
availability of
framework data as a
basis for the users�
overlay data. By using
the same framework
data, all users can count on having similar
information available; this single consideration will
make it much easier to bring new users into the
operation.
There are many important reasons for increasing the
use of framework data basewide:
✈ TSSDS requirements are beginning to be met
DoD-wide, so new users to RAFM will
understand the structure of the framework data.
This understanding will lead to faster
orientation to their new working environments.
✈ TSSDS structured framework data can be presented
to all outside contractors by any organization on
base, whether for design of a new facility or as the
basis for new software applications.
✈ Sharing the same framework data also makes
sense from an emergency standpoint. If one
source is unavailable, then other users can
immediately count on what is available.
✈ One of the benefits of having all users share
framework data is the opportunity for users to give
input into maintaining that data. As other
organizations take to the field using the framework
data, they are likely to find differences on the
ground that are not all represented on the
framework data. These can be changes to the as-
builts or simply changes that were never called to
CE�s attention for map maintenance.
EstablishInformationSharing Practices:The EssentialFramework Data
5-4 SECTION 5
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Staff Resources and WorkOrder Development
The Air Force intent is for CE and Comm to work
together in providing GIS application support. For
that to happen, sharing resources is necessary, which
can mean staff resources as well as automation
resources. In all cases, Comm should ensure that CE
and other organizations are connected to ensure
smooth data sharing.
Table 3 in this section lists recommended hardware
configurations. Whenever CE or Comm is ready to
make GIS-related hardware purchases, a list of the
standard hardware configurations should be
provided to the vendor or vendors as part of the
purchase order. To ensure that the base takes
appropriate advantage of the latest technology
advances, this list should be periodically updated by
an entity like the Computer Resources Board
recommended in Section 3.
Any GIS-related hardware purchases should also be
guided by the DoD hardware/software contracts, such
as the Navy Facilities (NAVFAC) CAD-2 contract.
Budget Estimate
Because of the fast-paced nature of advances in
hardware, software, and networking, budget
estimates for planned acquisitions should be
produced when the base is ready to make the
purchases.
In general, each GIS-participating organization
should budget for at least one administration-level
workstation acquisition per year, as defined in Table
3. This should include both the hardware and
software needed for an administration workstation.
In addition, budgeting for additional hardware and
software upgrades or acquisitions should be reviewed
twice a year. Having two budget reviews will
accommodate the annual budget cycle and will
enable the base to make the best use of unused funds
at the end of the budget year.
Justification and Impact Statement
The recommendations in this section build on the
previous recommendations. This incremental
building process will preserve RAFM�s investment in
carrying out the previous recommendations by
ensuring that an increasingly wide range of qualified
users can access and benefit from the available data.
As mentioned in Section 4, this data will support the
full range of missions and activities carried out by
base organizations�from day-to-day maintenance
activities to disaster preparedness and emergency
response.
The effort, time, and capital investment required to
develop consistent, up-to-date installation-level data
is worthwhile for RAFM, especially when that
investment is enhanced by new tools that will
further encourage effective use of the data. RAFM
users will benefit from a thoughtfully planned and
executed approach that provides current computing
technology to each user organization mentioned in
this plan. Realizing the potential for each user to
access consistent information about the base�
whether for operations planning or for emergency
response�will prove to be a cost-effective way to
ensure that facilities and infrastructure at RAFM
meet the challenges of their missions.
Implementation and TrainingSchedule
The recommended timeframe for implementing the
recommendations in this section is open for
discussion as other needs take precedence. The
recommendations stated in this section ideally
should occur during development of the framework
data. The more users have ready access to
information, the more likely support will grow for
increased GIS access and application development.
At the very least, as the framework data described in
Section 4 becomes a more trusted source for basewide
users, the tools must be in place for accessing the
GIS-related data.
Although no formal training is identified in these
5-5AIR FORCE CENTER FOR ENVIRONMENTAL EXCELLENCE
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recommendations, it must be mentioned that
changes in business practices require
communication, defined methods for access,
appropriate use, and definition of quality of the data.
As more users access the GIS-related data, they must
be aware of the quality of the information in use and
assistance, as needed, to enhance the use of this
information.
Summary
In summary, the goal
for this phase is to
connect all users who
want to be connected
so that they can access
framework data and
begin to use it for GIS
overlays that will support a wide variety of day-to-
day activities.
GIS FrameworkData:Make It Accessibleto All Base Users
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Section 7: Plan Maintenance and Revision
Overview
The investment made by the 100 CES in developing
this strategic plan will be recognized for years to
come. However, just as any plan for base
development grows and changes, so must this GIS/
automation strategic plan.
According to the American Planning Association
(APA), a comprehensive plan �is a document that
provides a community with a reference for how
development can best be accommodated at present
and in the future.� The comprehensive plan
established by RAFM is indeed a living, working
document that provides the path for current and
future base development. Associated programs such
as the FUS help make certain that users have solid
information on which to assign space and make
decisions for the future.
In a different light, the APA recognizes that
�strategic planning differs from other types of
planning . . . it is a management tool to aid
decision-making, but the decisions it is intended
to affect are more limited in scope.
Implementation is important in all planning,
but successful strategic planning focuses on:
implementation, measuring progress,
continuous monitoring, evaluation,
redeployment of resources, and adjustments.�
Strategic planning can be thought of as an ongoing
cycle of �plan, do, check, act.�
With these qualifications in mind, this section
concentrates on the reevaluation of the GIS/Data
Implementation Strategic Plan. The reasons vary and
the purposes for automation tools will change, and
the nature of technology dictates that changes will
occur. Changes will occur in hardware, software, and
data requirements as well as how people apply these
tools. RAFM is not immune from these changes
and�as technological developments occur�should
be poised to reconsider this plan on a regular basis.
Maintenance of the Strategic Plan
Because of the nature of changes in technology,
people associated with any form of the computer
industry look to a life cycle of about 18 months for
any new technology. When one provider brings new
software to the market hoping to gain the lead entry
position, its competitors follow in a short time with
�improvements� over all past software releases. Even
in the rare cases where a software product doesn�t
have strong competition, it is still likely to be
affected by other market changes, such as hardware
and operating systems, which help to drive updates
and new versions.
An ongoing purpose of the steering and the
technology committees established as part of this
plan should be to review this entire document at
least once a year. This annual update should focus on
the following:
✈ Status of the phases of implementation and
GIS/automation development as suggested in
this plan
✈ Status of software available or expected to be
implemented as part of this plan
✈ Status of hardware available or expected to be
implemented as part of this plan (especially in
consideration of updates to the Air Force Civil
Engineer Automation Vision)
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✈ Status of software in use in the various
organizations at RAFM
✈ Status of budgets and performance to determine
effectiveness of monies spent toward increased
automation of data applications and sharing
These items suggest the reasons for performing a
review and update of this strategic plan, but the two
committees should still meet more frequently to
discuss and review current developments. At the
least, the chair of the technical committee should
report monthly to the steering committee to keep
discussion open and flowing to those members
responsible for budgets, acquisitions, and support.
A number of factors may necessitate more frequent
review and updating than those already mentioned
here. USAF personnel who sit on these committees
are likely to PCS to other assignments, taking
valuable insight with them that must be shared
before leaving. MOD personnel are likely to be a
more stable work force, so key members who sit on
these two committees must be kept informed and
involved. At the very least, changes in the base
mission, comprehensive/general plan, strategic plan,
or related contingency plans may have significant
effects on the GIS/Data Implementation Strategic Plan
that will bring about more frequent review.
Another factor that shouldn�t be ignored as a reason
for review and maintenance of the plan is the change
in technology that will drive new software products.
While Intergraph and Bentley Systems offer new
products and new versions of existing software, their
competitors�such as Autodesk and Environmental
Research Systems Institute (ESRI)�continuously
release new products to the market as well. As new
products are released, the committees at RAFM must
evaluate the current position as it relates to future
goals: Is the structure at any given time taking
advantage of the most appropriate tools on the
market?
A case in point is the upcoming release of ESRI�s
ARC/INFO Version 8, the object-oriented GIS
environment. This product represents an enormous
change in the way that existing ESRI ARC/INFO users
think about their data, let alone the changes it could
bring to the market for other software users, such as
RAFM and the entire USAFE environment. This
product represents breakthrough technology and, if
all goes as ESRI hopes, it should lead to greater
flexibility and opportunities in GIS data
maintenance and sharing.
Other advances are also in the works at Autodesk,
where enhanced features to the company�s
MapGuide web-based viewing tool could include
some form of direct redlining capability and minor
manipulation of data, all within the same software.
These are just two of the potential changes in the GIS
marketplace that are outside the current software
family in use at RAFM but that could have significant
effects on users who are now on other platforms. The
goal of RAFM GIS development is to build within a
COTS atmosphere, while staying ahead of the curve
for data maintenance and use. Issues such as these
are significant and will challenge the GIS
committees for some time to come.
Yet another consideration for updating and
maintaining the GIS/Data Implementation Strategic
Plan involves the overall role of the US Air Force or
related federal agencies. The AF is keenly aware of the
need for Comm and CE to work together toward
providing GIS capabilities at all bases and may well
create specific plans for this data and technology
development.
Another factor is the role of the Tri-Service CADD/
GIS Center at the US Army Corps of Engineers
Waterways Experiment Station in Vicksburg,
Mississippi. Meetings with center staff indicate that
the plans for the next two releases of the TSSDS
include greatly enhanced utility infrastructure
database functions, to possibly include system
maintenance/management requirements, but also
increased focus on true facilities management needs.
These two changes alone could add to the
information RAFM finds necessary to maintain and
share, and therefore must be made a part of any
strategy for data development.
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Section 8: Acknowledgements
Table 5. RAF Mildenhall Interview Schedule and Participants
Organization Name Date Time
LAN Shop ✈ MSgt Kevin Fifield 9 June 1998 1315-1430✈ Capt Chad LeMaire
CES Readiness ✈ TSgt Ray Maloney 9 June 1998 1330-1500
CE Computer Shop ✈ Colin Smith 9 June 1998 1500-1600
Communications Squadron ✈ Michael O�Rourke 9 June 1998 1530-1700✈ Steve Perry
Real Property ✈ Howard Rudkin 10 June 1998 1300-1430✈ Sandi Taylor✈ John Griffiths
Wing Plans ✈ LTC Tim Rose 10 June 1998 1500-1630✈ Capt Kitchen✈ Capt Jeff Marsden✈ Capt Gene Moty
Flight Operations ✈ MSgt Clyde Byrd 11 June 1998 0800-0930✈ MSgt Steve Nemecek✈ Capt Susanna Pickle✈ Sgt John King✈ Sgt Poitras
Fuels Supply ✈ TSgt Don Brown 11 June 1998 1000-1130✈ MSgt Darby✈ TSgt Ferrel✈ MSgt David Maher
Security Forces ✈ TSgt Brad Jansen 12 June 1998 0800-0900✈ SSgt Jamien Parks
CE Project Managers ✈ Capt Jim Kossler 12 June 1998 1000-1130✈ Capt Suzanne Fogel✈ 1Lt Dan Guinan
Wing Safety ✈ Ricky McCabe 15 June 1998 0830-0930✈ MSgt Michael Niska✈ SSgt Von M. Bridges
CE Building Management Systems ✈ Gary Syer 15 June 1998 0830-1000✈ John Browne✈ Doug Rush
RAF Mildenhall Sources
Planning is most effective when those most closely
involved in issues take the time to provide thoughtful
insight. The following personnel attended briefings
and interviews and deserve special recognition for
their contributions to this project:
✈ Lt Col Sebastian Romano, 100 CES
✈ Capt Shawn Doyle, 100 CES
✈ MSgt Mark Clinger, 100 CES
✈ Nigel Hutchinson, 100 CES
✈ Tracy Kissler, HQ/AFCEE
Table 5 lists the participants in the interviews:
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Table 5. RAF Mildenhall Interview Schedule and Participants (cont.)
Organization Name Date Time
CE Maintenance/Engineering CADD Shop ✈ Nigel Hutchinson 15 June 1998 1030-1200
CE Assistant Base Civil Engineer (MOD) ✈ Gary Ward 15 June 1998 1300-1430
CE Customer Service ✈ SSgt Brian Castillo 16 June 1998 0800-0930
Lodging Maintenance ✈ Jack Martin 16 June 1998 0900-0930
CE Environmental Flight ✈ Simon Austin 16 June 1998 1000-1130✈ John Dehoe✈ Chris Lacting✈ Dave Nutt
Fire and Rescue ✈ CMSgt Larry Jackson✈ TSgt Dave Lawrence✈ Sgt Baker 16 June 1998 1300-1430
Command Post ✈ Maj David E. Commons 16 June 1998 1500-1630
627th AMSS ✈ Tony Ramirez 22 June 1998 *
*Interviewed by Nigel Hutchinson.
In addition, the personnel listed in Table 6 participated in various briefings:
Table 6. RAF Mildenhall Briefing Participants
Briefing Organization Name Date Time
CE Inbrief ✈ 100CES/CEOH ✈ MSgt Michael Phillips 9 June 1998 1030-1200✈ 100CES/CEOM ✈ TSgt Jason Sheridan✈ 100CES/CEOM ✈ SrA Jason Pearl✈ 100CES/CEOM ✈ Amn Carzell Rice✈ 100CES/CEOM ✈ A1C Ben Crafton✈ 100CES/CEX ✈ TSgt Ray Maloney✈ 100CES/DEO(NSF) ✈ Richard Gray✈ 100CES/CERC ✈ Adrian Coughlan✈ 100CES/CEV ✈ Chris Gluck✈ 100CES/CEV ✈ Dave Nutt✈ 100CES/CERR ✈ Howard Rudkin✈ 100CES/CEF ✈ Chris McAleer✈ 100CES/CEOM ✈ A1C Delina Agustin✈ 100CES/CD ✈ Ian Smith✈ CEOM ✈ Nigel Hutchinson✈ CEOM ✈ Capt Shawn Doyle✈ CC ✈ Lt Col Sebastian Romano
Wing Outbrief 17 June 1998 0900-0930
CE Outbrief 17 June 1998 1100-1200
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Additional Sources
✈ Garnett, Joanne, AICP. �Comprehensive
Planning.� Study Manual for the Comprehensive
AICP Exam of the American Institute of Certified
Planners. Boise, ID: AICP. 1998.
✈ Gillespie, Stephen R. �A Model Approach to
Estimating GIS Benefits.� Unpublished article.
✈ Orsbon, Ben, AICP. �Strategic Planning Process.�
Study Manual for the Comprehensive AICP Exam of
the American Institute of Certified Planners. Boise,
ID: AICP. 1998.
✈ U.S. Air Force Center for Environmental
Excellence. General Plan Guide and Template.
Brooks AFB, TX: US Air Force Comprehensive
Planning, US Air Force Center for
Environmental Excellence. October 1995.
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Section 9: Interview Notes
Command Post (100 ARW/CP)
✈ Name. Maj Daniel L. Commons
✈ Extension. 2121
✈ Date and Time. 16 June 1998, 1500-1630
✈ Interview Location. Building 591
✈ Interviewers. Joe Zumwald, Jim Vernon, Scott
McFarlane, Nigel Hutchinson (CE)
Pertinent Responsibilities
The Command Post is responsible for functioning as
the decision-making organization for the 357th
Special Operations Group 100th Battle Staff.
The Command Post reports directly to the wing
commander and is responsible for the following:
✈ Handling emergencies
✈ Ensuring the safety of aircraft operations
✈ Gathering information for briefing the
commander
About 40 people are assigned to major commands,
and there are about 30 people in the Command Post.
Technology and Data: Today
Maj Commons has built an Access database to track
information such as the following:
✈ What is on a hardstand
✈ Fuel levels
✈ Maintenance information
The Command Post shares information with
Lakenheath and channels information to HQ USAFE.
Maj Commons currently has these types of data:
✈ Aircraft status (C2IPS)
✈ Maintenance status
✈ Flying schedules
And he typically uses this kind of data:
✈ Aircraft location
✈ Hanger status
✈ Cordon areas for security alerts
Technology and Data: Future
Data needs relate primarily to facility information,
such as who occupies a facility. But in general, the
Command Post needs the ability to tie together all
issues related to transient aircraft, such as Parking,
Billeting, Maintenance, and Fuel.
The Command Post needs a lot of information from
other groups. The AMC system gives them transient
aircraft information, but currently most information
comes in paper form. Maintenance information
comes from CAM system. They want to collect
information in electronic form, so the GIS is exactly
what he�s been looking for.
Hardware and software needs are minimal. C2IPS is
going client/server. USAFE is giving eight servers to
the Command Post.
Command Post personnel have e-mail, Internet
access, and so on. However, they typically have basic-
level computer skills. For example, the current Access
application uses pulldown menus to make it easy to
use.
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Wing Plans (100 ARW/XP)
✈ Name. LTC Tim Rose, Capt Kitchen, Capt Jeff
Marsden, Capt Gene Moty
✈ Extension. 5610
✈ Date and Time. 10 June 1998, 1500-1630
✈ Interview Location. Conference Room,
Building 560
✈ Interviewers. Joe Zumwald, Jim Vernon, Nigel
Hutchinson (CE)
Pertinent Responsibilities
Here is an overview of Wing Plans� top
responsibilities:
✈ Manage the deployment �machine��the
mobilization of people and equipment.
✈ Coordinate all operational plans, including
battle staff administration and direction.
✈ Perform site surveys. Wing Plans works with
advance teams that represent other wings
deploying to RAFM to study and prepare for all
human and equipment needs and space
requirements. This would involve how to billet
aircrews and park transient aircraft. From this
study, they must develop a plan for
responsibilities between the two groups.
✈ For readiness and inspection, prepare and
exercise the Wing to accomplish the warfare
assignment. This involves a very busy support-
oriented flying mission. The 100th ARW is the
only assigned tanker unit in USAFE. In fact, it�s
the only one east of the Atlantic Ocean. The
regular mission area covers the entire European
community and into the African continent,
from Norway to South Africa.
LTC Rose, who serves as the Battle Staff Director, gave
the following statement to sum up the interview:
�Wing Plans� charge is to keep the Wing
leadership aware of what�s going on. Anything
from graphics to databases that helps us do that
helps us keep the Commander better informed.�
Technology and Data: Today
One of the most important pieces of information
used regularly is a map with coordinates. Wing Plans
needs to know where an incident has occurred, or
where exactly an aircraft is parked. For example, if an
aircraft accident should occur on base, the
responsibility lies with the Air Force.
This mapping is critical both on and off base. If an
accident occurs inside the fence, it�s their
responsibility to be prepared. If an accident occurs off
base, the local constable will be involved and will
look to the Air Force for information and some
support. The responsibility is shared if the accident
site goes over the fence into the local community.
Information that�s especially important on the base
map includes Q/D zones for parked aircraft and hot
gun holding areas, as well as cordons that are
established for unexploded ordnance (UXO) sites.
In terms of hardware and software, no concentrated
effort is under way or planned to establish a specific
level of hardware capacity and software availability.
This group is aware of the Survey Tool for Execution
Planning (STEP) that is being developed at Wright-
Patterson AFB, Ohio (WPAFB).
STEP is a web-based tool using a database (they aren�t
certain what format) to compare and calculate issues
such as fuel availability, billeting, and aircraft
parking spaces at the base for planning purposes
before one or more aircraft arrive.
Air University has incorporated this tool into its
Contingency Wartime Planning Course (CWPC)
curriculum as a future program.
Technology and Data: Future
For the future, the Wing Plans representatives want
to be able to create or access the following data:
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✈ Consolidated Aircraft Maintenance
System (CAMS) data. This program maintains
and analyzes information about aircraft. The
system includes information such as the
aircraft�s status, schedule, mission, crew chief,
and so on, which is logged and maintained to
give users the ability to plan, based on the needs
of the aircraft.
✈ Floor plans. Wing Plans� real need often
involves last-minute planning, so the ability to
locate available space not only for billeting but
for all support activities is critical. Knowing who
is assigned to a specific space and being able to
tie that information to a graphic floor plan
would be very useful.
✈ Operations information. They would like to
have the ability to access and link to all
operations information, such as the Fire
Department�s availability to meet excess aircraft
needs.
✈ Long-range planning. They need
information such as vehicular traffic counts to
keep relatively accurate track of the number of
people on and around RAFM at any given time.
They could do traffic modeling to see how and
where traffic flows in planning for emergency
operations. Counting the number of cars through
the gate at a given time (such as 15- to 30-minute
intervals) might be a good starting point.
Although there are no specific plans to develop
automated tools, Wing Plans sees that their
operations could benefit greatly by a link to much of
the other information that is already being created
and used at RAFM. With the ability to access real- or
almost real-time information, they might be able to
more quickly calculate �the path of least resistance�
in responding to a need.
Wing Plans also computerizes the Base Support Plan,
of which part one is unclassified and part two is
classified for specific wartime plans.
Wing Safety (100 ARW/SE)
✈ Name. Ricky McCabe, MSgt Michael Niska, SSgt
Von M. Bridges
✈ Extension. 4723
✈ Date and Time. 15 June 1998, 0830-0930
✈ Interview Location. Building 587
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton
Pertinent Responsibilities
Ricky McCabe submitted a copy of the Wing Safety
mission. He highlighted on it the areas that would
especially benefit from a GIS.
The Wing Safety personnel who were interviewed are
mainly concerned with weapons safety and grounds
safety. There are other Wing Safety areas, such as
flight, but they have no GIS-related issues at the
moment.
Wing Safety is also responsible for emergency
response support and investigation of situations
involving explosives. They do explosives site plans,
so they must start with a CE drawing and list
everything in a certain radius and its characteristics,
use, and so on, in relation to safety. They manage
about 30 site plans and about 50 UK exposure
licenses.
In addition, Wing Safety is responsible for the radio
hazard map, which takes a tremendous amount of
information to create. It involves a lot of interaction
with CE, which produces the maps for them.
They give advice over the phone on what people can
and can�t do in relation to explosives, explosive clear
zones, and so on.
Technology and Data: Today
Wing Safety doesn�t keep any digital databases. They
do keep spreadsheets with explosives information,
explosives licensing, and explosives site planning,
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but they don�t know how applicable that would be
for the GIS, because of security concerns.
After discussion, Ricky McCabe and MSgt Niska
agreed it would probably be fine for explosive clear
zones to be available basewide. They�d like all people
who work in and around explosive clear zones to
have access to the same map for viewing purposes.
Wing Safety trains all weapons personnel on base,
using PowerPoint presentations. They�d like to be
able to drop snapshots of zones into their training
materials for use in staff meetings and presentations
to commanders.
Ricky McCabe said they are concerned with areas
outside the base limits only if they have an explosive
zone that extends beyond the base boundary. This
can also apply to materials transportation exposure
on public roads.
All Wing Safety personnel have access to PCs now.
For confined spaces, SSgt Bridges keeps a lot of
information on manholes. Her process of identifying
confined spaces is an actual physical survey to
identify them all. Most of the manholes are done,
but they must go out with sniffers to identify gases
and so on.
CE has a spreadsheet of this data, but SSgt Bridges is
now gathering information to identify the
following:
✈ What the exposure levels are
✈ Who �owns� the facility
✈ Whether the confined space was manufactured
to contain hazards
✈ How much oxygen is available
✈ Whether a permit is required
✈ Whether the fire department must stand by
when the facility is being cleaned
✈ What kinds of clothing personnel must wear for
protection in that facility
SSgt Bridges isn�t yet keeping that information on a
computer; it�s all on paper. But within a year, she
expects to keep it in a database or spreadsheet.
They had a situation a week ago where they
determined that several people had databases of the
qualified motorcyclists on base, so there was a lot of
duplicate effort. Ricky McCabe would like to see that
kind of process coordinated and simplified.
Ricky McCabe asked about eliminating
supplementary databases or software programs. He
would see that as an advantage in certain cases. He�s
especially interested in eliminating duplicate effort.
Technology and Data: Future
Producing a site plan report for a small zone typically
takes a couple of days. For a big zone that includes
several sites, it may take a few months. It includes
writing a policy document on what can and can�t be
done. Ricky McCabe said the biggest help from the
GIS would be to create their zones on the maps,
including the accurate distances, so they could click
on supplementary facilities and get land use, facility
manager, and so on. That would eliminate a lot of
telephone calls that they have to make now. And
then being able to keep what they create and print it
as needed.
SSgt Bridges needs a confined space database and a
flammable/combustible database. She needs a map of
confined spaces but doesn�t have it yet because
they�re in the process of being identified now. She
would want to overlay that information on a map
provided by CE.
SSgt Bridges also discussed buildings that get
relocated or condemned. When a building location
changes, she would want to be responsible only for
altering her hazard and exposure information, not
the base map data.
To produce their maps with radius circles for various
zones, they would need an easy-to-use CADD
program for creating the overlays. For Ricky McCabe,
ease-of-use is important so that new people won�t
need months to learn it. They understand that a web
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tool would just be a viewing and querying
application, not a data creation application.
They need to produce reports that combine
snapshots of particular zones with database
information for site plans for particular facilities.
Wing Safety wants the ability to print and view the
maps they create. They have a color printer but
might need access to a color plotter.
A driving consideration for Wing Safety is
environmental concerns. SSgt Bridges needs to know
Hazmat exposure in a building, how many people are
exposed, what the level of exposure is, and so on. To
some extent, each facility manager is maintaining a
database through Environmental Engineering.
They�d like to be able to click on a building, a tank,
or a hardstand on the map and get information
about its capabilities, capacities, hazards, and so on.
People call Wing Safety to find out what they can
and can�t do in relation to explosive clear zones.
Wing Safety uses their maps, the host nation
regulations, and the American regulations to
determine the answers.
They often need to measure distances and radiuses,
and they understand that the GIS would be very
helpful in that respect. MSgt Niska is also interested
in computing distances between facilities, although
the measurement would be only as accurate as CE�s
base map. They must now use a compass to measure
distances on a paper plot of the map.
MSgt Niska would also like to have the radio hazard
(Radhaz) map on the GIS. They now create that map
by hand-drawing and pasting symbols on a map from
CE, or by coordinating directly with CE to get a
particular map created.
Ground safety needs to list all areas on the base that
have confined spaces. They also want a confined
space database.
Wing Safety shares information with the Fire
Department now just by sending a hard copy of the
exposure license each time it�s issued. So the Fire
Department has just those hard copies. On the US
side, they have exposure site plans. On the UK side,
they have exposures facility licenses, which
authorize particular kinds of exposure by facility,
and a separate �user copy� form that combines the
US and UK requirements and restrictions and
implements the more restrictive regulation in each
case. They are interested in scanning this �user copy�
form to make it available to others on base. Wing
Safety also has an Excel spreadsheet that summarizes,
in order, the facility data, but it�s not complete. Not
everything they track is kept on Excel now. Ricky
McCabe thinks a scanner would be of great use to
them.
They understand that the GIS won�t relieve them of
all their bookwork, but it will help them get more
accurate information faster. Ricky McCabe estimates
that they could incorporate about 30 to 40 percent of
their requirements into a GIS like this.
Fuels Supply (100 LGS)
✈ Name. TSgt Don Brown, MSgt Darby, TSgt
Ferrel, MSgt David Maher
✈ Extension. 2768
✈ Date and Time. 11 June 98, 1000-1130
✈ Interview Location. Building 725
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton, Nigel Hutchinson (CE)
Pertinent Responsibilities
Fuels handles all types of fuel for aircraft and
vehicles, as well as heating fuel for base buildings
(including some housing). They get calls in the
winter about heating fuel needs in the building.
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Technology and Data: Today
For war games, Fuels uses a grid map that is displayed
on the wall with grid coordinates. This map isn�t a
very workable solution for them.
Right now, all fuel tank data is only on paper.
For the automatic tank gauging (ATG) system, they
have a Unix server in the Fuels building. It gauges the
level of the fuel, temperature, specific gravity, and so
on. They are confident about that information. The
interface to it is just a listing screen. In July, they�ll
get software called Fuels Manager, which will have a
graphic interface of the tanks and Oracle. So it�ll be
easier to identify overfills.
They also have a new Fuels Automated System (FAS)
(a Windows NT system with a FoxPro database). It
standardizes much of what they do. Fuels Control used
to do everything on paper, but the FAS standardized
the way Fuels Control works with others.
Other geographic information they deal with
includes fuel lines (pipelines), but they don�t share
that with anyone. CE has CADD data already for
pipelines. CE uses it for digging permits and
planning, but it isn�t handled very effectively.
Technology and Data: Future
For construction, Fuels would like to know where
underground utilities (such as electric conduit) are.
Also during exercises, they�d like to run scenarios for
blowing up pipelines. Or if they lose a pipeline, the
GIS could calculate exactly how much pipe of what
type and size was lost.
Fuels gets inquiries about how much fuel has been
charged to an organization. They use a three-digit
organization code to track that data.
Fuels needs to be able to coordinate work orders with
CE, but they understand that that�s a completely
different system.
Ideally, they�d also like to know exactly how much
fuel is in each tank. They�d like to have the GIS
integrated with their ATG system. All that data is
now tracked manually, which is very labor-intensive.
They want to be able to share fuels data as needed
with other organizations, like OPS and AMC.
Fuels needs to receive information on scheduled
aircraft parking for hardstands.
For sharing information with Airfield Operations,
Fuels needs data about scheduled parking, but things
change too quickly, and the paper copies they get
from Airfield Ops are quickly outdated. Each
morning, they need to know the estimated fuel loads
for aircraft that will be parked that day.
Work order coordination with CE is a particular
concern. Fuels must make many phone calls to CE to
check on work order status. Those work orders are for
maintenance and upkeep on fixed fuel facilities.
They also need that kind of information about
vehicles for transportation. A particular problem is
that work orders can get distributed from CE to
various shops, and then the coordination task gets
far more difficult.
Fuels would like to know when emergency
generators are used.
There might also be other information on vehicles,
such as scheduled inspection. A work order network
is in existence already.
Fuels is interested in how the GIS could enhance
training. CAMS is a training database for the Wing
that�s currently in place, although Fuels may stop
using CAMS. They use an Excel spreadsheet and
CAMS to track who has been certified for certain
types of tasks, such as refueling. CAMS has a lot to do
with aircraft maintenance, ordering parts, and more.
It wasn�t originally designed for training, but RAFM
has extended it to include training.
Fuels could use a stock control system to monitor
their use of supplies. They must now call Customer
Service, who calls the next person, who then checks
a supply status. They�d like a way to interface with
SPSS, although they understand that supplies
wouldn�t be GIS-based.
Another idea is a cryogenics facility that includes six
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fixed tanks; this facility could be monitored for status.
Fuels would like to have all the heating fuel tanks on
base displayed on a map showing which building
each tank belongs to. They�d like to punch up a
building or tank number to get data about what the
tank holds, what kind of fuel it holds, who the
custodian of that tank is, and so on.
The highest-priority applications would be CE work
order coordination; scheduled maintenance
coordination; and cordons for fuel tanks, security
alerts, and so on. They�d like to have CE make
updates about service they�ve provided. If an
operation is waiting for parts or maintenance for a
certain number of days, it should be flagged.
Monitoring fuel levels is critical for them. They�d like
to get rid of AutoFill, a type of contract for heating
fuel tanks that ensures contractors keep the tanks
full. Contractors charge them more for tanks that
have AutoFill contracts. Some of the contractors also
have an automated system to monitor fuel levels in
tanks. The ATG that Fuels have is for jet fuel tanks,
not heating fuel. The ATG helps prevent
environmental impacts from spills.
By monitoring fuels more closely, they have the
potential for saving a tremendous amount of money
per year on fuel costs, even if the savings are only a
few pence per gallon.
Flight Operations (100 OG)
✈ Name. MSgt Clyde Byrd, MSgt Steve Nemecek,
Capt Susanna Pickle, Sgt John King, Sgt Poitras
✈ Extension. 2697
✈ Date and Time. 11 June 1998, 0800-0930
✈ Interview Location. Building 550
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton, Capt Shawn Doyle (CE), Nigel
Hutchinson (CE)
Pertinent Responsibilities
This interview involved Trans Alert (TA) and Airfield
Management (AM). TA handles transient aircraft
while they are on base. AM manages aircraft parking
on base, munitions storage, aircraft parking pad
maintenance, and so on.
Aircraft parking is distributed as directed in MILDI
13-204 to the flying organization on base. Managing
the distributed responsibility for aircraft parking is
the primary problem for Flight Operations.
Flight Operations is concerned with 3D information,
such as encroachments. They have completed an
airfield operations and waiver-generating program,
which Capt Doyle said he would check on and report
back to the interview team.
Outside of CE, Flight Operations deals with CP,
ATOC, and ATC as well as Lakenheath ATC, SFS, and
TA. They also must do traffic reports and history
reports for all activity, including the type of aircraft,
whether US or foreign, and more.
AM is responsible for the management of the airfield
program, such as the storage of fuels, storage of
munitions, and unexploded ordnance, although
Capability Forecasting at AMSS is primarily
responsible for coordinating these functions with
the primary users. If an evacuation is necessary, AM
is notified by Capability Forecasting; AM then
coordinates the evacuation. For that responsibility,
they need a considerable amount of data for
hardstands, including the pavement classification
numbers, licensing requirements, capabilities, net
explosive weight, quantitative distance (maximum
radius), and so on.
MOC is the Maintenance Operations Center. AM
does not work frequently with MOC. However, they
call the individuals they need directly, like SOG.
That alleviates confusion that could result from
relaying the information once to MOC and having
MOC relay the information to the individuals
involved.
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Technology and Data: Today
TA has an airfield map in AutoCAD from CE, and
they have used AutoCAD to add aircraft symbols.
They use that map only during the Air Fête. The rest
of the time, they use a white board to list parking
stands. They have about 65 parking stands.
The information AM creates is maintained just on
paper. AM has no computers for that type of work,
but they do use computers for regular office tasks.
AM is also responsible for runway profiles. For that,
they need to know the levelness of hardstands for
jacking capabilities and the physical location of each
hardstand in relation to obstacles. They are also
concerned with licensing hardstands for hazardous
cargo.
CE maintains and provides maps to AM containing
GPS coordinates or INS coordinates for hardstands as
well as slope and gradient of runways.
In case of any contingencies, they must make a lot of
phone calls, which is very time-consuming.
For coordination with other agencies (such as Fuel),
they use the LAN, but it would be easier if everyone
shared a system.
The PPR system is all hard copy, but it�s in the process
of being computerized internally as an Access
database. Now the hardcopy PPR data is organized by
months in a three-ring binder. For each day, a form
lists available parking spots, and the form is filled in
by hand. The binder, which is accessible only by TA,
isn�t very effective for planning and tracking aircraft
parking.
Another problem for the tower is the fact that eight
organizations are involved in aircraft parking and
scheduling.
Technology and Data: Future
When construction must be done, MSgt Byrd must
coordinate with the primary user about potential
blockages and hardstand closings. He now uses the
LAN to send messages, but he still can�t consult any
authoritative record to see when an area will be free.
It would also be ideal for the graphics to designate
various areas for certain organizations, like a certain
set of hardstands for TA.
MSgt Byrd would also like to be able to do
contingency planning for use of the available
pavement in wartime planning. That would be a
classified application. Capt Doyle mentioned using a
product like Schedule Plus for this process.
Because every aircraft requires fuel, fleet service, and
transportation (separate agencies), they�d like to
have a more automated way to communicate and
coordinate with those agencies, such as an
automated e-mail. It would be far more effective for
projecting the seven-day window, instead of the
reactionary system they have now.
Their window for scheduling is seven days out.
Currently, no base has a unified system for this kind of
operation. In addition, RAFM also handles certain
types of aircraft traffic that can be scheduled months
in advance. Generally, though, they make
reservations only within seven days. If this
information were available for other bases in addition
to RAFM, that would be ideal for handling overflow.
If they want to use a crane, the data must go to the
Terminal Instrument Procedures (TERPS) person,
who ensures that the crane can operate in that area
without infringing on airspace. They could really use
3D capabilities to plan and monitor airspace
regulation. They have a color-coded paper map for
airspace infringements, and the data may already be
in a database in CE. They must update that paper
map regularly through CE. They need maximum
height requirement data delineated by area for
planning purposes. This requirement extends off the
boundary of the base, within a 5-mile radius of the
airfield. The TERPS staff member just did an obstacle
map within 50 miles of the airfield, and he had to do
that by hand using Ordinance Survey maps and a
database that lists obstacles. That effort took two and
a half months.
For Flight Operations, the ultimate system would
indicate where they planned to put an aircraft,
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effectively �reserving� a hardstand even before it�s
actually in use. They could also benefit from
knowing when an aircraft is scheduled to leave, so
they�d know when a hardstand would be available
again.
Also, if they had a graphic representation of how the
airfield is being used at any time, they could more
effectively handle overflow from transient aircraft or
AMC aircraft. They�d know which hardstands were
available in case they needed to swap aircraft from
location to location. They must now make phone
calls to do that.
They�d like the graphic representation to color-code
a radius ring around a parked aircraft that�s �hot,�
which can potentially limit the use of hardstands
around it. They must now move aircraft around
when that happens.
In addition, Flight Operations could benefit from
transportation data for flight crews, because they
must now use the radio a lot for that. They also need
the tail number, fuel requests, maintenance, and so
on. And they�d like to track maintenance
discrepancies. Ideally this information would be
entered into the system from the field, to reduce
excessive radio calls and coordination.
Most of their information requests are from three
sources:
✈ Fuels calls to ask where fuel for a certain tail
number is to go.
✈ Transient and Maintenance call to find out
where certain aircraft are.
✈ The control tower needs information about
aircraft parking locations. This base has parking
locations distributed between eight
organizations, each of which controls its own
locations. But the tower doesn�t typically get the
word on where aircraft is supposed to be parked,
so they don�t know where aircraft are supposed to
park, without making numerous phone calls or
asking the aircraft commander. Flight Operations
would like to have the eight organizations input
data on where aircraft are supposed to be parked
so the tower would know. They typically use call
signs rather than tail numbers.
CE Readiness (100 CES)
✈ Name. TSgt Ray Maloney
✈ Extension. 4249
✈ Date and Time. 9 June 1998, 1330-1500
✈ Interview Location. Classroom, Building 538
✈ Interviewers. Joe Zumwald, Jim Vernon
Pertinent Responsibilities
Readiness is responsible for emergency and disaster
response activities to ensure that command/control
capabilities are in place at the scene. This group must
be able to brief the Wing Commander on site with
up-to-date information about the situation at hand.
In action during an emergency, Readiness works
more like a Wing staff agency than a division of CE.
Here is an overview of TSgt Maloney�s top
responsibilities:
✈ Participating in the Disaster Control Group
(DCG) and the Survival Recovery Center (SRC)
for major accidents or natural damage to the
airfield and related facilities
✈ Providing immediate briefing capability to keep
the Wing Commander and on-scene
commander informed for effective management
of the emergency situation
✈ Training Disaster Control Group members
✈ Identifying personnel in a cordon area due to an
emergency situation
✈ Notifying local residents affected by an
emergency situation
✈ Compiling the on-scene commander�s checklist,
using AFIs and UK specifications
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Technology and Data: Today
Most information that Readiness deals with is
maintained in CE, either as part of the Drafting Shop
or in the Fire Station. Readiness accesses both the
Map C-1 data and the local regional mapping
information as available in the Fire Station�s
Emergency Information System (EIS).
Plume (airborne dispersal of toxic materials) modeling
is an important response issue. Information is used to
support both RAFM as it relates to the local
community and the geographically separated units
(GSUs) attached to RAFM. The goal is to give the on-
scene commander/base commander all available
information needed to make fast, effective decisions
on containing an emergency.
Readiness pulls information from all members of the
support group, creating the Disaster Preparedness O-
Plan and CE Contingency Response Plan. CRP has a
list of priority facilities, which they now have to
double-check to make sure it�s correct for planning
response. Readiness prepares the response checklists
regularly, but much of the basewide information is
12 months out-of-date, although they spot-check
information at least quarterly. TSgt Maloney believes
that exercises rarely reveal where information is
missing; only the real thing brings out the problems.
Readiness is currently using Map C-1 in hardcopy
formats, with special emphasis on the Q/D safety
zones that Drafting has digitized. They have a copy
of ESRI ArcExplorer, but can�t get to the Map C-1 in
MicroStation at CE. They also use information from
the Fire Station�s EIS, with ALOHA and CAMEO
plume modeling, but they don�t have these software
environments locally.
By the nature of the Readiness role, they generate no
information of their own but use as much of others�
information as is available.
Current technology support in Readiness includes
the following:
✈ IMMARSAT Satellite Communication, voice, fax,
data (2 KB/s)
✈ Four laptops for field use: three Pentium 266s
with a 5-GB hard drive, digital modems, and
LAN cards; two cell phone with data cards and
cables for modems in laptops; and one Pentium
133 that isn�t cell phone compatible
✈ Control Area has one Pentium 200 with 32 MB
of RAM and a 2-GB hard drive and links to
laptops via modem
✈ Two screen projectors
✈ All flight members use the Internet heavily
Technology and Data: Future
For the future, TSgt Maloney expressed the following
needs and goals:
✈ Software. He is familiar with ESRI ArcView, is
knowledgeable about the mapping information
that has been developed in the UK, and would
like to see this environment build as an essential
tool for Readiness and support.
ArcView and CAMEO plume modeling software
packages have now been purchased.
✈ Base Mapping Data. He would like to have all
structures available with their floor plans
attached as vector data. The most helpful data to
be attached would be as follows:
✯ The facility manager�s name
✯ A list of units occupying the space with
points of contact (POCs)
✯ The normal occupant load during regular
business hours
✯ A list of occupants with special needs
Within the base mapping, critical facilities and
structures need to be shown differently. Facilities
with Hazmat and POL storage need attached lists of
the type and quantity of materials. Other facilities�
such as schools, child care centers, medical, housing
and dining facilities�must also be easily located on
the mapping.
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Readiness also needs a raster image of aerial
photography for the base and into the surrounding
area for at least a 10-mile radius.
Readiness also needs access to real-time information on
the field, such as parking spots, hardstands, and so on.
Finally, Readiness needs a base map, attached databases,
and aerial photography as necessary for GSUs.
✈ EIS Information. Readiness would like to have
similar capabilities to the Fire Station�s EIS and
be able to share information about immediate
response.
✈ Information Goals. TSgt Maloney really needs
access to critical information in checklists, special
maps, and action plans at a moment�s notice.
Readiness is the one organization that needs as
much mapping and related information about the
local community as it does about the base.
CE Real Property (100 CES)
✈ Name. Howard Rudkin, Sandi Taylor, John
Griffiths
✈ Extension. 5637
✈ Date and Time. 10 June 1998, 1300-1430
✈ Interview Location. Work Room, Building 443
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton
Pertinent Responsibilities
Real Property�s responsibility is to function as the
accurate recordkeeper of basic asset facilities and to
provide assistance to commanders in making long-
term decisions for maximizing the base facilities. The
base has 2,000,000 square feet.
The Air Force tasks Real Property with performing an
inventory every three years, but Real Property does it
every 18 months. They plan to use GPS for the
inventory. During that process, they assign missing
facility numbers as needed.
Technology and Data: Today
Real Property has internally developed some
sophisticated Access database applications. They are
confident about the data in that database and in
WIMS. They know of only a few exceptions where
the database is inaccurate.
One of the applications is an automated space
allocation system using category codes in Access 97.
Howard will provide the interview team with a copy
of this data on CD. The application is on the Intranet
for commanders to view it. With that application,
commanders can determine whether a certain
facility use is appropriate. The goal for that
application was to connect to the floor plan
drawings, but that hasn�t happened yet. But with the
Access application, Real Property can track moves
that happen within the base.
In the Real Property database, the smallest unit of
data is square footage by user or use, which is called
gross square footage. At building level, they use a net-
to-gross ratio. They have old information about who
is in each room, but it hasn�t been kept up-to-date.
The Nakata database did that, but it was just a
snapshot in time.
Real Property has completed a project to scan all
their documentation since 1953. They now have
those images on CDs, which are organized by
vouchers and by years. Basically, they took 25 five-
drawer filing cabinets and put them onto 16 CDs that
contain raster images. The database they use is called
FileFlow. The scanned data is relevant only to Real
Property, not for wider use. They have a scanner to
continue scanning vouchers and a CD writer to
create new CDs as needed.
Real Property doesn�t think it would be hard to
maintain data on user/occupant by room. They
typically would have only 20 or 30 moves to track per
year. But it would be a lot of effort to update the
Nakata data, which is now five years old. The floor
plan drawings also haven�t been updated.
Real Property uses floor plan drawings that are
maintained in CADD by Nigel Hutchinson�s group. If
a floor plan needs to be changed, Real Property
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notifies CEOM. CEOM also gets the as-builts from
the contractors. The floor plans don�t show room
numbers, but CEOM assigns room numbers to the
CADD drawings. During the Nakata survey, they
arbitrarily allocated room numbers to any building
that was missing them. But few have systematic or
logical room numbers.
Real Property used to have a building management
program, but COPS (Customer Service) has that now.
The office uses all of the WIMS 7115 data, including
facility user, category code, areas, construction year,
and so on. Real Property creates that information for
WIMS for RAFM for new facilities. With that
information, Real Property can keep records of assets.
For four staff members, Real Property has five PCs
that are all Pentium 166 or above, with Windows 95
and Office 97, and IWIMS access. They�re
comfortable with the hardware they have now and
believe they get good support from the Computer
Shop for their hardware. Everyone in Real Property
has Internet access, but they don�t all use it or know
how to use it.
Technology and Data: Future
The squadron commanders get information from
Real Property, as do the various tenant units.
For the inventory Real Property performs, they
believe that the data should be on WIMS, but it isn�t
now. They�d like to have handheld PCs connected to
the database. This information would be useful
basewide. And they�d like the surveying staff to be
involved in making on-site sketches; it�s especially
important to get the base boundary done correctly.
And if this information were available basewide, the
surveying staff could verify it as needed after it was
entered in WIMS.
Real Property needs an application to determine
whether the x people in one location will be able to
move into a certain building or space. That would
save a lot of moving expenses. It would also help in
convincing people that it will be possible for them to
move into a certain space, so it would save time.
Real Property would like to be able to query a
building for information. Using a digital map, they�d
like to identify a certain facility and be able to find
out which of their CDs contains that scanned
information. That would allow them to summarize
expenses for a certain time period, using the scanned
images. Even though it would mean looking at the
scanned images, it would be faster than looking in
file cabinets.
Overall, they need the ability to give facts to the
commanders who must make decisions about space
allocation. They also want to be able to run scenarios
to determine the impact of a prospective move.
Howard Rudkin mentioned that the Nakata codes
aren�t particularly useful; he prefers not to use the
Manning codes, so he substituted his own values for
the Manning codes in his Access application.
The Nakata survey was very accurate, but it doesn�t
include housing or commercial. It also didn�t include
�horizontal� assets, like runways, hardstands, and so
on. Underground utilities are also not included in
Nakata. Real Property needs data on the
underground utilities�the �nonoccupiable�
facilities. That would be essential in planning
maintenance for roads, underground wiring, and so
on. Today, they must just judge how much to plan
for each maintenance project, because they have no
actual way to determine it.
When Real Property removes a demolished building
from the records, that information is gone from
WIMS, but they can go back to their historic CD
records. However, they�d like to have the information
from WIMS transferred somewhere as a historic
record instead of just deleting it. Now, they have to
run a voucher-by-voucher check, which is very time-
consuming.
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CE Project Managers (100 CES)
✈ Name. Capt Jim Kossler, Capt Suzanne Fogel,
1Lt Dan Guinan
✈ Extension. 5656
✈ Date and Time. 12 June 1998, 1000-1130
✈ Interview Location. Work Room, Building 443
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton, Nigel Hutchinson (CE)
Pertinent Responsibilities
Capt Kossler is the Chief of Engineering. Capt Fogel
is the base planner, with responsibility for overseeing
design, including new buildings. She is responsible
for the base comprehensive plan. Capt Kossler will
provide an organization chart.
Engineering is responsible for new construction and
renovation, including all design, long-range
planning, project programming, and construction,
for anything between about $US 50,000 and $US 10
or $US 15 million.
Maintenance Engineering reviews all projects for
long-term maintainability, but Engineering has the
final say.
Real Property handles the moves needed between
buildings, but Engineering must coordinate that
with them. The movement and staging plan is
Engineering�s responsibility to update.
Engineering also does the refurbishment contracts.
They use WIMS to track work orders, but not
recurring maintenance (CE Operations handles
that).
Engineering�s EA does all future plans and building
siting through a computer that�s linked to the
Maintenance Engineering computers. So they have
access to the base maps.
Technology and Data: Today
Engineering has a lot of CADD drawings. As each
project finishes, they have new drawings in
MicroStation.
In addition to the FUS, Engineering has other
information that would need to get tied into a GIS,
such as facility design standards (which now exist as
a Word document).
Within WIMS, they use a project contract
management system (PCMS). Any database they use
must coordinate with that. They use the PCMS
actively, and they create weekly reports from it. But
the PCMS is somewhat limited. They�d like the
Wang-based system to talk to Access or Oracle so
they could manipulate it more freely. They know
that the Air Force is doing that already, with the
intention to go to a full Oracle database.
In general, the Engineering project managers have
no digital graphic data.
They also use Microsoft Project, and they have a lot
of information on Excel, but they haven�t yet
converted to Access; they�re waiting to see which
database WIMS will use.
Environmental is getting new software for tracking
asbestos, lead-based paint, oil/waste separators, and
so on.
The commander�s facility assessment has been
abandoned. Instead, they now have an FIM (facility
investment metric), which divides all facilities into
several categories:
✈ Primary mission
✈ Mission support
✈ Community support
Having that information online would be much
easier for them. They need to produce text-based
reports on those categories and other types of
category codes.
They have an Access database from the housing
community plan that they would want to link to a GIS.
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But that data is �locked,� and they can�t make any
changes. So they don�t use it as much as they would.
The Airfield Waiver Package is used by Engineering
and coordinated with Wing Safety, TERPS (the
Tower), Base Operations, and CE. Whenever an
object is installed that violates airfield criteria, they
must coordinate with the four groups. They have a
computerized AF Form 582 that goes on a digitized
map.
The base map was built on the UK ordnance survey
(OS) mapping system. But as technology has moved
along, they�ve used GPS for later maps.
With the PCMS, they have no problems with access
or security, because Engineering controls it. Both
Capt Kossler and Capt Fogel use PCMS quite
extensively, but it can be quite a challenge to use.
They have a digital photo library of a part of the base.
Maintenance Engineering also has some photos.
The project managers have adequate access to
computers. They all have Internet access. However,
they mentioned ongoing network problems, with
access rights changing for no apparent reason.
For the surrounding community, they sometimes
hold future construction plan status briefings, using
PowerPoint, scanned paper maps, and maps from
MicroStation. Some of the �scanned� material is
�photographed� paper drawings that are then
converted to a file.
As data comes in from contractors, Engineering must
ensure that the data is complete and compatible.
Engineering�s drafting staff uses MicroStation, but
contractors use AutoCAD. They do have standards for
CADD submissions, as part of the Facility Design
Standards document.
Technology and Data: Future
Capt Kossler thinks MicroStation should be
accessible to anyone in Engineering Flight, so they�d
need more memory and more site licenses.
Public Affairs could use access to ongoing
construction information through the Intranet, for
publication in the Marauder, the base newspaper. It
could be part of the external or internal Mildenhall
web site.
For hardware, Engineering needs a color printer and
access to a faster plotter. They don�t have access to
the Intergraph system. They need a backup system
with a tape drive. Five of the people need larger
screens.
They need access to the real property database
developed by Howard Rudkin. Engineering would
use it, especially if it were for more than just space
utilization. The FUS is based on net square footage
rather than gross square footage, and they need
gross.
Capt Kossler has seen WPAFB, which has a CD-ROM
jukebox for architects and engineers to access maps.
He�d like Engineering to have that capability, with
maps at any size, CADD drawings at any size, and
plotting capabilities. He wants utility drawings.
1Lt Guinan mentioned that access to some
information would have to be restricted.
Engineering would like to digitize aerial photography,
especially for driveways and parking lots. The existing
aerial photography hasn�t been rectified.
The existing base maps are considered �skewed,� and
addressing that discrepancy is the most important
thing for Engineering. They also must be
georeferenced.
Engineering is concerned about how much training
the new GIS would require. Training was a big issue
with the Wang system.
Engineering sees relatively little value in any kind of
automated digging permit system, because collecting
the data would be labor intensive.
One challenge for Engineering in the UK is how
information is organized. In the US, WIMS
information is organized by work order number.
Here, it�s organized by project number, so they can
lose track between project and work order numbers.
It�s a problem in tracking, for example in housing,
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where they may spend only $US 15,000 per year
maintaining each unit. But their project numbers
aren�t tied to work orders, so it�s difficult to
coordinate between what Operations spends and
what Maintenance spends. Engineering does some
housing management, although the day-to-day
maintenance is done by CE Operations. But
Engineering has some responsibility for projects in
housing. Of course, RAFM has only about 117 houses;
Lakenheath has about 1,200 houses.
For future projects, Engineering has no way to
determine whether they will stay within the $US
15,000 spending limit per structure, and they need to
track both current and future year projects. The
expenses can be tracked to some extent, but it�s time-
consuming, and they can track only after something
is billed, not while it�s planned.
Other groups request information from Engineering,
including future plans (which Engineering
computerizes and plots) and Gantt charts on project
status. Engineering doesn�t require digital submittals
from contractors until the project is built. They
would be fine with having future plans on an
Intranet.
Engineering should have the ability to add and alter
fields in any data they own within a database they use.
Engineering would like all of the general plan
(executive summary) components to be digitized,
hyperlinked, and accessible to them. It would be far
easier for them to then submit it to USAFE.
The base planner could use access to the base map,
the community plan, and the FUS for identifying
developable areas.
As for other people accessing what Engineering creates,
they have no problem as long as the data is read-only.
But they do want control of who can see what.
Engineering would have no problem with digitizing
the text of the comprehensive plan into a shareable
form.
For new building siting, Engineering could use access
to utility information. They do that now by looking
at paper-based utility maps. An environmental layer
would also be useful. Having Gary Syer�s electrical
and utility information would be beneficial.
CE Building Management Systems(100 CES)
✈ Name. Gary Syer, Electrical; John Browne,
Mechanical and Plumbing; Doug Rush, Pavements
✈ Extension. 5684
✈ Date and Time. 15 June 1998, 0830-1000
✈ Interview Location. Maintenance
Engineering, Building 443
✈ Interviewers. Joe Zumwald, Jim Vernon, Nigel
Hutchinson (CE)
Pertinent Responsibilities
Here is an overview of this organization�s top
responsibilities:
✈ Building Management System (BMS)
programming
✯ Ensure that the BMS develops to target
programs and works to meet specifications.
✯ Implement the BMS as CE would like to
have it work, including setting up and
initiating programs (such as system
integration with fire alarms).
✈ Facility Inspection Database (FID)
administration, management, and operation
✯ Administer/manage the rating systems on
various components to help determine
facility spending for project programming.
✯ Manage this database, which has been
accepted by MOD as the format for sharing
this info. The FID meets the Infrastructure
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Condition Standard; all rating by Air Force
Standards has been accepted by AFCESA (see
the AFMC Infrastructure Conditions
Standards).
The role of Building Management is to provide
services necessary to monitor and maintain the
mechanical, electrical, and physical facilities at
RAFM, including airfield pavements and real
property assets.
Nigel Hutchinson discussed CEOM�s basic
responsibilities, including coordination with project
managers. Gary Syer focuses on electrical utilities, so
he knows the substations and he checks electric bills.
John Browne does plumbing and mechanical.
Andrew �Doug� Rush handles construction (B&CE),
including pavement and painting. Gary Syer is
extremely busy and has an extensive database that is
linked, but it needs modification. CEOM has a
software system called BMS that Gary Syer is very
proud of. Nigel Hutchinson has had nothing to do
with BMS, and he�s hoping not to take it on if Gary
Syer leaves. Gary Syer wanted him to administer the
server, but he hasn�t done that. A contractor
maintains BMS.
Technology and Data: Today
SQL*Server-based software from Andover
Controls Infinity is a software package that both
Lakenheath and RAFM use.
While all facilities are planned to be part of this
system, the system now concerns only the boiler
houses and heat facilities. All information is real
time, through the placement of sensors in each
building. This is an object-oriented database, and
all systems have their own attributes.
✈ Performance considerations
✯ The graphics schema drove the parameters
for the data.
✯ The system contains lots of building
information (such as temperature, air
controls, general HVAC).
✯ This system tracks the efficiency of the
building environmental systems.
✯ It also tracks information about fuels.
✯ Users can adjust the system by using
toolbars on the graphic user interface (GUI).
For example, authorized staff can change
the operational settings of the HVAC for a
specific building, such as managing the
temperature of an office across the base.
✯ The user can start with a facility/building
number or map graphics to log in and
review data. A potential user scenario might
include the following:
� Choose a building from the base map.
The program displays a map of the
building for each of its separate systems.
� Review the overall characteristics of the
climate in the building and isolate one
system (hot water heat, for example) to
see if its settings are correct or if it�s
operating properly.
� Use the system to monitors fire alarms.
One component of this system is a fire
alarm management module. Alarms are
tied into the system to give the BMS
manager information when they go off.
This alarm module is also tied into the
Fire Department to show graphically
where the alarm is sounding. At this
time, the alarms are only in use on the
same facilities that are linked to the
BMS, but eventually this program will
go basewide for all facilities.
✈ Andover will be upgrading to the Continuum.
✈ They are able to import graphics, such as CADD
drawing files or digital photo images.
✈ The next release of the BMS is scheduled to be
Windows 98 compatible.
✈ BMS is NT Server-based, and it�s due to be
available in 1999.
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✈ Right now, the base map is a raster bitmap. They
have to keep it up-to-date and bring in new
raster images when changes occur.
✈ The system is automatic. Duplication as a
backup is on a smaller network.
✈ There are few bases in the U.S. on Andover
multiple systems.
✈ Requirements of the Andover BMS include the
following:
✯ A fiberoptic network
✯ An open system
✯ Ability to convert to almost any platinum
sensors and change to meet each
specification (for example, the different
performance values of things like valves,
pressure relief valves, alarms, and so on)
✯ Accepts user input so that valves and current
controls are set within the BMS to the type
needed
✈ BMS has digital photos of all features (control
panels, fuse boxes, and so on) for reference. Users
can then look at feature controls from a remote
location via digital images. BMS started with
major energy consumers to meet regulations for
energy savings.
✈ The Andover Infinity BMS was brought online in
September 1997, with the fire systems portion
online in February 1998. This database helps
build the five-year plan to program projects at
RAFM. A summary five-year plan can look at all
facilities, each one individually, or use a rating.
It can look at the history of maintenance and
program planning, up to the point of
construction.
✈ The second database that John Browne uses is for
referencing pressure vessels in the heating
system. This database is in MS Access 95 or 97. He
built all screens and windows. All buildings will
have infrastructure report histories and PCMS in
WIMS.
Development of this program came about as a high-
level directive item from the 3rd AF and UK.
Data comes from a dump of WIMS information for a
facility for all worksheets, which provides the
historical data. The history goes from inspection to
construction. The inspection list includes some
information from real property from WIMS,
although the database contains more specific
information than WIMS does.
Gary Syer tried to start the database development in
Oracle, but problems kept creeping up that drove
him back to MS Access.
Technology and Data: Future
The future of the BMS is expected to include the
following:
✈ Electric substation controllers will help monitor
power usage and induce brownouts where
possible to prevent exceeding the half-hour level
as measured by the electric provider. Brownouts
on this plan haven�t happened yet, but they may
still be the future. This will include setting up a
load-shed program for energy management.
✈ BMS can now be accessed via the Internet.
Anyone with a browser could look at it, just the
same as it was displayed during the interview.
With this scenario, for example, the CE at
Ramstein AB would have read-only rights but
could more easily do reporting. The product to
use for this function is Infinity Webserver
(Andover Controls).
✈ The electrical database is in an MS Excel
workbook. This includes all the high-voltage
rings on the base, with an associated table for
each ring. Cable sizes and open rings are also
included in the database. This database helps
monitor where capacity exists, where an open
ring may cause an overload and similar related
system information. All substations are listed
with federal facilities such as the KVA rating,
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locations and types of switches and fuses, and
legs of cable tied to facilities. This is a great
conceptual application for GIS, but all
information must be there and be 100 percent
correct.
Both UK and US laws for electrical systems require
showing inspections and schedules for inspection
annually. This is currently done by the Defense Estates
Organization (DEO), which is the monitoring agency
to review specifications to both UK and US part of
MOD at this point. The DEO will do many of the
inspections, with Gary Syer validating the results.
CE Maintenance Engineering/CADDShop (100 CES)
✈ Name. Nigel Hutchinson
✈ Extension. 5649
✈ Date and Time. 15 June 1998, 1030-1200
✈ Interview Location. Work Room, Building
644
✈ Interviewers. Joe Zumwald, Jim Vernon, Scott
McFarlane, Rebecca Edgerton
Pertinent Responsibilities
Here is an overview of Nigel Hutchinson�s top
responsibilities:
✈ System administration of the NT server, which is
accessed by the drafters, engineers, captain, and
sergeant, one EA in Base Development, and
various users of the electronic Asbestos Register
from RAF Mildenhall and GSUs
✈ Training Maintenance Engineering users on
various topics, including OS, MicroStation,
aspects of GIS, and Microsoft Office
✈ Oracle administration, including a GIS database,
and seven or eight separate databases for asbestos
information
✈ GIS administration and coordination for CE
Technology and Data: Today
Most information that CE deals with is maintained
in CE. However, they also act as the data repository
for the asbestos registers from different bases around
England.
Base maps for RAFM are done within CE. Nigel
Hutchinson is more allied to drafters than to CE
engineers. They map many features used by others at
RAFM, including future use projects. The future use
map is maintained by the EA in Base Development
(but not the drafters in Nigel Hutchinson�s office)
and is plotted in Nigel Hutchinson�s office.
CEOM drafters produce a base map identifying
immediate and near-term projects that have a direct
impact on the mission at RAF Mildenhall. This
document is used in particular by the Base and Deputy
Civil Engineers and Airfield Management. This is used
as a tool to provide uniformity in all briefings.
For NATO-funded projects, CEOM drafters produce
color-coded base maps, depicting the NATO program
over a two-year cycle. These documents are used by
senior CE staff to brief the Wing leadership. For
explosives, safety, utilities, floor plans, and policy,
they also produce a wide variety of special use maps.
They sometimes get updated floor plans but
sometimes not.
For maps that are used in the field for maintenance,
CE typically only gets updates from as-built drawings
after a project is finished. They have the base map
from the flyover. Until the last effort, the utility
maps have been mostly hard copies with less detailed
digitized drawings for some of the utilities. The hard
copies were drawn at a scale of 1:500 using British
symbology. For the last six months, CEOM has
brought all existing digitized maps up to the Tri-
Service Spatial Data Standard (TSSDS).
When that was done (December 1997), CE started
inputting 1:500 scale utility maps into new and
existing digitized utility maps. Until now, people
have used copies of the 1:500 maps for maintenance,
but they have given little or no feedback for updates.
A few months ago, CEOM had the shops review the
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1:500 maps for accuracy. The shops said they either
had no time to review them or had no better source,
so CE basically got no updates. But that
communication didn�t go back up through the chain
of command, so Nigel Hutchinson thinks the
commanders over the shops may make it happen.
Contractors use copies of the maps for laying pipe,
constructing buildings, and so on. When contractors
get hard copies, CE asks them to survey and verify
anything shown. But Nigel Hutchinson doesn�t
know if those surveys are actually performed,
because his office gets little or no change
information back.
This situation creates a challenge for digging permits.
And even when digging disrupts utility service, CE
still gets no information for updating existing maps.
Nigel Hutchinson doesn�t know how often digging
operations disrupt buried utilities. He said he would
find that out. Nigel Hutchinson estimates that it�s
happened two or three times.
CE is using MGE version 7, including Basic Nucleus,
Base Mapper, Grid Finisher, IRAS-C and I-PLOT (both
of which they have but don�t use), and Project
Architect, as well as an older version of VistaMap. CE
also has Oracle 7.3.2, NT 4.0 Server, one license of NT
for Workstation, and eight 3.5.1 workstations. They
also have ArcView 3.0 Alpha and ArcExplorer version
1. In addition, CE has Access 95/97 and MicroStation
version 5, which is to upgrade to 95 within two
weeks.
Here is information about the existing and planned
data structure for the GIS:
✈ The version 1.4 database structure for facilities
information is from the old WIMS (about a year
old) and is linked to the buildings map.
✈ The asbestos database isn�t in TSSDS. Just one of its
tables has a couple of columns populated to
TSSDS.
✈ Nigel Hutchinson imports the asbestos database
but doesn�t have it working with the most up-to-
date map yet. It�s an ongoing project. Nigel
Hutchinson�s task is to link the RAFM asbestos
data to the base map, all in TSSDS. He must go
through it annually to ensure compliance with
TSSDS. It�s been a challenge.
✈ The base maps created by CE will be updated
annually, in accordance with annual submittals
to USAFE.
✈ When utilities are finished, they will add
utilities into the floor plans. The utilities are
currently just on a basewide utility drawing. CE
needs a standard for adding the utilities to floor
plans. Ramstein told Nigel Hutchinson that if
the shop defines a standard that�s considered
acceptable, it may get implemented as the
USAFE-preferred standard for services in floor
plans. As of six months ago, the rest of USAFE was
not as far along as RAFM in implementing TSSDS.
✈ CE has some floor plans in paper format that
haven�t yet been digitized. Nakata did floor plans
basewide. They don�t cover commercial services
or base housing, but they cover just about
everything else. Nigel Hutchinson uses them
often.
✈ CE also has many Mylars in the vault that they
reproduce with a large photocopier. CE receives
332 forms, the drafters review them, and they
update the base map with what�s on the as-builts
after the 332s are complete. So CE files and stores
the submitted as-builts, and the CE engineers
store maintenance data. Otherwise, they don�t
hold anything on paper that CE generates. As-
builts are in both paper and digital form. CE
typically waits about three to five days for the
engineers to check and approve the as-builts.
✈ CEOM has information from CEV about catch
basin locations. CEV has an Excel spreadsheet or
Access table of this data. The data didn�t fit on
the CE maps, because some of it is storm. So this
data was created as a separate layer. Nigel
Hutchinson dumped the CEV Access file into
Oracle and gave it back to CEV with a shape file
for use with ArcView. He doesn�t know if it�s
being used.
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The drafters are responsible only for maintaining
digital data. They don�t use it or analyze it in any
way. It�s a challenge for the drafters to learn
everything they need to know about GIS,
MicroStation, and TSSDS.
Other users of CE data include SFS, CS, CE project
managers, CE engineers, DEO staff, Airfield
Operations, and CE utility shops. Those users
typically come in and fill out an in-house form for
what they want, and a drafter who functions as
Customer Service for that week handles the request.
CE also produces plots for the commander and
deputy BCE, especially for meeting presentations.
CE also owns two digital cameras that users sign out;
Nigel Hutchinson�s office prints out the files. Those
cameras are generally used for documenting the
situation when progress on a contract is in question.
CE�s most pressing need is to get updates from users
so they can keep the base map up to date. The only
source of change data now is the 332s.
Technology and Data: Future
For the future, Nigel Hutchinson wants to be able to
create or access the following data:
✈ Utility Information. Nigel Hutchinson has
looked at some of the data in the existing tables,
including pipe length, buried depth, cathodic
protection, and more. He thinks that
information would be useful to the engineers
and the shops.
✈ Facilities Management Data. This data
would also be beneficial.
✈ Roads. Road data would be helpful.
✈ A Five-Year Paint Program. Data from that
program would be useful.
✈ Inspections. This information would come
from a database that Gary Syer uses.
Nigel Hutchinson�s group would benefit from this
information:
✈ Any information that would help them verify
how accurate the base map is
✈ Future projects (construction phases)
✈ BCP phases
✈ Asbestos data (phase two is going to start soon).
Nigel Hutchinson doesn�t know what data that
will include. The contract has been awarded
already. Nigel Hutchinson can talk to that
contractor and give them the data structure he�s
been using.
Nigel Hutchinson mentioned these needs and goals:
✈ Hardware. In CEOM, all workstations are
Intergraph hardware with NT. All have 64 MB of
RAM except the server, which has 128 MB of
RAM. Four workstations have two 2-GB drives.
The server has four 2-GB drives. The server can
hold only four hard drives, and the workstations
only two. They have 10-MB network cards. For
the CADD work, what they have is okay. But if
they stay with MGE, Nigel Hutchinson wants
the drafters to draft and do feature coding. If
they do feature coding, they�ll need upgraded
hardware. Nigel Hutchinson believes that this
hardware should all be updated.
✈ MGE Training. The drafters need training in
MGE. They know they have to do the drawings
according to TSSDS, but they haven�t done
feature coding, so they�d need training. Nigel
Hutchinson sees a lot of variation in the abilities
of the incoming drafters. In the last two years,
they�ve had two first-termers and two second-
termers, who had relatively little AutoCAD
experience, although one has some surveying
experience. Learning MicroStation is always a
challenge. Nigel Hutchinson is conducting
classes next week on MicroStation for the two
new drafters. He would like to recommend
changes to the CE drafters� position so they will
include feature coding.
✈ Database Training. Nigel Hutchinson needs
MGE training. He has the basics, but he�s all self-
taught. He�s had Oracle and Oracle DBA training.
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He isn�t sure whether it�s better to use Oracle or
Access as a front end, considering both software
expense and training expense. Few people on
the base have any more than basic knowledge of
Access. There is no basewide Access training.
✈ Viewing Software. For viewing software,
Nigel Hutchinson says they haven�t decided on
any particular system. He�s open and is looking
for recommendations.
✈ Web-Enabled System. Nigel Hutchinson is in
favor of a web-enabled system, but he understands
that would involve many restrictions.
✈ Tabular Data Source. He sees IWIMS as the
best source for data that will feed the GIS. He
sees a lot of scope for development there. He
believes a daily or even a weekly dump from
WIMS would be sufficient. Up-to-the-minute
information isn�t critical for most nonstrategic
operations. Real-time BMS information could
also be linked as it is stored in SQL Server.
✈ Asbestos Mapping. Law mapped the RAFM
asbestos; they feature coded it in MGE and
delivered it in ArcView. It takes a long time for all
the queries to run and generate a display,
sometimes up to 30 minutes to run on P-233
with 16 MB of RAM. So people aren�t using it.
Another issue is that the drawings were done in
AutoCAD and exported as DGN for MGE. To edit
a single feature on a floor plan, he has to import
the AutoCAD drawing to MicroStation, update
it, export it, run a script to resymbolize it, and
alter the database to delete all records. It�s very
cumbersome to manage, and it�s easy to make
mistakes. Also, Law listed user names and
passwords in the documentation that went to all
users, which isn�t very secure. But if Nigel
Hutchinson changes those things, it causes
problems with another application Law
delivered. Law was told initially that there
would be MGE and Oracle expertise at every
base, but that wasn�t the case. Law has the
contract for backflow prevention, but the work
apparently wasn�t being done to match
American regulations with British regulations.
✈ Access/Response Times. Nigel Hutchinson
believes access times are a bit slow, but it may be
the 10-MB network cards. He will provide the
interview team with a sketch of his network. He
believes a bridge in the network may be slowing
response time. If Nigel Hutchinson is hitting the
server hard, it causes a significant slowdown for
the drafters. Nigel Hutchinson has no Internet
server. Now, the system Nigel Hutchinson has is
running fine, but it�s not being fully used. He
thinks the �fine� operation may be because the
system isn�t being pushed.
✈ GIS Software. CE expects Nigel Hutchinson to
define what GIS software they�ll use. He�s the
only one who has experience with networked
GIS. He asked about GDS and Sirius 7 (a product
that integrates with SmallWorld). GDS or one of
its predecessors came from Cambridge. Sirius 7
came from Edinburgh.
Nigel Hutchinson expects the following from the
GIS implementation plan:
✈ A plan with direction
✈ A relative time scale where possible, indicating
how long until a useful system will be in place
✈ Recommendations about position descriptions
✈ Review of workplace systems such as Active Asset
Manager for use in documenting workflows and
FM used in connection with existing floor plans
✈ Recommendations about work processes for
linking the maps
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CE Associate Civil Engineer forMinistry of Defense (MOD)
✈ Name. Gary Ward
✈ Extension. 5670
✈ Date and Time. 15 June 1998, 1300-1430
✈ Interview Location. Gary Ward�s Office,
Building 443
✈ Interviewers. Joe Zumwald, Jim Vernon
Pertinent Responsibilities
Gary Ward is the MOD Civil Engineering
representative to the 100 CES. (Ian Smith was unable
to attend this scheduled interview due to
circumstances requiring his attention at another
DoD installation.) Gary Ward oversees a staff of more
than 30 people who all serve as �caretakers� of the
British interest at RAFM.
Gary Ward establishes the frequency of inspections
for construction and maintenance of facilities. The
UK staff under Gary will soon input information on
all inspection data directly into the Forward
Engineering Database. Database access security is
based on the role a person plays. Mr. Ward�s staff, as
well as their US counterparts, will access the
information as needed. The database will also be
accessed and used by MOD.
Here is an overview of Gary Ward�s top
responsibilities:
✈ Providing stewardship of the MOD estate (RAFM
and the local environment)
✈ Managing 33 people who also represent the
MOD interest as it relates to CE on the base
✈ Acting as the interface between the United
Kingdom construction industry and US visiting
forces at RAFM
✈ Acting as the highest local representative for all
contracted construction, which goes through
the Defense Estate Organization (DEO)
✈ Keeping US needs in focus within UK regulations
✈ Managing and administering Safe Systems of
Work (health and safety)
Technology and Data: Today
Gary Ward must have access to two types of
information
✈ Data maintained by the UK
✈ Data maintained by CE
Most is maintained in CE, but some is sensitive and
may be accessed only as part of the UK role. For that
reason, Gary has two PCs available in his office: one
for DoD (local LAN) and one for MOD.
His MOD PC is linked into the main MOD servers
and databases. He is also linked into Accounting
since a firewall is now in place to �hide� sensitive
data. He is excited about having RAF Lakenheath up
and available with interconnectivity in July 1998,
but also knows he may wait to see what can be
shown. To date, operational and security concerns
have kept the process slow.
Information that he uses on a regular basis includes
the following:
✈ Maintenance Engineering. From this group,
he uses an Engineering database to program
inspections and input findings. This allows him
to quickly access and review maintenance
inspection details and logbook entries. This has
been somewhat more time-consuming in the
past because a logbook stays with the item to be
maintained.
✈ Real Property Records. This tells how a
facility is being used. Gary Ward must look at
the facility�s potential/future changes based on
CE�s FUS and how that relates to maintenance
requirements.
✈ Work Requests. The standard process has been
that a notice first comes to MOD/DEO, and they
take the work request to US forces to be included
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into WIMS. The US approves the work request,
and the repair, maintenance, or construction
takes place at the direction of the DEO. The UK
must approve the result and pay the contractor.
The UK invoices the US for payment. The process
basically starts with the WIMS, but it ends in the
Finance System.
Hazardous Areas. Gary Ward must have
information on hazards prior to submitting a
bid. For example, a database on statutory
regulations for confined spaces exists:
✯ Asbestos register
✯ Confined space
✯ IBDS (inhabited building distances) for
munitions sites, which is especially needed
as contractors go into those areas
✈ Manual System. Perhaps his most important
resource is a manual system that includes a
mimic board. This large board displays a
schematic of the electrical network with
magnetic symbols showing whether each switch
is open or closed. This relates to the control of
hazardous spaces, for example in relation to
controlling the high-voltage system.
Technology and Data: Future
✈ Real Property Records. MOD only has input
of demolition approval on Form 300. They have
no WIMS input access.
✈ Work-Required Process. MOD will assess and
put a dollar value on a maintenance item or a
construction project, to scope it properly in UK
currency. The project then comes back to the US
DoD for approval.
✈ Information on Hazardous Areas. MOD
directly adds to the asbestos database in use by
the Environmental Flight, although they do not
formally make edits/input to this system. Their
single biggest issue with the asbestos database is
for remediation of a site. The record is the only
access for asbestos data so it needs to be
maintained to show a more up-to-date picture of
where problems exist. Because of the importance
of environmental issues to the MOD, Gary Ward
has given one person of the UK staff over to the
EM flight.
✈ Confined Space Requirements for Access
and Safety. Two separate regulations and
practices, one is USAFE and one is MOD. MOD is
probably more distinct and kept in practice in
Wing Safety.
✈ US DoD Store manages stock of materials,
while the bill of materials (BOM) tells how many
of each need to be stocked. This data is kept in a
database called the CEMAS Abstract, which
comes to DEO to have the organization order or
purchase. When items are delivered, the items
are replaced on US records. The purchase of
materials is based on requirements of how many
of a certain item should be available on the base,
not by the specific job. So, US must let Gary
Ward know when an ordered item arrives, to say
it came in and that it�s now in stock. There is no
way to track the purchasing of materials, and so
on, for projects. What this means is that even
though there may be an item in stock per
regulations, it�s not project-based so they may
meet the regulation but short change the
project.
✈ The main role for which Gary Ward and the DEO
use CE maps is to give to UK contractors. This
becomes the contractors� reference for where to
deliver an item onto the base, where a project
site is on base, or for preliminary design of a
project on the base.
(For the digging permit, AF Form 103, they also
expect CADD drawings built by UK
construction. The standard to receive is
AutoCAD, but these files must still come back
into MicroStation version 5 or 95 for MOD
information to be consistent with CE.
✈ The DEO also maintains a tree survey of the
base. Every tree is plotted for location on the
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base map, to help maintain health and safety of
trees. The last survey was completed in 1997 and
is maintained as a reference file in MicroStation
with data and reporting in Access.
MOD inputs inspection reports into the
database, but there�s no link between graphic
and nongraphic features.
✈ All MOD staff members have PCs. From a GIS
standpoint, their computing resources are
probably sufficient to meet current needs on
screen, but likely to be lacking in capability for
printers and plotters. At this time, all their
Pentium 100s may have to be replaced or
upgraded, depending on how their GIS needs
develop. For future GIS applications, they may
need upgrading for GIS capability.
✈ All MOD PCs have Internet access, but it is not
used as much as e-mail. In fact, they routinely
provide their Internet and e-mail addresses for
specification packages, sample drawings, and so
on. To consider the use of the LAN, they estimate
it looks something like this: The ratio of the use
for US LAN versus MOD link is 10:1. The base LAN
is heavily used while the MOD data sharing over a
wire is not as heavily used. This ratio is likely to
change in the future, especially as the two CE
organizations, representing USAF and MOD,
come closer together.
CE Computer Services Shop (100 CES)
✈ Name. Colin Smith
✈ Extension. 5667
✈ Date and Time. 9 June 1998, 1500-1600
✈ Interview Location. Work Room, Building
443
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton, Tracy Kissler (AFCEE)
Pertinent Responsibilities
Colin Smith is responsible for administering the CE
computer system but not the CADD office. He controls
the CE side of the network and is the liaison between
CE users and the LAN Shop. In other words, he�s the
computer person for CE, other than CADD (Nigel
Hutchinson handles CADD). He is also a workgroup
manager under the LAN Shop.
Colin handles office applications (like Office Pro 97)
and IWIMS, performing a sort of �help desk� function.
He isn�t currently pulling any data from IWIMS to use
on PCs. If that were done for CE, Colin may be the
person to handle that. He�d coordinate with the
administrator at Ramstein, where there is a Unix server.
RAFM has had IWIMS for only a few months.
Colin administers the CE PCs. He has two staff
members, and he�s just starting to learn NT. He also
creates user accounts on the NetWare Server.
Colin and his staff administer all day-to-day users of
IWIMS. IWIMS functions include maintenance, real
property, heavy equipment, and so on, just as WIMS
did. He has set up a menu to give users access to work
orders.
Technology and Data: Today
Colin�s office just got an NT server, and he is
responsible for administering about 250 PCs in CE.
Colin has an Excel spreadsheet of computer
inventory data, tied to room number.
He also has an Excel spreadsheet of phone
connections, and he reports that the rooms in the
building have unique numbers.
Colin�s staff member Lisa is �mapping� locations of
CE PCs, printers, data outlets, and so on, by room
using Visio.
Technology and Data: Future
For year 2000 compliance, Colin must identify PCs
that will need to be replaced. So having a
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geographically linked computer inventory would be
very beneficial to him.
He would like to tie the Visio data that Lisa is
creating into the GIS.
CE Customer Service (100 CES)
✈ Name. SSgt Brian Castillo
✈ Extension. 5635
✈ Date and Time. 16 June 1998, 0800-0930
✈ Interview Location. Building 444
✈ Interviewers. Joe Zumwald, Jim Vernon
Pertinent Responsibilities
Customer Service has the following responsibilities:
✈ Handle all work requests for daily maintenance
and assign them to shops. This organization
receives/evaluates the work request and uses
WIMS. Customer Service receives a high volume
of calls, including emergency service calls and
customer enquiries.
✈ Track status of work requests (both 332s and
1219s) and 103s (digging permits). 332s are more
common than 1219s (routine maintenance/
repair).
✈ Provide information to customers/requesters.
✈ Handle formal requests for bigger work and
contract work.
✈ Coordinate scheduled utility outages with
facility.
✈ Retrieve and monitor performance information
for the operations flight.
✈ Update facility managers� data and provide
facility manager training.
The Customer Service desk has daily hours. Calls
during off-hours are handled by the Fire
Department.
Technology and Data: Today
Customer Service uses tracking logs to record dates
sent, date status changed, and so on. They run user-
defined reports from WIMS. They also create special
IDs for contract managers so they can track who has a
particular project.
Tracking logs provide historical information about
each requirement, including the following:
✈ Tracking information (who has the requirement
and where it has been)
✈ Work status information
✈ Approval information (who has approved it and
for how much)
✈ Type of service information (upgrade/
downgrade information)
✈ Authorization information
The need for this type of information is mainly just
in Customer Service. However, outside customers do
need information on 332s.
The WIMS database tracks the following
information:
✈ The 332s (written requests) and service calls
(verbal requests)
✈ The 103s (a variety of people generate 103s)
For the AF Forms 332, the following topics were
discussed:
✈ The database doesn�t publish power outages.
There�s no way to do so.
✈ Work location is a text field, so it can be very
open. It could refer to a facility or the whole base.
✈ Customer Service frequently refers to the work
order and project number.
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✈ The work description lists the task to be
accomplished, which is the same as on the 103.
✈ Some 103s are filled in from FormFlow, but some
aren�t. The process would be streamlined and
duplicate entry would be prevented if all were
handled this way.
✈ All information mentioned so far is from WIMS,
and all lists/reports can be customized.
On the topic of current technology, all Customer
Service staff members have full-time access to a PC.
They also have Internet access and frequently use it
for official business. Most of them use Access, Excel,
PowerPoint, and Word. For all shops, they print lists
of open projects from WIMS.
In IWIMS, they are just using the report capability
now. Unlike in WIMS, they no longer have capability
to write data out to Excel or Word, but they can send
it to a printer. Reports in WIMS could be exported to
other applications, but IWIMS doesn�t have the same
capacity to allow users to export report data.
Work orders were also discussed: The remarks screen
can be up to 80 pages, and it can list who/what/when/
where�whatever it takes to make the request clear.
For customers, Customer Service does three main
things using work orders:
✈ Answer questions on the work status of a project.
✈ Assess all processes and customer requirements.
✈ Alert users to power outages.
Do It Now (DIN) was also discussed. DIN refers to
quick repairs that Customer Service directs or
manages. DIN trucks may also be assigned to routine
maintenance, but they generally work on emergency
and urgent repairs.
CE Environmental Flight (100 CES)
✈ Name. Simon Austin (Storage Tanks), John
Deyoe (Cleanup and ECAMP), Chris Gluck
(Hazardous Waste), Dave Nutt (Asbestos and
Natural/Cultural Resources)
✈ Extension. Dave Parks 5829, John Deyoe 5828,
Dave Nutt 5835
✈ Date and Time. 16 June 1998, 1000-1130
✈ Interview Location. Building 443
✈ Interviewers. Joe Zumwald, Jim Vernon, Nigel
Hutchinson (CE)
Pertinent Responsibilities
According to the Environmental Quality Plan (October
1997) for RAFM, the 100 CES/CEV is charged with
the task of meeting the requirements of HQ USAFE/
CEV�s Environmental Standards of Excellence (SOE)
program, as it was developed in 1994. The SOE
program is aggressively administered by HQ USAFE�s
Environmental Protection Committee (EPC) and is
based on the final governing standards in effect in
Europe, Air Force Policy, and good management
practices. The SOE program identifies the critical
elements of 26 environmental programs and
subprograms, provides a tool to baseline program
performance and measure improvement, and
establishes an achievable but challenging vision of
�environmental excellence.�
The SOE program is divided into four �pillars� that
define different aspects of this program:
✈ Compliance Pillar, which assures that present
USAFE operations comply with all local, DoD,
and USAFE environmental standards. Specific
programs addressed under this pillar include
these:
✯ ECAMP, the Environmental Compliance
Assessment and Management Program
✯ Hazardous waste management
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✯ PCB management
✯ Storage tank management
✯ Water system management
✯ Wastewater system management
✯ Asbestos management
✯ Lead-based paint management
✯ Air quality management
✯ Radon management
✯ OEAs (host nation Open Enforcement
Actions)
✯ Pesticide management
✯ Deicing program
✯ Hazardous materials management
✈ Cleanup Pillar, which focuses on assessing
and remediating pollution resulting from past
activities and restoring contaminated sites to
safe conditions. The objectives of this pillar
include these:
✯ Completion of all risk assessments by the
end of fiscal year 1997
✯ Completion of cleanup at high-risk sites (or
alternatively to have remediation systems in
place) by the end of fiscal year 2003
✈ Conservation Pillar, which focuses on
incorporating environmental considerations
into sound planning practices and has the
following specific programs:
✯ Environmental Impact Analysis Process
(EIAP)
✯ Noise
✯ Natural resources
✯ Cultural resources
✯ Opportunities and constraints
✈ Pollution Prevention Pillar, which concerns
issues within all areas of USAFE operations and
the acquisition process. The goal is preventing
future pollution by accomplishing the
following:
✯ Reducing the use of hazardous materials at
the source
✯ Reducing solid waste that goes to municipal
landfills (including recycling)
✯ Preventing environmental releases of
pollutants from hazardous materials/waste
activities which remain necessary
Nine people make up this single branch. All work must
meet UK Final Governing Standards (FGS). The CEV
staff includes one person from DEO who also serves as
the Environmental Agency (EA) liaison officer.
Recycling and hazardous waste management
programs are managed by CEV.
CEV reviews/approves all projects that come out of Base
Operations, including the Wing Commander�s plans.
Technology and Data: Today
The most important database CEV has is the ECAMP.
It�s the most important single item for compliance.
ECAMP is an annual program with all findings/
actions tracked monthly until closed out.
✈ Map C-1 series base maps from 1986-1987. These
are very detailed maps at 1:500 scale. That may
not have been the original mapping scale, but it
seems to have accurate placement.
✈ Map B series, both B-1 and B-2, dated September
1995. The EQP states that these were delivered in
a GIS format, but John Deyoe indicated that they
were now taking these to a contractor to develop
GIS, as they have purchased ESRI ArcView
software.
Another CEV database includes the EA consent to
discharge permits.
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DEO/MOD data is virtually all paper; there are very
few if any databases for environmentally related
information that CEV could use.
Technology and Data: Future
An environmental database is critically needed to
allow management of the environmental program.
CEV has several databases either completed or in
process, but the following are definitely required:
✈ Tanks (UST/AST) and UST tank manager
information
✈ Asbestos
✈ Natural and cultural resources sites
✈ Noise
✈ Soil and groundwater contamination (including
groundwater monitoring wells)
✈ PCB contamination (RAFM is PCB-free) data
relative to electrical transformers/other equipment
✈ Lead-based paint contamination
✈ Hazardous material (Hazmat) basewide,
including storage and hazardous waste
accumulation points
✈ Catch pits/soak-aways
✈ Wastewater permitted outfalls (consented)
✈ Air quality
✈ ECAMP
✈ Backflow prevention/devices (under potable
water)
✈ Sewage treatment-samples
✈ Monitoring systems; contractor-provided review
and results
✈ Used/recyclable oil tanks
✈ Facilities with halon (not maintenance
engineering), although halon is being phased out
✈ EPA-17 toxins
✈ Septic tanks and sanitary sewage
✈ Wastewater effluent
✈ Storm drainage
✈ Water quality
✈ Petroleum, oil, and lubricants (POL)
✈ Hazardous materials; all from Hazmat Pharmacy
Supply is now the POC for this information.
✈ Deicing runoff/containment
✈ Municipal solid waste
✈ OEAs-open enforcement actions
✈ EIAP (Environmental Impact Assessment
Program), whose users need information about
sites; such as for a new building; they need to be
able to assess concerns such as �what happens
when you dig in a certain place?�
The database for tanks will show the big turnover in
who manages the information. It�s normally out-of-
date. Ideally, they would prefer to key on a tank to get
information about it and determine who the tank
custodian is. When custodians change, CEV needs to
know in order to track who is responsible. They don�t
have adequate information about that at this point.
CEV is building a database of survey results. For
example, ANG units will be on base this summer (1998)
as part of their two-week training programs. The
engineering members will develop the certification
level of accuracy for oil/water interceptors or separators.
The database will be in MS Access. Most information is
now in MS Access or MS Excel.
CEV�s database development will relate only to the
US side. The DEO and UK will keep an entirely
different set of information about the base. John
Deyoe mentioned that in the CEV database, 3D
models of plumes for air quality and ground
percolation will be possible.
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CE Fire and Rescue (100 CES)
✈ Name. CMSgt Larry Jackson (Chief), TSgt Dave
Lawrence, MSgt Baker
✈ Extension. 2408
✈ Date and Time. 16 June 1998, 1300-1430
✈ Interview Location. Building 661
✈ Interviewers. Joe Zumwald, Jim Vernon, Scott
McFarlane, Nigel Hutchinson (CE)
Pertinent Responsibilities
Fire and Rescue is primarily responsible for two things:
✈ Providing emergency response
✈ Managing the information needed for
emergency response (such as the EIS)
Technology and Data: Today
Current data includes the following:
✈ Local maps show up to 12 miles out and 10 km
off end of each runway.
✈ Base maps have been created from aerial
photography and high-altitude photo shots.
These maps extend out 29 miles, but they were
scanned to create raster images and �enlarged�
to show smaller areas.
The Emergency Information System (EIS) is used
especially for chemical modeling. It�s from Vector
Research, Inc. Many DoD installations are using it. It
comes from a company in Huntington, UK. These
aspects of the system were discussed:
✈ The EIS is in the alarm room and on laptops in
trucks.
✈ EIS maps are based on a tiling structure.
✈ The EIS can include a digital alarm system, but
they don�t expect to use it because the Andover
alarm system is OS/2 at this time.
✈ The EIS has been successful for Fire and Rescue
and will probably be beneficial for other users,
like Readiness and Security.
✈ The EIS will probably go to Windows 98. It
currently has an ArcView 3.0 interface.
✈ The EIS includes sites, hazards, people, site
planning, infrastructure, and so on.
✈ EIS uses a raster database and can access a tabular
database.
It includes Area Locations of Hazardous Areas
(ALOHA).
Fire and Rescue also has the Fire Safety Deficiency
(FSD) Program. These aspects of the FSD were
discussed:
✈ They watch for these items on 332s; they must
see if FSDs are on 332s for projects.
✈ Fire and Rescue is building its own FSD database.
✈ WIMS doesn�t support tracking FSDs.
✈ Tech Services inspects facilities annually.
The following general problem areas were discussed:
✈ Lack of site information for munitions storage
✈ Duplicated and possibly outdated information
for the Hazmat Pharmacy
✈ Difficulty of determining which alarm is out of
service
✈ Need to track 332s because any facility work may
affect the alarms or deluge systems
✈ Need to identify what the Fire Department is
doing, where a plume is, where the firefighters
are, and so on; essential for making decisions
and determining where people should go and
how to block off an area
They�re looking at Automated Civil Engineer System
(ACES) FD. ACES will be Oracle 7 with an Access
front end.
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Technology and Data: Future
A big issue is that they�d like to use EIS/GIS for
command/trucks, so that certain people can get
information in their trucks.
Recall is also a big issue to FD/CE/CP. They want the
ability to automatically recall key people. Right now
this is a manual process. They hope to someday
invest in an automated system for this process that
could save human resources and time.
For the EIS, Fire and Rescue needs the following:
✈ Good (new) base mapping
✈ Good (updated) utility maps
✈ Digital (updated) floor plans (they have just
paper copies now)
✈ Information on projects
Another topic discussed is the Dialogic
Communicator, which is the first step in automating
the dialing process for recalls. This software has been
purchased, but it�s not yet in place. Dialogic is a
computerized system initiative for the �recall�
system. (Comm says it�s the top unfunded year-end
program for Comm on base.) The limiting factor at
this time is the number of phone lines, which is
especially true for offbase, where BT doesn�t have
that many lines available.
The following needs from a GIS interface were
discussed:
✈ Mapping capabilities
✈ 3D plumes
✈ Some light Hazmat
✈ Outside base information
They understand that using ACES FD locally would
require pulling the information from a centralized
database (a hallmark of ACES) and applying it to
their needs in a format other than ACES.
Communications Squadron (Comm)(100 CS)
✈ Name. Michael O�Rourke, Steve Perry
✈ Extension. 5649
✈ Date and Time. 9 June 1998, 1530-1700
✈ Interview Location. Michael O�Rourke�s
Office, Building 568
✈ Interviewers. Joe Zumwald, Jim Vernon, Nigel
Hutchinson (CE)
Pertinent Responsibilities
Here is an overview of the Communications
Squadron�s top responsibilities:
✈ Designing, administering, and maintaining the
fiberoptic communication network
✈ Designing, administering, and maintaining all
other communication cables
✈ Installing any type of communications services
on base
✈ Tracking all communications services on base
Technology and Data: Today
Communications technology is vast at RAFM. Based
on Comm�s foresight, they have aggressively worked
to build a strong network that currently connects
every building on base to the LAN. With a LAN hub
in every building, they may have the largest LAN in
USAFE. The base is ready to support an areawide ATM
structure. Fast Ethernet exists at facility level. Central
communications are on a CISCO network, including
V-LAN with OC3 and OC12s driving the background
on an ITN backbone. Communications estimates
that there is room for more than 6,500 PCs in the
base�s 197 buildings, all of which could include
printers. CATV is possible over at least part of the
fiberoptic network.
Most information that Comm deals with is accessed
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through their use of CRIMP from Cablesoft, Ltd.
CRIMP is a COTS product used by the
telecommunications industry (British Telecom and
others) that allows for detailed records of the
telephone system on base. CRIMP pulls in anything
that can be queried using standard SQL commands,
as well as graphics from DWG/DXF/others, with the
exception of MicroStation. CRIMP is operational on
an NT server in Building 568 and has been in use for
almost three years. Comm develops system drawings
for its own use and for the central repository at the
38th Comm Squad at Tinker AFB, Oklahoma.
The CRIMP database tells where communications
features are in relation to a building. The
information could be geographically related, if they
had a graphic to import into the system, such as a
floor plan from CE�s facility utilization study (FUS).
File formats currently prevent this attachment.
The Comm Squad maintains a server �farm,� with all
servers located at a central point (except for a few
small isolated servers such as CE�s). They are
considering installing a MicroStation server for the
storage and use of floor plan data, although almost
all RAFM Self-Help program information comes in as
AutoCAD graphic files.
At time of the interview, Comm knew of 12,223
telephones on base. CRIMP provides related
information, such as the quantity and location of all
circuits, but it does so without a geographic
reference. Comm expects to implement the newest
Windows version of CRIMP, which will help solve
some of these issues, following a physical survey of
the base or as drawing files are brought into the
CRIMP environment.
CRIMP is the GUI for all database and graphic
information in use. Comm would like to have good
floor plans to use with their telephone data. They
acquire raw data from British Telecom (BT) and, in a
large-scale database, they use MS Access to track circuits
and updated cable information from BT. At this time,
BT owns all cabling on base that isn�t fiberoptic.
Because of Comm�s efforts, RAFM and BT have a very
good working relationship. Their near-term goal is to
transfer all BT copper to fiberoptic lines.
CRIMP contains a great deal of information about
communications at RAFM. This information
includes the following:
✈ Cable locations
✈ Locations of communications features in a
building, which are not yet but could be
geographically related if they had good floor
plans in a format that could be read by CRIMP
✈ Number of service drops
✈ Number of lines available; with the advent of
technology, users constantly want to know how
many they have available and whether they
could have more
✈ Vast knowledge about the speed of the lines
One of the problems they have is that CRIMP as a
program is outdated. It�s coming up quickly as
additional human resources come on line, but it�s
not there yet.
Information they use that is supplied by others
includes the following:
✈ CE Facility Floor Plans. Comm needs good
floor plans of all buildings on RAFM to insert
their telephone-related data. This applies to
CRIMP. While the capability isn�t yet there, they
hope that CRIMP will soon be able to bring in
MicroStation design files (DGN).
There�s a good chance that much duplication exists
between CE and Comm in the drawings each
maintains.
✈ Circuits. Comm uses a large-scale Access
database of raw information to track circuits
(SCXC). It includes updated cable information
from BT. BT owns the cable plan with the
exception of the fiberoptic communications
lines. CRIMP is the GUI for all database
information.
CSIR. This is the process for pooling military
drawings that have floor plans, which are kept as
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a sort of central library at the 38th at Tinker.
In all, they use any applicable information from
others that they can get. If the data were up-to-date,
it would probably be used very heavily, but even
then, not as much as it would be if there were a
graphic component.
Technology and Data: Future
For the future, Michael O�Rourke and Steve Perry
want to accomplish the following:
✈ Telecom Upgrades. They would like to replace
all copper wire with fiberoptic, improving
service and placing all cables completely under
the base�s control. BCE supports the move to all
fiberoptic communications. CE is about to finish
the Senior Married Quarters for fire alarms as
part of the fiberoptic network with related
communications.
✈ Information. They�d like to link graphic and
nongraphic data in CRIMP, especially
information with a geographic perspective such
as the FUS digital floor plans. If this information
were available, it would be heavily used. A big
step for them would be the ability to overlay the
network diagram to accurately fit the base map.
Mike O�Rourke retires in 1999 and Steve Perry will
probably take his slot.
To sum up their needs, floor plans are the key to
future management of information in the Comm
Squadron.
LAN Shop (100 CS)
✈ Name. MSgt Kevin Fifield, Capt Chad LeMaire,
Capt Andrew D. Williams
✈ Extension. 7002, 4256
✈ Dates and Times. 9 June 1998, 1315-1430 and
18 November 1998, 1300-1515
✈ Interview Location. Building 582
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton, Joe Zumwald, Nigel Hutchinson (CE)
Pertinent Responsibilities
MSgt Fifield is the chief of network administration
for the LAN Shop, which is part of the Air Force
Network Control Center (CC).
Network Management, comprising both Network
Configuration Management and the Information
Protection Office (IPO), is responsible for operating,
maintaining, and installing existing and new devices
on and in the RAF Mildenhall ATM backbone. New
devices include, but are not limited to, routers, ATM
equipment, building hubs, and new systems coming
online (not to be confused with desktop PCs).
Network Management also stipulates system
configuration guidelines and security requirements.
All new systems must meet the security constraints
outlined, and if special cases are presented, they will
be considered on a case-by-case basis. Unique systems
are located outside the LAN Shop throughout the
base, which are primarily NT boxes. Also included in
the LAN Shop are network managers who handle
intranet and Internet connectivity within RAFM.
The LAN Shop has a multi-tiered support system,
with a centralized help desk for first-line user
support. Some network responsibility is distributed
throughout the RAFM operating units.
Technology and Data: Today
The LAN Shop runs an ATM infrastructure with fiber
backbone. It�s a one-stop shop for networking. They
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run Novell 4.1 and NT 4.0 and may go to a single NT
network operating system (NOS) in 1999. They�re
waiting on NT release 5 for that.
RAFM has about 3,800 connected PCs. All new
systems that come online must meet the security
requirements outlined.
The LAN Shop is enthusiastic about the opportunity
to participate in the GIS project from concept to plan
to implementation. In particular, they are interested
in seeing hardware/software/networking
specifications and in being informed well ahead of
time about any LAN Shop involvement.
Security Forces (100 SFS)
✈ Name. TSgt Brad Jansen, SSgt Jamien Parks
✈ Extension. 3191, 3179
✈ Date and Time. 12 June 1998, 0800-0900
✈ Interview Location. Training Room, Building
632
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton, Nigel Hutchinson (CE)
Pertinent Responsibilities
Security Forces Squadron (SF) deals with the entire
base population. They interact with other agencies
for flightline security, resource protection, and police
services.
TSgt Windham is also responsible for counter-
terrorism. As the installation focal point for anti-
terrorism, it is imperative that Security Forces possess
or have immediate access to building floor plans and
utility (electricity, gas lines, water pipes, and
telephone lines) information. This would be
beneficial for the Security Forces Operations Center
for implementation during terrorist activity, hostage
situations, or barricaded suspects.
In response to possible chemical or biological
incidents, aircraft accidents, and so on, immediate
coordination with Disaster Preparedness (CEX),
Wing Command Post, Fire Response, HAZMAT, and
other Disaster Response Forces is paramount. Aircraft
data, weather (wind speed and direction) data, and
emergency response cordon sizes are key initial
elements.
Flight Schedules are required from Wing
Maintenance Operations Center (MOC), AMSS
MOC, and SOG MOC as notification of aircraft
arrivals/departures. This ensures that aircraft are
authorized for movement, without having to verify
with Base Operations and/or the Control Tower
personnel, thus taking up valuable time.
The Security Operations Center (SOC) monitors the
Joint Services Interior Intrusion Detection System
(JSIIDS) alarms and ongoing incidents, such as
assaults, domestic disturbances, unsecured buildings,
contractors, traffic accidents, and traffic stops. The
SOC controller notifies and dispatches appropriate
numbers of patrols to neutralize unannounced alarm
activations, domestic disturbances, and assaults.
They also receive and transmit information for
names of building custodians, warrants checks
during traffic stops, contractors that are authorized
onto the base, and personnel data for verification of
restricted area entry authorization.
For every person in SF, there are about 35 different
categories of information to track, like weapons
authorization, appointments, and so on. SF also
tracks medical and dental appointments as well as
quality/customer service meetings for SF staff. SSgt
Parks must do that over the phone, since most of
those people don�t have computer access. But the SF
work schedules change frequently, he must then
often change appointments, which takes a great deal
of coordination.
Technology and Data: Today
Currently, Security Forces receives the above-
mentioned information through e-mail, Base Intra-
Transfer System (BITS), computer-generated rosters,
On-Call �Memorandum For� letters, Entry Authority
Lists, portable radios, and telephone (direct and dial
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type) lines with the appropriate base agencies.
Information provided is not always accurate
(building custodian rosters) or timely (on-call
letters). This is a constant task, ensuring agencies
update the information and provide it to the SFS.
Once received, this information is posted in one of
several binders and folders.
A database already exists so that inquiries can be
made for vehicle registrations. Controllers refer to
checklists for different incidents and actions to take.
Once this is done, they will ascertain what size
cordon is needed and they will manually plot the
cordons. They also identify traffic control points and
buildings to be evacuated. Various other tasks are
followed per the checklist.
SF has Security Police Automated System (SPAS), but
it has a lot of flaws. It gives them access to training
information, weapons qualifications, and so on. It�s
also used elsewhere on base for reporting. They�re
required by regulation to use SPAS, but they end up
supplementing it with their own systems.
SPAS mainly records information on a staff member
basis. For coordinating training information, they
use paper or e-mail. They don�t have a coordinated
database system. It�s a very complex process.
SPAS is FoxPro-based. SF also uses Access. SPAS is Air
Force-wide, but its reporting capabilities are very
limited. Every year, they get a new SPAS version.
They have version 7 now, and 8 is already in the
works. SSgt Parks has everything in Access that he
now tracks in SPAS, and more.
They also use PC3, an old Air Force system that�s
somewhat more functional than SPAS. That�s the Air
Force personnel system, organized by job
description. It records who is authorized to do what,
based on job classifications.
They don�t have problems with rosters. SSgt Parks�
Access system helps with them.
But they don�t yet have anything interactive that
warns about appointment/shift conflicts. No one
else in SF can use the Access system, as most of them
have no access to computers. Only sergeants and
supervisors have access to computers. They also don�t
have e-mail working perfectly.
Technology and Data: Future
SF is responsible for the defense plan for the whole
base, so they need maps for that. They use them for
training and real-world situations. They need to
know what buildings are alarmed, where the alarms
are, where the power shutoffs are, and so on. They
must now request hardcopies from CE for that,
which takes far too much time. They�re always way
behind with that kind of data. They�d like to be able
to access all that data on computer, with plotting
capabilities.
A computerized program that is dedicated/tailored to
emergency response agencies is a definite asset. This
program could be configured similar to the �Battle
Lab� computer systems, which allow the operator to
make inputs to the scenarios and then the computer
does most of the work, such as these examples:
✈ Calculating cordon size
✈ Estimating the amount of personnel needed for
traffic control points
✈ Identifying which buildings need to be
evacuated
✈ Determining who the building custodians are
(primary and alternate) as well as their duty and
home telephone numbers
✈ Identifying types of aircraft with specific
vulnerabilities/danger areas
✈ Monitoring weather conditions
For situations/incidents concerning buildings, the
SFS will need to have the blueprints to the building
and the exact location of the utilities for easier shut
off. This will help the on-scene commander to
determine the course of action. The floor plans will
be needed in case an assault is directed.
In addition, the information transmission lines will
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need to be constructed or protected to meet emission
security standards for information being transmitted
or used.
With all these capabilities, they could do much more
realistic training scenarios. Training is their biggest
issue. For example, they could download a certain
dataset onto a CD that includes certain scenarios. For
training, they could use both the graphics and text
that describes the insides of buildings. With a GIS-
based system, they would be able to test scenarios
before they use them in training situations.
This information would also be used by CE, Supply
(who has to determine whether a certain piece of
equipment will fit in a certain room), and Services
for base housing (like to identify the right-size
housing for a certain family).
For TDY staff at RAFM, there could even be a kiosk
with base maps to help them find their way around.
Some of that information could also be useful for the
external web page.
TSgt Jansen and SSgt Parks are both very enthusiastic
about the GIS.
Lodging Maintenance (LM) (100 SVS)
✈ Name. Jack Martin
✈ Extension. 2893
✈ Date and Time. 16 June 1998, 0900-0930
✈ Interview Location. Jack Martin�s Office,
Building 644
✈ Interviewers. Scott McFarlane, Rebecca
Edgerton
Pertinent Responsibilities
Jack Martin is in charge of maintenance for 10 lodging
facilities that include 400 rooms. His operation handles
minor maintenance. Linda in Jack Martin�s office
receives maintenance calls. AF Form 332s are submitted
to CE for work that requries a contractor; all other jobs
are submitted on a form 1219.
LM submits paperwork to CE for the jobs they cannot
handle, but the only way LM has to track the status
of these calls is to walk over and get a printout each
week from Customer Service.
LM handles about 14 CE services calls a week. They
are in phone contact with CE every day. CE enters
each call into WIMS, which generates a project
number. CE then calls LM back with the number.
LM is responsible for getting all types of maintenance
done, such as recurring maintenance like interior
painting, but they don�t have a fixed schedule.
Everything is logged into the computer daily. They
also keep an inventory of TV and VCR serial numbers
and service. And they track costs of TV and VCR
repair, to ensure that they don�t spend more than 75
percent of a unit�s cost on maintenance.
LM is also responsible for coordinating major repair
projects like reroofing. They track that kind of
information by project number, not by building
number. Some of those large projects span years (Jack
Martin mentioned one that began in 1992 and is still
active).
Technology and Data: Today
LM has PCs. They back up their internal records of
calls onto floppies each month. They use Microsoft
Office (in particular, Microsoft Word) for logging call
data. The information is set up as a Word table.
Jack Martin doesn�t use many maps and graphics;
what he needs, he gets from CE. He gets copies of
floor plans and general base maps from CE, including
a specialized map that lists data pertinent to LM. He
reports that getting this information from CE works
well for him. He finds them to be very helpful,
although it does take a couple of days. He�d like to be
able to pull up floor plans on his PC and print them
as needed.
LM has e-mail but no access to WIMS. Jack Martin
handles much of his question-asking in person.
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Technology and Data: Future
Jack Martin wants to be able to access work orders by
project number to check status, determine who�s
doing the work, and so on. He currently doesn�t
always keep his work order records up-to-date
because it�s so slow.
He needs a way to check on something like how long
ago a certain building�s roof was replaced or how
long ago a certain building was redecorated inside.
He has to check with CE for that. Having that data
would be very beneficial to him.
For planning, Jack Martin is responsible for creating a
three- to five-year plan for future projects. He does
those plans by building. CE requires him to submit
this plan. To create the plan, Jack Martin relies on his
memory and knowledge, since he has so little
computer data.
C2IPS Operations (627 AMSS)
✈ Name. Tony Ramirez
✈ Extension. 2596
✈ Date and Time. 22 June 1998
✈ Interview Location. Building 599
✈ Interviewers. Nigel Hutchinson (CE)
Pertinent Responsibilities
Command and Control Information Processing
System (C2IPS) is part of the 627th Air Mobility
Support Squadron (AMSS). Tony Ramirez is the C2IPS
database system administrator. His responsibility is
to create users, set security, and perform system
backups and other general system administration
tasks such as hardware and software maintenance
and help desk operations.
Technology and Data: Today
C2IPS is a tracking mechanism for aircraft movement
for HQ AMC at Scott AFB, Illinois. At HQ AMC, the
Global Decision Support System (GDSS) is the
management-level database, while C2IPS is one level
down. The purpose of C2IPS is to track both assigned
and transient aircraft at a base.
C2IPS is an Oracle database running on the DEC
3000 platform as a server with connected
workstations running an Oracle Client interface.
Currently there are 33 workstations tied into the
server, with 25 used daily. There are about 200 users,
or shifts, using the database 24 hours a day, seven
days a week, at some level of intensity. The most
aggressive use occurs during normal flying hours. All
users have C2IPS on a desktop configuration with no
direct access to the file server itself. The
communications processor for these workstations
also serves as a firewall.
GDSS and C2IPS both have two-way updating
communications capabilities, and they can also
communicate with other remote C2IPS installations.
For example, RAFM�s C2IPS can �talk� to Ramstein
AB�s C2IPS, but they are not configured for true data
sharing capabilities.
Data within the C2IPS for tracking aircraft include
the following:
✈ Aircraft tail number
✈ Mission number
✈ Aircrew
✈ Fuel load
✈ Weight of cargo
✈ Passengers on- and off-board at the airfield
All information tracked in the two databases is digital,
with rigid data validation on both. Users are able to
update either system, but permission must first be
granted from HQ AMC. Data can be managed by user,
such as AMC manages database information for its
assigned parking hardstands.
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C2IPS also has a graphic aircraft parking plan for the
base, but it is strictly that. There is a link to the tabular
information in the database, but querying is limited.
Actual reporting capability is minimal at this time.
This may be a factor in how much C2IPS is used. For
instance, Base OPS was given a workstation, but
found it was not used. No training in the use of the
database was given to the staff. The workstation went
unused, so it was removed and is no longer available.
GDSS can be accessed over the Internet, and all users
have Internet access only from desktop PCs. All
workstations accessing C2IPS are dedicated to the
database server and have a DEC version of Notepad
with simple e-mail capabilities. All PCs have access to
a monochrome printer.
The MOC, Wing, and SOG all use the information in
the C2IPS and have workstations in their own offices.
Some of the information that is not available now,
that would be heavily used if it were, includes the
following:
✈ Airfield Operations Mapping (Map E-series)
✈ Fuels (Map G-7) and related operations data on
fuels
✈ Hardstand weight capacities for planning fuel
loads
Technology and Data: Future
Because of the minimal reporting capabilities in the
C2IPS database, the next version of the database is
slated for increased reporting functionality. The
database is not designed for sharing information
outside the system, so a front end is in development
to tie the C2IPS database into a web server. Again, no
graphic queries are planned, only the ability to
submit forms to retrieve text reports.
The use of the C2IPS database, in its current
configuration, is considered too slow as users�
information needs outgrew hardware capabilities.
With that realization, the next versions of the
database are coming on a true client/server
configuration running locally on users� PCs.
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Section 10: GIS Prototype
Figure 22�RAF Mildenhall GIS Prototype
The goal of the GIS prototype is to present a
self-running demonstration that can show the
usefulness of open data access and basewide sharing,
while also showing the steps of a stylized
�emergency� situation.
This �show-and-tell� type of prototype uses the
following scenario to graphically display the use of
the tools and data mentioned throughout this plan.
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On a cloudy, cool June afternoon, a call is received at
the Post Office claiming that a bomb has been mailed
to RAFM. Security Forces are immediately notified,
and the first response is to establish a cordon around
the Post Office. Using the framework data and GIS
tools mentioned in this report, the following events
occur at a rapid pace:
Security Forces quickly assesses the framework data
via the GeoMedia Web Map tool to display the base
map information.
1
Figure 23�Base Map Screen (above), and zoomed in to locate Post Office (below).
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Figure 24�Web Map showing building names and locations within buffer.
Once displayed, the query capability of Web Map
allows the user to establish a 200-foot buffer around
the Post Office. From this buffer, Web Map next
generates a list of facilities that fall within or
intersect the cordon.
After the facilities are identified, the next action item
is to immediately locate the names, office
designations, and telephone numbers of each of the
facility managers.
2
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In the framework data, the MGE environment
contains a subset of information from the IWIMS
(ACES) database with this information. Web Map
allows the user to identify each affected facility on
the screen and view the information needed to
notify the facility manager.
Figure 25�Database information is accessed via Web Map.
3
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Once this list is complete, a member of the Security
Forces team calls each of the facility managers to
initiate the evacuation process. (In the future, the
potential exists for automating this calling process.)
All facility managers are notified except for Building
443, the CE Building. Since no one answers the call, a
team mobilizes to move on foot to notify the people
in that building to evacuate.
To make sure the evacuation is complete, the
Security Forces team first needs a copy of the floor
plans for Building 443. Once again, the user applies
another function in Web Map to enhance this
process.
4
Figure 26�A floor plan for Building 443 is accessed.
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By accessing the framework data, in this case the
floor plan drawing�a MicroStation design file�the
user can apply the redline function in Web Map to
note changes to the floor plan drawing for Building
443. The changes can be printed out on 8.5" x 11" or
11" x 17" page to be used as the team enters the
building to notify and evacuate civil engineering
staff. Once complete, the user saves the changes in a
Web Map format .cgm file to later send to CEOM.
Once in the building, the team splits in two to cover
the interior spaces more effectively and move staff
out as quickly as possible. The western portion of the
building goes quickly, but in the eastern portion
there is a problem: the floor plan shows a hallway
where a wall has been removed. In fact, since the last
major renovation in 1998-99, there is an entire office
suite that has been reconfigured. The changes are
noted on the print, and the rest of the building is
evacuated.
Figure 27�A removed wall is noted with the redline function.
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Later that afternoon, as the bomb scare proves to be a
hoax, the Security Forces user reopens the saved floor
plan design file in Web Map redlines a note to
indicate what they found in the building. The .cgm
file is then e-mailed to CEOM to update the floor
plan drawing. In CEOM, the CADD Drafter who is
responsible for reviewing and responding to the
redlines can look at the .cgm and make the necessary
changes or, if needed, save the .cgm file in
MicroStation to use as a reference for maintaining
the floor plan drawings.
As a result of this process, should this situation ever
happen again, the GIS will provide access to
up-to-date CEOM files at the user�s reach.
6
Figure 28�The Redline Maintenance Manager keeps a record of redlined filesto be checked by CEOM.
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Section 11: Abbreviations and Acronyms
A
This section contains the full names of many abbreviations and
acronyms used throughout this plan.
✈ AAFES: Army-Air Force Exchange Service
✈ AB: Air Base
✈ ACES: Automation Civil Engineer System
✈ ACES-HM: Automation Civil Engineer System�Housing Module
✈ AFB: Air Force Base
✈ AFCEE: Air Force Center for Environmental Excellence
✈ AFCESA: Air Force Civil Engineer Support Activity
✈ AFRES: Air Force Reserve
✈ ALOHA: Area Locations of Hazardous Areas
✈ AM: Airfield Management
✈ AMC: Air Mobility Command
✈ AMC-C2IPS: Air Mobility Command�Command and Control
Information Processing System
✈ AMSS: Air Mobility Support Squadron
✈ ANG: Air National Guard
✈ APA: American Planning Association
✈ ARW: Air Refueling Wing
✈ AST: aboveground storage tank
✈ ATG: Automatic Tank Gauging
✈ ATM: Asynchronous Transfer Method
✈ BCE: Base Civil Engineer
✈ BCP: Base Comprehensive Plan
✈ B&CE: Building & Construction Engineer
✈ BITS: Base Intra-Transfer System
✈ BMS: Building Management System
B
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✈ BOM: bill of materials
✈ bps: bits per second
✈ BT: British Telecom
✈ C2IPS: see AMC-C2IPS
✈ CADD: computer-aided design and drafting
✈ CAMEO: trade name for plume modeling software
✈ CAMS: Consolidated Aircraft Maintenance System
✈ CATV: cable television
✈ CC: Control Center
✈ CD-ROM: compact disc read-only memory
✈ CD: compact disc
✈ CE: Civil Engineering
✈ CEOM: Civil Engineering Operations Maintenance
✈ CES: Civil Engineering Squadron
✈ CEV: Civil Engineering Environmental
✈ CISCO: manufacturer�s trade name for network hub products
✈ CMASS: DEO supply stores management software
✈ COTS: commercial off-the-shelf
✈ CP: Command Post
✈ CPU: central processing unit
✈ CRIMP: tradename for Cablesoft brand network management
tools
✈ CRP: Contingency Response Plan
✈ CS: Communications Squadron
✈ CWPC: Contingency Wartime Planning Course
C
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✈ DBA: database administrator
✈ DCG: Disaster Control Group
✈ DEO: Defense Estate Organization
✈ DGN: design (file)
✈ DIN: Do It Now
✈ DoD: Department of Defense
✈ DPS: Disaster Preparedness System
✈ DWG: drawing (file)
✈ DXF: digital exchange format (file)
✈ EA: environmental assessment
✈ ECAMP: Environmental Compliance Assessment and
Management Program
✈ EIAP: Environmental Impact Assessment Process
✈ EIDE: enhanced integrated drive electronics
✈ EIS: Emergency Information System
✈ EPC: Environmental Protection Committee
✈ ESRI: Environmental Systems Research Institute
✈ FAS: Fuels Automated System
✈ FD: Fire Department
✈ FGS: Final Governing Standards
✈ FID: Facility Inspection Database
✈ FIM: facility investment metric
✈ FSD: Fire Safety Deficiency
✈ FTP: File Transfer Protocol
✈ FUS: Facility Utilization Survey
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✈ GB: gigabyte
✈ GDS: brand name for GIS software package
✈ GDSS: Global Decision Support System
✈ GIS: geographic information system
✈ GPS: global positioning system
✈ GSU: geographically separated units
✈ GUI: graphical user interface
✈ Hazmat: hazardous materials
✈ HQ AMC: Headquarters�Air Mobility Command
✈ HVAC: heating, ventilation, air conditioning
✈ IBDS: inhabited building distances
✈ IRAS/C: Intergraph Corporation raster data software
✈ I-PLOT: Intergraph enhanced plotting software for MicroStation
output
✈ IS: information system
✈ IWIMS: Interim Work Information Management System
✈ JSIIDS: Joint Services Interior Intrusion Detection System
✈ KB: kilobyte
✈ KVA: kilovolt
✈ LAN: local area network
✈ LGS: Logistics Supply
✈ LM: Lodging Maintenance
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✈ MB: megabyte
✈ ME: Maintenance Engineering
✈ MGE: Modular GIS Environment
✈ MHz: megaHertz
✈ MOC: Maintenance Operations Center
✈ MOD: Ministry of Defense (Great Britain)
✈ MS: Microsoft
✈ NATO: North Atlantic Treaty Organization
✈ NOAA: National Oceanic and Atmospheric Administration
✈ NOS: network operating system
✈ OEA: Open Enforcement Action
✈ OG: Operations Group
✈ OPS: Operations
✈ OS: operating system
✈ OS: Ordnance Survey
✈ PC: personal computer
✈ PCB: polychlorinated biphenyl
✈ PCMS: Project Control Management System
✈ POC: point of contact
✈ POL: petroleum, oil, and lubricants
✈ PPR: Flight Operations Parking Plan
✈ Q/D: quantity/distance (in reference to Explosive Safety Clear
Zones)
M
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11-6 TABLE OF CONTENTS
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✈ Radhaz: radio hazard
✈ RAF: Royal Air Force
✈ RAFM: Royal Air Force Mildenhall
✈ RAM: random access memory
✈ RDBMS: relational database management system
✈ RTK: real-time kinematic
✈ SCSI: small computer system interface
✈ SCXC: Command Squadron LAN Shop
✈ SCSX: Command Squadron LAN Shop
✈ SF: Security Forces
✈ SOE: standards of excellence
✈ SOG: Special Operations Group
✈ SPAS: Security Police Automated System
✈ SPTG: 100 ARW Support Group
✈ SRC: Survival Recovery Center
✈ STEP: Survey Tool for Execution Planning
✈ SVGA: Super Video Graphics Adapter
✈ TA: Trans Alert
✈ TDY: Temporary Duty (Assignment)
✈ TERPS: Terminal Instrument Procedures
✈ TSSDS: Tri-Service Spatial Data Standards
✈ TV: television
✈ UK: United Kingdom
✈ USAF: U.S. Air Force
✈ USAFE: U.S. Air Force Europe
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✈ UST: underground storage tank
✈ UXO: unexploded ordinance
✈ VCR: videocasette recorder
✈ VISION: Versatile Information Systems Integrated in Operational
Networks
✈ WIMS: Work Information Management System
✈ WPAFB: Wright-Patterson Air Force Base
✈ XP: Wing Plans
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Section 12: GIS Cost-Benefit Analysis Paradigm
In this section, one example of a cost-benefit analysis
is given in an information scenario, followed by an
unpublished paper written by Stephen R. Gillespie of
the U.S. Geological Survey (USGS). This paper
describes a broader scenario for GIS-related
cost-benefit analysis.
A Cost-Benefit Scenario
Where does the time go? For a significant number of
offices at RAF Mildenhall, it goes to finding and
verifying information. In dozens of interviews with
personnel in 20 offices that have a keen interest in
this strategic plan, it became clear that a significant
amount of time is spent gathering information about
the base. Whether the task at hand is planning new
facilities, storing equipment, or allocating space, the
individual charged with the task must locate,
retrieve, investigate, confirm and often reformat
information before he or she can begin the job.
In this example, we can estimate that in each of 10
different organizations at RAF Mildenhall, one
person is responsible for performing the steps
necessary to obtain useable information about the
base. For this example, let�s use a Technical Sergeant,
E-6-level as a minimum, (for the sake of the example,
let�s call him Tsgt. A. F. Blue) who spends an
estimated 30 percent of his allocated hours on the
job simply trying to assemble up-to-date, quality
information.
TSgt. Blue has a total of six years of service to the US
Air Force, and he is now at his fourth assigned base,
RAF Mildenhall. His first three months onbase were
spent learning about who has information he needs,
who is maintaining this information, obtaining the
information and then reformatting it to fit his
specific needs. After his three-month introduction to
the base, he is comfortable with how to find
information he needs, but realizes, since this data is
always changing, that he will have to continually
review information to confirm its content.
At an annual salary, not including his allowance for
housing and subsistence, of approximately $21,360,
about $5,350 has been spent simply for TSgt. Blue to
become familiar with information about the base. He
then spends another 30 percent of his remaining
working hours for the year in an information search,
which costs an additional $4,800. Total spending for
the year to bring TSgt. Blue up to an acceptable level
of information use is $10,150.
Again, for this example, due to constant fluctuations
in manpower we can assume that at least half of the
10 organizations face a similar situation in any given
year. That means a cost of $10,150 multiplied five
times, for a total expenditure of $50,750 per year.
The other five organizations, we assume, have a
knowledgeable TSgt. rather than a newcomer in this
position � but we learned that even after this
individual is familiar with information sources, he or
she continues to spend $6,400 worth of time per year
on information verification and formatting. All told,
RAF Mildenhall organizations shell out at least
$82,750 per year on information research alone. And
this cost is simply for information research; there is
still no real information sharing going on between
organizations to alert one to what another has verified,
modified, or updated and as the data is always changing
the value of the information decreases exponentially after
it has been gathered.
In comparison, the $82,000 now being spent could
be realigned to support effective base information
sharing. And this could be a one-time expense. An
effective way of centralizing information and easily
propagating it to the public is through the use of an
intranet. An intranet graphic user interface (GUI)
gives all users the capability to view, retrieve, and
add information to a centralized collection of data.
The estimated cost to purchase GeoMedia Web Map,
which facilitates the dissemination of mapping
information, is a single purchase of approximately
$20,000. Because servers and an efficient network
infrastructure are already in place, and considering
the excellent support that the 100 CS
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Communications Squadron is providing to the
information sharing cause, an addition to each user�s
current computing capability to run the GeoMedia
Web Map GIS application is almost free for each
machine, because it�s based on a viewing tool only.
Application development and yearly maintenance is
required to field a product similar to the GIS
Prototype, this again is a one-time cost that should
not exceed $25-45,000. Other cost-benefit
considerations include:
✈ A centralized, automated information storage
process allows users to access and apply data for
which the 100 CEOM CADD Drafters are
responsible
✈ A centralized, automated information storage
process allows users to notify the 100 CEOM of
updates or changes that are only found during
field work
✈ A centralized, automated information storage
process allows users to access, use and possibly
store only the information they need, rather
than maintaining current practices which
require multiple copies for every individual use.
✈ A centralized, automated information storage
process means that every user accesses the most
up-to-date, consistent information regardless of
the user�s individual needs. If all information is
served to users from one source, everyone has
access to the same reference.
✈ A centralized, automated information storage
process opens the door to additional uses for
information that are currently impossible or
unseen. This is perhaps the most difficult dollar
value to quantify and yet perhaps the biggest
benefit of all�finding new ways to use existing
data to meet challenges that now seem
insurmountable.
This scenario is a very simple example of cost-benefit
analysis, considering only one aspect of information
use�the initial research and approval to apply what
is available�and estimating the actual cost of
current practice. Considering that map updates are
ongoing with or without a new system, and that
many of the applications needed to effectively share
and use information are one-time costs, the
following paper presents a relevant a model that has
been proposed to consider GIS implementation cost-
benefit comparisons in almost any scenario.
A Model Approach to Estimating GISBenefits, by Stephen R. Gillespie
Abstract
The U.S. Geological Survey (USGS) has developed a model
to predict the benefits of using geographic information
system (GIS) technology. The USGS research focuses on
the complexity of an application as the key factor
influencing the level of benefits. Three different aspects of
complexity are input to a pair of multiple regression
equations. The equations explain from ½ to ¾ of the
measured variation in GIS benefits, and present a
powerful tool for improving the quality of GIS cost/benefit
studies.
Paper
All current users and potential future users of GIS
technology must deal with the issue of the costs and
benefits of their activities. The only justification for
any organization�s expenditures on digital data is
that the data�s benefits exceed their cost.
Nonetheless, accurate data on benefits generated by
GIS technology are rare.
The 1994 Urban and Regional Information Systems
Association (URISA) conference dramatically
illustrates that the GIS user community recognizes
both the importance and the current paucity of
benefits information. The theme of the conference
was �Integrating Information and Technology: IT
Makes $ense� (Tsui 1994). By this, the conference
coordinators meant that the technology must be
cost-effective. Despite this stated objective, GIS
management consultant Rebecca Somers, reviewing
the conference, wrote, �A notable absence was that of
any real discussion about the actual costs and
benefits of GIS ... conference attendees would expect
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a range of presentations presenting real figures and
results, and perhaps even some guidelines -
something that we desperately need, but the dearth
of information in this area persists� (Somers 1994).
The lack of reliable benefit estimates can have a real
cost. Failure to quantify potential benefits can lead to
undervaluing GIS technology in cost/benefits studies
designed to justify its implementation or expansion.
Too conservative an estimate of net benefits can
cause the delay or cancellation of investment in a
technology that might be seen to be highly cost-
effective if benefits were measured more thoroughly.
The problem is not fundamentally a theoretic one.
The field of the economics of information contains
an extensive literature on the theoretical valuation
of non-priced and non-priceable goods. USGS
research published in the Fall 1994 URISA Journal
(Gillespie 1994) demonstrates that there are practical
techniques for measuring benefits that might
initially appear to be nonquantifiable. The real
difficulty in applying such techniques to improve
benefit measurement is that they can be time-
consuming and expensive. Converting from
qualitative to quantitative benefit measurement can
easily double or triple the cost of a cost/benefit study.
It would be very useful to have a relatively quick and
inexpensive method for making ballpark estimates of
the likely benefits an organization would gain from
the use of GIS technology.
One way to avoid the expensive process of directly
measuring the benefits of using GIS is to identify
factors that contribute to a successful GIS
application. Numerous published studies address the
question of how to successfully implement GIS in an
organization. They concentrate on organizational
factors such as �selling� the technology to high-level
management, involvement of users, design of
effective pilot projects, and consensual creation of a
vision for the organization�s GIS (Anderson 1992).
Less common is the identification of factors that
influence the success of particular GIS applications.
Aronoff (1989) discusses how the usefulness of
existing spatial data (factors such as correctness,
comparability, and consistency) affects the success of
GIS. The more useful the existing data, the greater
the likelihood that GIS can be successfully used. The
causative link is cost avoidance; that is, when the
existing data are good, the user does not have to
spend as much to provide good data input for the
GIS. Ripple (1987) identifies the rate of change of
existing data and the likelihood of legal challenges
to decisions as important factors. The faster the rate
of change, the greater the value of GIS; the value
stemming from the relative ease of updating
computer files. The greater the likelihood of legal
challenge, the greater the value of GIS; the value
coming from the appearance of professionalism and
rigor of GIS outputs. The Bureau of Indian Affairs
(1988) identifies the existence of repetitive work as a
key to a successful GIS application.
USGS research extends this early work by creating
and applying a comprehensive framework for
analysis of the factors that influence the value of GIS
technology for particular applications. The resulting
model greatly simplifies the task of quantifying
benefits.
General Framework for GIS Benefits
The benefits available from the use of GIS
technology can be classified into two broad
categories; efficiency benefits and effectiveness
benefits. Efficiency benefits result when a GIS is used
to do a task previously done without a GIS; the same
quality of output is produced, but at lower cost. For
example, cut and fill calculations can be made by
applying planimetric techniques to contour lines on
a graphic map, or by manipulating digital elevation
data in a GIS. Both methods yield the same results,
but a GIS is much faster and easier.
Effectiveness benefits result when a GIS is used to
improve the quality of a current output, or to
produce an output not previously available; the GIS
is used to do something that could not or would not
be done without it. For example, a GIS can quickly
and easily produce maps showing how the proposed
route for a new road would impact a series of
environmentally sensitive resources. Such maps
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could be manually drafted, but the process would be
so expensive that they probably would not be
prepared. A GIS can also overlay a large number of
separate environmental themes and calculate an
overall impact. When there are more than just a few
overlays, this is a task that is simply not feasible using
non-GIS techniques.
The level of benefits realized when using GIS to run
an application is determined by comparing the cost
of using the GIS method to the cost of using the
non-GIS method, and by comparing the value of the
outputs produced by the two methods.
Benefits of GIS = (Value of outputGIS - Value of
outputNON-GIS) + (CostNON-GIS - CostGIS)
Pure efficiency benefits and pure effectiveness
benefits can be seen as special cases of this general
formula. When the GIS outputs are equivalent to the
non-GIS outputs, the first term vanishes, leaving
Benefits = CostNON-GIS - CostGIS, or pure efficiency
benefits. When the costs of the two methods are the
same, the second term vanishes, leaving Benefits =
(Value of outputGIS - Value of outputNON-GIS), or pure
effectiveness benefits.
The general formula shows why benefit
measurement of a proposed use of GIS is expensive.
Of the four terms in the formula, CostNON-GIS is the
only one for which a government agency is likely to
have reasonably accurate information. Estimation of
CostGIS could require an extensive pilot test.
Estimation of the value of outputs requires
identification of users and uses of the outputs,
impacts of changes in outputs on the users and uses,
and dollar valuations of the impacts; none of which
is likely to be easy. Faced with such a daunting task, it
is not surprising that quantitative measurement of
GIS benefits is so rare.
Factors Influencing Level of GIS Benefits
The USGS research focuses on the complexity of an
application as the key factor influencing the level of
benefits realized from the application of GIS
technology. There are a variety of different aspects to
the complexity of an application.
✈ Input complexity concerns the data themes
needed to perform the application. It involves
such things as the number and diversity of data
themes, the total volume of input data, and the
areal extent of the application.
✈ Analysis complexity concerns how the data
themes are manipulated inside the application.
It involves such things as the maximum number
of concurrent overlays, the number of steps in
the analysis, the number of intermediate data
themes created, and the number of potential
interactions between data themes.
✈ Output complexity concerns the products of the
application. It involves such things as the
number of distinct uses for the outputs, and the
likelihood that the outputs will be used in
adversarial hearings.
Each complexity factor can be expected to influence
the level of efficiency and effectiveness benefits in a
predictable way.
Among the measures for input complexity, both the
areal extent of the application and the volume of
input data are expected to be positively related to the
level of efficiency benefits. All other things being
equal, the larger the study area or the greater the
amount of physical data, the greater the manual
inputs required. Greater manual inputs implies a
larger potential for efficiency benefits. Both also are
expected to be positively related to the level of
effectiveness benefits. All other things being equal,
the larger the study area, the greater the value of
outputs. A greater volume of input data implies a
larger information content in the outputs. Greater
value of outputs implies a larger potential for
effectiveness benefits.
In fact, it is expected that both of these input
complexity measures would have a log linear
relationship to the level of GIS benefits. This is
because there are economies of scale in dealing with
inputs, so that a doubling of the volume of inputs
less than doubles the complexity of the application.
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There are two general types of economies of scale
that operate with input complexity. Both types are
illustrated by an application to find an optimal
route.
For example, assume it is desired to find the best
route for shipping something from point A to point
B. The road network would be an input to this
application. The complexity of the input would be
affected by the level of detail sought about the road
network. If only interstate highways are relevant to
the analysis, then the input is not very complex. As
more levels of detail are needed (for example,
primary roads, secondary roads, unpaved roads) the
input becomes more complex. However, the
complexity does not increase as quickly as does the
volume of input data. There may be 5 times as many
miles of secondary roads as primary roads, but their
inclusion only raises the input complexity by one
level.
Another economy of scale comes about because
much input data is not relevant to the problem. For
example, most secondary roads are clearly not on the
optimal route and can quickly be eliminated from
further consideration. Adding the entire secondary
road network could double or triple the volume of
input data, but probably would add only slightly to
the volume that must be seriously considered.
Among the measures for analysis complexity, both
the number of concurrent overlays and the number
of potential interactions between data themes are
expected to be positively related to the level of
benefits. All other things being equal, the greater the
number of themes overlaid, the greater the manual
inputs required, and the larger the potential for
efficiency benefits. Similarly, the greater the
information content in the outputs, and the larger
the potential for effectiveness benefits.
The number of data themes overlaid is expected to
have a linear relationship with the level of efficiency
benefits. There are no economies of scale with
analysis complexity. However, it is expected to have a
curvilinear relationship to the level of effectiveness
benefits. It is true that diminishing returns apply to
the simple addition of data themes. For example,
assume it is desired to predict the effect on an
endangered species of expanding logging in a
national forest. Expanded logging would create a
variety of environmental stresses that could affect
the endangered species. To find the single most
dangerous stress, one would examine each stress
independently. As more and more separate stresses
are examined, diminishing returns would quickly set
in.
However, the concurrent examination of multiple
data themes also involves the ever increasing
complexity of interaction effects. Interaction effects
can be very important. For example, perhaps no one
environmental stress would have a serious effect on
the endangered species, but the cumulative effect of
many stresses would be fatal. The interaction effects
created as the number of themes overlaid increases
could make a major contribution to the value of the
output. The number of interactions between data
themes increases geometrically as the number of data
themes increases arithmetically.
The measures for output complexity are expected to
have a linear relationship to the level of both
efficiency benefits and effectiveness benefits. There
are no economies of scale with these measures.
Increasing any of them is likely to result in a
proportionate increase in the complexity of the
application. Likewise, there are no significant
diminishing returns to the number of different uses
for the output or to the probability of the output
being used in adversarial hearings. Increasing either
of these measures is likely to result in a proportionate
increase in the value of the output.
It is also likely that there are interaction effects
between the different aspects of complexity. An
application�s overall complexity is more than just the
sum of its input, analysis, and output complexity;
they are more likely to be multiplicative that
additive. The impact of overall complexity on the
level of GIS benefits is expected to vary depending
on the relative strengths of the three different
aspects of complexity.
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A Model to Estimate Benefits
The USGS has linked the theoretical influence of
complexity factors to the general framework for GIS
benefits to produce a quantitative model for
estimating GIS benefits. The model is specified as a
pair of ordinary least squares multiple regression
equations. Input to the model is provided by a series
of 62 cost/benefit studies of Federal GIS applications
conducted by the USGS in 1990 and 1991 (Gillespie
1991). The model estimates efficiency and
effectiveness benefits independently.
Pure effectiveness benefits are estimated by the
equation:
LT = 3.752 + 0.673 INPLEX1 + 0.045 INTERACT +
0.429 OUTPLEX + 3.147 SMALL + residual
(3.5) (5.7) (1.6)
(2.3) (2.8)
where:
✈ LT = Natural log of pure effectiveness benefits
✈ INPLEX1 = Measure of input complexity
✈ INTERACT = Measure of analysis complexity
✈ OUTPLEX = Measure of output complexity
✈ SMALL = Dummy variable reflecting overall
complexity of application
The equation has an R2 of 0.592, an F value of 11.250,
and is based on 36 observations. T statistics are in
parentheses below each coefficient.
The R2 value means that the equation explains about
three-fifths of the measured variation in the level of
effectiveness benefits across the 36 applications
studied. The F statistic tests the hypothesis that all of
the coefficients except the intercept are zero. There is
less than one chance in 10,000 of obtaining an F
value this high if all of the coefficients are zero. The t
statistics test if each coefficient individually is equal
to zero. All of the variables except INTERACT are
significant at the 99% confidence level. This means
that there is less than 1 chance in 100 that the
coefficient is zero. INTERACT is significant at the
80% level.
The equation predicts the natural log of pure
effectiveness benefits. The use of the log form implies
that unit changes in the independent variables cause
percent changes in the level of effectiveness benefits.
This is what is expected. For example, consider the
effect of a one unit increase in the output complexity
factor of number of distinct uses. The level of
effectiveness benefits increases by the value of the
outputs to the new class of users. Lacking other
information the best estimate of the value to the new
class of users is the mean value to the previous classes
of users. The increase in the level of effectiveness
benefits depends on the previous level; the increase
is a constant percentage, not a constant dollar
amount. That is, the marginal effect of each of the
independent variables on the dollar amount of
effectiveness benefits increases with the level of
effectiveness benefits.
The dollar estimate of pure effectiveness benefits is
found by taking the antilog. For example:
✈ When LT = 5, the dollar value = $148;
✈ When LT = 7, the dollar value = $1,097;
✈ When LT = 9, the dollar value = $8,103.
If the effectiveness benefits are not pure (that is, if
CostGIS CostNON-GIS), then the difference between
CostGIS and CostNON-GIS must be subtracted from the
estimated total. For example, if estimated pure
effectiveness benefits = $5,000, CostGIS = $2,000, and
CostNON-GIS = $500, then estimated net effectiveness
benefits are $5,000 - ($2,000 - $500) = $3,500.
Pure efficiency benefits are estimated by the
equation:
RATIO = 0.477 + 0.100 INPLEX2 - 0.001
INTERACT + 0.051 OUTPLEX + 0.377 SMALL
(7.9) (6.5)
(-0.4) (4.3)
+ 0.232 COST - 0.186 LAND + residual
(6.2) (4.4)
(-4.1)
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where
✈ RATIO = Ratio of efficiency benefits to manual
cost
✈ INPLEX2 = Measure of input complexity
✈ INTERACT = Measure of analysis complexity
✈ OUTPLEX = Measure of output complexity
✈ SMALL = Dummy variable reflecting overall
complexity of application
✈ COST = Dummy variable reflecting cost of
performing application with manual methods
✈ LAND = Dummy variable reflecting subject area
of application
The equation has an R2 of 0.742, an F value of 11.531,
and is based on 31 observations. T statistics are in
parentheses below each coefficient. The equation
explains about three-quarters of the measured
variation in the ratio of efficiency benefits to manual
cost across the 31 applications studied.
The efficiency equation has some structural
differences from the effectiveness equation. Rather
than estimating the absolute level of efficiency
benefits, the equation estimates the fraction of the
manual cost of running the application that is saved
by the use of GIS technology. Because the manual
cost restricts the efficiency benefits to a maximum
value, manual cost is an important factor to include
in any model. Incorporating the manual cost into
the dependent variable eliminates the need to
include it as an independent variable. This brings the
influences of the other variables into clearer view.
The two additional dummy variables are included
because of the above change in the dependent
variable. COST flags applications that are neither
very expensive nor very inexpensive to run
manually. It is expected that applications in the mid-
range of manual cost will tend to save a larger
percentage of their manual cost than would be
estimated solely on the basis of the values of the
other variables. This is due to the frequency with
which this type of application is run; more expensive
applications tend to be run less frequently. An
agency wouldn�t have to save a very large percentage
of the manual cost of a less expensive application to
make it valuable to use GIS. Such applications are
run very frequently, and the sheer volume makes the
total efficiency benefits large. An agency wouldn�t
have to save a very large percentage of the manual
cost of a very expensive application to make it
valuable to use GIS. Such applications are so
expensive that the efficiency benefits are large in
absolute terms anyway. However, an agency does
have to save a large percentage of the manual cost of
a moderately expensive application to make it
valuable to use GIS. Such applications can�t be
justified on the basis of volume (because they aren�t
run very frequently), nor on the basis of large
absolute savings (because the manual costs are not
extremely large), and so require a larger percentage of
savings.
LAND flags applications primarily concerned with
the economic value of the land (for example,
forestry, soils, water resources) rather than with the
land as the location of other human activity (for
example, transportation, emergency preparedness,
urban planning). It is expected that applications
concerned with the economic value of the land will
tend to save a smaller percentage of their manual
cost than would be estimated solely on the basis of
the values of the other variables. This is because
LAND applications are more expensive to run (both
manually and with GIS) than are NON-LAND
applications. LAND applications tend to be more
expensive to run because they are more likely to
involve continuous variables (for example, soil
conditions change incrementally over a geographic
area), while NON-LAND applications are more likely
to involve discrete variables (for example, political
units change abruptly at defined boundaries). The
fuzziness of continuous variables can be expected to
increase the difficulty of both processing and
analysis, and so raise the cost of running an
application. The higher level of both types of cost
reduces the ratio of efficiency benefits to manual
cost.
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All of the variables are significant at the 99% level
except for INTERACT. The low significance (and
negative coefficient) for INTERACT is also due to
estimating the fraction of savings from GIS. Because
a GIS can handle additional concurrent overlays very
easily, it was expected that CostGIS would increase
very little when analysis complexity increased. This
in turn would lead to an increase in the fraction of
the manual cost saved by the use of GIS. The
equation contradicts this expectation. It appears that
there is a significant increase in CostGIS associated
with an increase in analysis complexity. The
explanation for this is probably that, even though
the marginal cost of physically overlaying another
data theme is trivial with a GIS, the marginal cost of
interpreting the results is not trivial. Whether the
overlays are done manually or with a GIS, it is
considerably more difficult to interpret the results of
overlaying a larger number of themes.
This does not mean that a GIS is not valuable for
handling increased analysis complexity; all other
things being equal, the level of efficiency benefits
will increase when the analysis complexity of the
application increases. However, it does make the
effect of increased analysis complexity on the ratio of
efficiency benefits to manual cost indeterminate.
That is, there is no firm theoretical expectation as to
the direction of the effect; the direction becomes an
empirical question.
The dollar estimate of pure efficiency benefits is
found by multiplying the estimated ratio times the
manual cost of running the application. For
example:
✈ When RATIO = 75.0 and CostNON-GIS = $1,000, the
dollar value = $750;
✈ When RATIO = 80.0 and CostNON-GIS = $200, the
dollar value = $160.
When an application generates both effectiveness
benefits and efficiency benefits, then the estimate of
GIS benefits is the sum of the estimates from the two
equations.
How to Use the Model
The GIS benefits estimation model can be a powerful
tool for improving GIS cost/benefit studies. The
model can produce reasonable estimates of the likely
level of benefits for a fraction of the cost of direct
benefit measurement. There are 10 steps to follow.
1. Identify the different types of applications that
will be run using GIS.
For each type of GIS application:
2. Identify the major source of benefits.
✈ Efficiency benefits: that is, lower cost to run
the application, or
✈ Effectiveness benefits: that is, higher value
output from the application, or
✈ Both types of benefits are important.
3. Estimate how frequently the application will be
run.
For each application where efficiency benefits are
expected to be important:
4. Estimate the information needed to run the
equation.
✈ The values of the complexity variables used
in the efficiency equation. Note: details on
the construction of these variables are
available from the author on request.
✈ The cost of running the application using
the existing (non-GIS) method.
5. Enter the estimated values for the variables into
the equation. The result is an estimate of the
fraction of CostNON-GIS that will be saved by the
use of GIS technology.
6. Convert the fraction to dollars, and aggregate
across applications.
✈ Multiply the fraction by the estimated
manual cost. The result is an estimate of GIS
efficiency benefits for running the
application.
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✈ Multiply the estimated efficiency benefits
times the frequency with which the
application will be run. The result is total
efficiency savings for the application.
✈ Sum these totals across all efficiency
applications.
✈ The result is total efficiency benefits for the
use of GIS technology.
For each application where effectiveness benefits are
expected to be important:
7. Estimate the information needed to run the
equation.
✈ The values of the complexity variables used
in the effectiveness equation.
✈ If it is more expensive to run the application
using GIS, the amount by which CostGIS is
greater than CostNON-GIS.
8. Enter the estimated values for the variables into
the equation. The result is an estimate of the
natural log of the dollar value of the new or
improved outputs the GIS will produce.
9. Convert the estimate to dollars, and aggregate
across applications.
✈ Take the antilog of the estimated natural
log. The result is the dollar value of pure
effectiveness benefits for running the
application.
✈ Subtract the excess of CostGIS over CostNON-GIS.
The result is the net effectiveness benefits
for running the application.
✈ Multiply the net effectiveness benefits times
the frequency with which the application
will be run. The result is total net
effectiveness benefits for the application.
✈ Sum these totals across all effectiveness
applications. The result is total effectiveness
benefits for the use of GIS technology.
10. Verify the reasonableness of the benefit
estimates by selecting a small number of
applications and performing a traditional
benefit measurement on them.
The 10-step process produces a suite of outputs
which together tell a compelling story about the
potential value of GIS technology.
✈ Quantitative estimates of GIS benefits.
Impressive on their own, they can be combined
with cost data to produce cost/benefit ratios, net
present values, internal rates of return, and
project breakeven dates.
✈ Case studies of selected applications. These
demonstrate in concrete terms that the
estimated benefits are real.
✈ Ratio of effectiveness to efficiency benefits. This
dramatically demonstrates where the value of
GIS truly lies. Typically the ratio will be large,
making it clear that GIS is an enabling
technology; primarily important because it
helps agencies work better, not because it helps
them work cheaper.
Conclusion
The general framework for GIS benefits is broad
enough to support many different models for
estimating GIS benefits. The USGS tactic of
concentrating on complexity factors is not the only
possible approach, but it has proven to be a fruitful
one. Within the broad categories of input, analysis,
and output complexity, there is room for much
experimentation concerning which variable to
include and how to combine them. The specific
forms of the complexity variable used in the USGS
model work well for the particular set of highly
diverse Federal GIS applications studied. Alternative
formulations of the variables might be more
appropriate for specific types of applications or for
applications run by non-Federal agencies. There is
much useful work still to be done. The USGS research
provides a firm foundation upon which to build a
better knowledge of where and why GIS technology
is valuable.
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References
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Air Force Center for Environmental Excellence
Brooks Air Force Base, Texas