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Agency Outsourcing Study to be Conducted

New Streamlining Process Results in lncreased Production,

Customer Service

NIMA Acquisition Center Created

Josh-A Prppy with a Purpose

Prolecting the Future: New Tool Charts Strategy

Won<roncr2l

Digital Symbology Promises New Standard for Geospatial Data

NItYA Data Keeps Top Government Officials Soaring

Eorrcrunrs

lNrunvrrwJohn Kringen, the new director of the lmagery Analysis Office,

relies on his staff's expertise to help in decision-mal<ing.

Ccvrn SronvWe Speal< Your Languagel

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Publhhed by National lmagery and Mapping AgencyDirector . Mai. Gen. lames C, KinsOftice of Condressiorial and Publit LiaisonDirertor. Laira B. Snow

Kusturin, Jennifer Lafley, Anne ArnoldHardwick

2l

The Edge is an authorized command information publication published monthly in theinteresi of National lmagery and Mapping Agency personnel. Contents of this publicationare not necessarily the official view, or endorsed by the U.S' GoYernment' Departm€nt ofDefense or the Nitional lmagery and Mapping Agency. Copy deadlines are the secondFriday of each month. Articles are edited for style, content, and length.(orrespondence should be addressed to:The Ed'ge, Public liaison 0ffice, 4600 Sangamorc Road, I'lail Stop D-39, Bethesda' M0208t6-5003Telephone: (301)227-3089, DSI'l 287-3089' ot in St, touis: {314) 263-4142 orDSN 693-4 I 42, or e-mail to The Edge.THE EDGE I JUNE

his month'sEDGE focuseson a topic of

importance, not onlyto NIMA's workforce,but also to the nationas a whole.

Diversity. It's aterm we hear a lot, butwhat is it and why is itso important?

We have at NIMAan immensely talentedand resourceful workforce with variedbackgrounds. But diversity isn't simply aboutdifferences in race, gender and disabilities; it's noteven about toierance. It's about acceptance-aboutfeeling comfortable working with and aroundpeople who are different than you. It's aboutbreaking down barriers. And, it's about treatingpeople the way you want to be treated.

I'm unequivocaily committed to teamwork. Iask that each of us dedicate ourselves to achievinga diverse workforce and a climate of mutualrespect and trust. In so doing, we will truiy achievethe teamwork necessary to face the future and thechallenges that lie ahead.

All of us should strive to have NIMArecognized as the agency which continuouslypursues progress and excellence with - onemission-one vision-one voice.

r

MG lames C. King

THE EDGE I JUNE 1998 l3

Buckle Up NIMAby Safety office Staff

Last year, the world was stunned by the tragic caraccident that took the life of Princess Diana. Later it waslearned that the only survivor had been wearing his seat

belt.How many nonbelievers in wearing seatbelts took note

of that fact?The first thing we were told when we took driver's

education was to "buckle your seat belt." Yet many driversseem to have forgotten those four simple words of wisdom'

Every state has laws on seat belt use and, as citizens,we are obligated to obey them. Regulations state thatfederal employees occupying any seat of a motor vehicleon official business, whose seat is equipped with a seat

belt, shall have the seat belt properly fastened at all timeswhen the vehicle is in motion.

Seat belts do make a differ-ence. lt's a fact that drivers wear-ing seat belts have more controlover their vehicle in an emergencvsituation and are more likely tosurvive an accident.

Why can't we carry that obligation out of the gate?

Under the right circumstances, motor vehicles canbecome as deadly as Buns. The latest statistics show thatalmost twice the number of people die in vehicle crashes

per year than by all other forms of homicide combined.Traffic crashes are the leading killer ofyoung adults,accounting for about 29 percent of all deaths for peoplebetween 15 and 24yearc.

Seat belts do make a difference. It's a fact that driverswearing seat belts have more control over their vehicle inan emergency situation and are more likely to survive an

accident.With summer approaching, more employees and their

families will be on the roads. Remember, you are our mostimportant asset on or off the job. Driving is a privilege, butwearing a seat belt is the law.

Buckle up, NIMA, and don't forget the kids.

,y1'Ftf'.

Submissions to The EDGEWhen making submissions to The EDGE, please avoid the

use of acronyms and abbreviations, and include the first and

last names as well as the titles of all people referenced. A

point of contact and a phone number also should be included

for each submission.

Copy may be submitted via e-mail to The EDGE, com-

puter diskette to The EDGE, Mail Stop D-39, or by fax to

301 -22/ -s287 (DS N 287).

Fo r fu rth e r i n fo rm ati o n, call 301 -227 -3089 / 2057.

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QUEST F0R EXCELLENCE

Creativity, Customer ServiceAbound at NIMA

by Mary Ellen SealePlans, Programs and Analysis

The NIMA workforce continues to excel inthe area of customer service, creatirrity andinnovation.

The Integration/Installation Team for NIMAstandard personal computing products, forexample, was formed to create products thatcould be easily insialled at any NIMA site withminimal bench time following delivery.

One of its earliest accomplishments wasdevising a way to install software which in fiscal1997 saved NIMA approximately $514,000 andincreased the average number of computerinstallations per month from 100 to 240. It alsodecreased the installation cycle time from ninemonths to five, and a customer commentmechanism was instituted to gather data on itscustomer service. Congratulations to the SNIntegrationllnstailation Team for a job well done!

Plans, Policy and Analysis (PAJ aisorecently surveyed quality management withinNIMA. Reporting business units have processesand programs in place to support several qualityelements. Offices also identified their top threequality and process improvements this fiscalyear. PA plans to highlight these efficiencies inupcoming Edge articles.

In the area of "recommended next steps,"offices provided excellent ideas on hort, the.vplan to improve their orgalization. PA rvillcontinue to monitor these and other efforts as aresult of the u'orkforce survey. The responsesindicate offices continuallv seek to improve theirbusiness practices and have excellent ideas toimprove qualitv across NIMA.

Improrrements rvili continue to be high-lighted in upcoming articles. For nominations,contact NIMA's Performance Metrics andImprovement Team, CA/PA, {703) 275-8583 orthe team leader, Mary E1len Seale atsealme@nima.mil. I

Agency OutsourcingStudy to be Conducted

by Muridith Winder

n Agency outsourcing study will be conductedthis year to examine the costs and benefits ofcontracting out several functions in fiscal 1999,

according to a letter released by Maj. Gen. James C. King.The Director requested the study because of a congres-

sional mandate to reduce NIMA civilian employmentlevels in fiscal tggg. This reduction can't be achievedthrough normal attrition alone. Even so, he emphasizedthat these are just studies.

"No decision has been made," he said in the letter,"nor will it until facts are available to support a sounddecision. "

The study will look at in-house functions that arereadily available in the commercial marketplace. It alsowill determine whether there is sound rationale forcontracting them out.

Those functions include:

. Hardware maintenance and telecommunications

. Conventional "wet" photography supporting Mapping,Charting and Geodesy functions

. Hardcopy imagery libraries

. Material management services

. Imagery requirements, assessments, publications andgraphics support.

"If a decision is made to outsource one or more ofthese functions," King said, "I pledge to give you as muchprior notice, information and assistance as possible, so thatyou can make informed choices about your future."

The Director has already taken these steps in announc-ing his decision to contract out custodial operations in St.Louis and Bethesda. That decision affects 66 employeesand u,ill save approximately S1 million annually after first-vear implementation costs.

The employees have been notified and the currentschedule calls for implementing a contract in the firstquarter of fiscal tgg9.

NIMA plans a full program of transition assistanceincluding separation incentives; internal priority place-ment in jobs for which impacted employees qualify;priority consideration for vacant DoD positions; transitionservices; and workshops on interviewing, resume writingand retirement. NIMA aiso plans to require prospectivecontractors to offer jobs to impacted NIMA empioyeesbefore hiring outsiders, an approach that has provensuccessful in past contracting actions. I

THE EDGE I JUNE 1998 ls

New Streamlining Process Results inlncreased Production, Customer Service

by Don Kusturin

ollowing NIMA's admonition tostreamline operations, increaseresponsiveness to customers

and eliminate needless processes, oneorganization has literally stumbled ona way to do just that.

The Geospatial InformationServices Division (GIDA) has beennominated for the Secretary ofDefense's Team Process ImprovementAward and the Federal ExecutiveBoard Awards Program.

GAYCA from ourprocess flow

have beensignificant. "

"The effects ofeliminating

It began when the U.S. CentralCommand (CENTCOM) required a

large number of t:t00,000 topographicline maps for an initiative in South-west Asia. The problem: it neededthem at a rate twice the normalproduction capacity of the DigitalProduction System's (DPS) ProductGeneration Segment (PG/S).

Hardware and network limita-tions forced cartographers to look forprocess improvements to meetCENTCOM's needs, A team of DPSexperts from NIMA's production sitesin Reston, Bethesda and St. Louiswere gathered to determine whatcould be done.

"We recognized a possibleredundant process being used in thestandard DPS production flow," saidproject member leff Redinger, "and setout to prove that by eliminating thisprocess, a substantial time savingscould be realized."

The redundant process, known as

GAYCA or Task 31, made final editsand inputs to the Mapping Chartingand Geodesy (MC&G) database. It alsoperformed data maintenance or"clean-up" functions, such as featuremerging, topology validation andresolution of data integrity problemsand data mismatches. In the end,GAYCA's output would assure a

seamless database, include the latestnames and boundary information andcontain all attribution required tofinish a digital or hardcopy product.

However, for this customer, was itnecessary?

"During the past several years ofDPS production, I think we thoughtall data had to go through GAYCAbefore it could be retrieved from theMC&G database and before anyhardcopy finishing could take place,"said Redinger. "By accident, wefetched raw data from the MC&Gdatabase about a year ago and startedlooking at it and evaluating itscontents.

"It proved two things: we couldretrieve raw data from the MC&G, and

we could make a hardcopy productfrom this data by updating attributionand performing the names andboundary input ourselves. "

This refined process was imple-mented at St. Louis, Bethesda andReston. By eliminating the GAYCAprocess and inputting the names andboundary information at the end ofthe cycle, the GIDA office was directlyresponsible for projected savings tothe Agency of more than 56,000 work-hours over fiscal 1997 and 1998. TheReston CENTCOM production andsystem support personnel activelyparticipated and supported the "SkipGAYCA" testing and implementationeffort.

"The GID teams at Reston will beable to nearly double the number of1:100 TLMs they are able to completefor CENTCOM," said Bob Wisner,CENTCOM project leader. "Last fiscalyear, 75 sheets were completed atReston. So far, 82 sheets have beencompleted this year and we're ontarget to complete 146 sheets by theend of the fiscal year. "

"The effects of eliminatingGAYCA from our process flow havebeen significant," he continued. "Thenumber of integration attempts intothe MC&G database has been cut inhalf. The database lockout problemhas been virtually eliminated [and]resource availability has greatlyimproved. Workstations no longerneed to be configured for GAYCA, andthis has increased the flexibility inscheduling jobs for finishing,"

This improvement, said RonDexter, GIDA acting deputy depart-ment chief, "shows we can indeed cutthrough the red tape and take prudentrisks. And it has an energizing effecton the workforce." l

6l THE EDGE I JUNE 1998

NIMA Acquisition Center Createdby Deborah Donnellonand Ken PischelNIMA Acquisition Center

ith the recent creation ofthe NIMA AcquisitionCenter (NAC), a host of

acquisition policies and procedureswere placed under the auspices of asingle organization.

"It standardizes, streamlines andenhances the acquisition processwithin the Agency," said SteveCarroll, chief of the NAC. "NIMAinherited several acquisition programsfrom various agencies and eachagency had its own acquisitionpolicies and procedures."

The streamlining of any processto increase efficiency and cut costs isa major element of NIMA's strategicplan, he added, and the center wascreated to "ensure that NIMA acquisi-tions achieve high quality resultsthrough the application of sound,defined and repeatable processestailored to the needs ofthe specificacquisition." Available to assist al1

program managers, it can be a valu-able resource in the planning andexecution of acquisitions consistentwith applicable Department ofDefense, NIMA, national and otherappropriate policies and procedures.

"The center provides acquisitionsupport and consultatlon to assist allprogram managers in structuring a

sound acquisition strategy anddeveloping a tailored managementplan," said Steve Reichert, deputychief.

"It will help all program managerstake advantage of acquisition lessons-Iearned from prior NIMA acquisi-tions." And, he said, it will makeavailable acquisition expertise withinNIMA, the intelligence community,DoD and other government agencies.

Although established to supportall NIMA acquisitions, Carroll notedthat some of the center's functionswill be mandatory for programs thatcross the thresholds established inNIMA Policy Directive 5000. "When-ever a program, because of dollarvalue or other special interest, has amilestone decision authority obove

the immediate program manager," shesaid, "its milestone review planningand scheduling must be coordinatedthrough the NAC."

Not only does the center serve as

a source of acquisition expertise forstrategy development and planning,and as a facilitator for source selec-tion-related services, it managesNIMA's Defense AcquisitionWorkforce Improvement Act (DAWIA)implementation. It also providesmanagement for NIMA-wide contractsand other assorted contract activities.Program managers can use thesecontractor resources.

Through its role as secretariat tothe NIMA Acquisition Review BoardINARB), Reichert said, the centersupports NIMA acquisition oversight."It assists program managers in theirpreparation for formal NARB reviews,if required, and maintains a repositoryof current information on the status ofall NIMA acquisitions."

Of particular concern to NIMAprogram executive officers andprogram managers, he said, are theDoD thresholds that trigger the reviewof Automated Information System(AIS) acquisitions. Acquisitions thatexceed $30 million in a single year,

$120 million over the total program,or 9360 million lifecycle cost (fiscal1996 constant dollars) require review.

Current acquisition trends,Federal Acquisition Regulaiion (FAR)changes, budget limitations,downsizing and emphasis onoutsourcing have, Reichert said,"reemphasized the need for disci-plined NIMA processes and a trainedacquisition workforce. "

Related initiatives, such as theUnited States Imagery and GeospatialInformation System (USIGS), willprovide a requirements focus forimproved acquisition efficiency.

Carroll and Reichert said ailNIMA program managers are encour-aged to utilize the center, take advan-tage of their resources, expertise andreference materials.

For more information, cail SteveCarroll, chief of NAC at (703) BoB-

0873; Steve Reichert, deputy, at (703)B0B-0733; Ken Pischel, AcquisitionServices, (703) BoB-0789; DeboraDonnellon or Army Lt. Col. Wilbur A.Parker, Acquisition Strategy andPlanning, and DAWIA at (7031 BoB-

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InvestToday

toEnjoy

Tomorrow!

THE EDGE I JUNE 1998 I7

lohn Kringen, TomConaway, specialassistant to thedirector, Rick Harris,deputy, and PeterUsowski, executiveofficer.

MAKES THE DIFFERENCEby lennifer Lafleyand Anne Arnold

((tTlI*o h"ud, are better than one." mav be an old cliche, butto John Kringen, it's a time-honored philosophy that's justcommon sense. And as the ner'r' director of the ImageryAnalysis Office, he relies on his staff's expertise to help indecision-making.

"We work as a team here," he said in an interview inhis office at the Washington Navy Yard.

The team, made up of Richard Harris, Peter Usowski,Tom Conaway and Kringen bring expertise in l'aried areas

to the Imagery Anaiysis Office. Usowski, with a doctorate

in history, has worked for the CIA since 1981 atrd has been

with NIMA since standup. Harris provides the Departmentof Defense balance to the team and had a long career withthe Defense Intelligence Agency. He's also held several

imagery exploitation and management positions.Kringen, also from the CIA, has a doctorate in political

science and Asian studies. His expertise was gainedthrough his positions in a variety ofintelligence issues,

including counternarcotics, regional analysis and theinternational arms trade. Early in his career, he was

selected to participate in the Director of Central Intelli-gence Exceptional Analyst Program.

The new director, who has been in his present positionsince January, sees his challenges on several foonts. "Thechallenge ofmanaging on several levels," he said, "keeps

this j ob fascinating-the day-to-day op erations, planningfor the future and working in a technology-driven busi-ness."

CultureAlthough culture may be rarely discussed elsewhere,

it's routinely used among emplol,ess whose experience has

been with intelligence agencies."The differences in culture within Imagery Analysis,

in part, relate to the customer base and specific require-ments that had been associated with the legacy organiza-

tions of CIA and DIA," Usowski said.However, as Imagery Analysis has grown as an

organization, differences have lessened with all analysts

supporting a broader range of customers. The main

8l THE EDGE I JUNE 1998

"We have a

highly-skilled

workforce and

they should be

proud of their

accomplishments. "

difference in the past between thecultures, Harris said, is that the IAworkforce usually works in smailgroups, producing customizedproducts.

The nature of the work for IAsmakes certain skills necessary.Imagery analysts may have variededucational backgrounds, but the keyto their success on the job, teammembers agree, Iies in good cognitiveability, spatial awareness and theability to translate information fiom a

picture."We have four corrrpetencies that

have been identified as areas in needof further development: in-depthresearch, sensor exploitation skills,database integrity and issue-orientedarea exploitation," he said.

John Kringen

Workforce Survey lnspiresChange

In response to comments made inthe workforce survey, Kringen isconsidering several changes.

A major concern is keepingexperienced analysts.

"We're concerned about reten-tion," he said. "The survey showedthat some employees are consideringoutside opportunities. We want themto stay and will try to address theirconcerns. "

Communication and separatelocations remain problems for IA. Theworkforce is divided among severalsites and frequently employees areonline on different systems andunable to share projects or input."We're addressing the computerproblems and trying to consolidateoffices in fewer locations," he said.

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To improve communication,Kringen already has taken steps toengage the IA workforce. In late

lanuary, a "Meet the Corporate Board"meeting was held in the auditoriumwith booths manned by branch chiefs.It was much like a career fair.

Another area of concern isemployee recognition. Kringen wantsto develop an awards program thatrecognizes people for their accom-plishments.

"We have a highly-skilledworkforce and they should be proudof their accomplishments. "

But, he said, "the best is yet tocome," lAnne Arnold,',vho coauthored thisarticle, is the new Public Affairsliaison at the Washington Nary Yard,If you have a news tip or story idea,she may be reached at [202) 863-3175.

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THE EDGE I JUNE 1998 I 9

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loshJ n Puppy with a Purpose

by loan Mears

yes shining andtail wagging, the6-month old

Labrador retrievereagerly greets everyonehe meets. Handsome,friendly and a littleunsteady on his paws attimes, the lumbering 75-pound pooch is embark-ing on a new and verypromising career.

Josh temporarllr, belongs toChervl and Don Matczak-N{issionSupport employees at NIMA Be-

thesda. He joined their household justbefore Thanksgiving. Like all petowners, the couple is proud of theirpup and quick to provide a safe andsecure home, establishing the all-important human bond critical to hisfuture role.

The Matczaks are volunteerpuppy raisers for Guiding Eyes for theBlind, a nonprofit organizationfounded to promote the dignity,security and independence ofthosewithout sight. Established in 1954, itis one of the foremost guide dogtraining schools in the United States.

For many years the Matczakssupported Guiding Eyes through theCombined Federal Campaign. How-ever, Cheryl's interest peaked last fallwhen she learned a fiiend's nephewhad been matched r,r'ith a dog lromGuiding Eyes. Shortly thereafter, she

spoited a Guiding Eyes exhibit at aIocal mall. Before she knew it, she hadsigned up for the group's next meet-ing. It didn't take long for the coupleto decide this was a project theyshould support. After a home visit

Photu by lohn ller

from Guiding Eyes, the couple wasapproved to serve as puppy raisers.

Then they settled back andwaited.

"It happened on a Thursday,"Cheryl remembers. "The area coordi-nator called and said a puppy wasready for placement and asked me if\ve were ready. I said, 'Absolutely!'The following Monday, we were onour way to Oakton, Va., to pick up ourpuppy.Josh was so cute: he had suchbig feetl He was only B weeks o1d, andI cradled him in my arms all the wayhome."

"At first we were a little con-cerned about Sydney, our 9-year oldAustralian shepherd," Don said. "Wedidn't u-ant her to feel like an olltcast,but she took to Josh right arvar.. kindof mothered him. 'Chen'l added, "Ourgirls-Jennifer and Nleredlth-u'ereverv excited about rvhat \re \r-eredoing. Home fiom co11ege, thev rvere a

big help during the Thanksgir,ing arrdChristmas breaks."

Josh settled right in and soonbegan going everywhere with theMatczaks. Cheryl said that under theAmericans with Disabilities Act, guidedogs {and potential guide dogs) arepermitted to go anywhere. "We takehim to malls and restaurants, on busesand to school to visit the girls. He hasto experience many different situa-tions. " If he ever got lost, the tag hewears, the tattoo on his left ear andthe microchip implanted between hisshouiders can identify him. Eachidentifies the organization, his date ofbirth and order of birth within hisspecific litter.

"We're teaching him the basiccommands-sit, stay, come," Cherylsaid. "But we can'l teach him how toheel because some day he'll beexpected to lead."

"An evaluator visits us everythree months to see how Josh is doingand to monitor his health, dispositionald socialization skills," Don said.The pup's response to surprise noisesand sudden movements is carefullv

noted. Does he cower, appear fearfulor move away? Or, does he investigatethe situation-see what's going on?"The last response is a good sign for a

potential guide dog," explained Don.At approximately 1B months, Josh

will leave the Matczaks to begin hisformal training in Yorktown Heights,N.Y.

Ifby chance he proves unsuitabieas a guide dog, Josh could make a

career change to search and rescue,drug sniffing or bomb detection. Or hecould be adopted by the Matczaks.

Iflosh is successful as a guidedog, the Matczaks aiso will have thechance to adopt him when he retiresfrom service.

When asked how they'Il feelwhen Josh leaves for YorktownHeights, Don admits it wili be verydifficult.

"Recently, he was away from usfor tn'o u,eeks. We were asked to tradervith another puppy raiser so the dogsrvould get used to being away fiomhome. Er,en though we knew he wascoming back, we had a real hard time.One day I was down, the next Cherylwas down."

Cheryl, who foequently refers to

losh as "my baby," added, "I alwaystry to remember that losh is a puppywith a purpose. Of course, he'I1always have a home with us, but weboth hope he'll succeed in theprogram and make a blind person'slife a lot easier." I

"Some doyhe'Il be

expectedto lead,,.."

WE SPEAK YOUR LANGUAGE!by Bea OviedoHuman Resources

.&

&

at langunge is thnt?I,', ,n. language of diversity,alternative dispute resolution[ADR), Equal EmploymentOpportunity (EEO), Disabilities Pro-gram, special observances, affirmativeaction, reas onable,:',.be c ommo dati on,unlawful d iscrimination-the list

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t2 | THE EDGE I JUNE 1998

Every work day, employees, including managers andsupervisors, contact NIMA EEO officials to inquire aboutsome aspect of the EEO or diversity programs. As a result,the Diversity Management and EEO Division (HRO) wantsyou to know, "We speak your language and we want you tospeak ours." And the language associated with EEO, won'tchange when NIMA's Wonrroncr2l human resourcesmanagement system is implemented.

The EEO program is really comprised of three subpro-grams: Special Emphasis Program (SEPI, AffirmativeAction Program [AAP), and the discrimination complaintprocess. NIMA's goal is for the first two to work, so wehave iess activity in the complaints processing area.

Special Emphasis Program Managers serve as conduitsto heighten communication between management andparticular groups, such as women, African-Americans,Hispanics, People with Disabilities, Asian-American/Pacific Islanders and American and Indian/AlaskanNatives. They assist and advise employees and manage-ment officials, conduct awareness training, participate inthe affirmative employment program including recruit-ment, and may serve on special observance committees.

The Affirmative Action Program, (administered by theEqual Employment Opportunity Commission), assistsAgencies leaders in developing initiatives to ensurequalified minorities and women are competitive foremployment. Our agencies monitor activities in variousprogram elements, such as organization and resources,workforce profile, discrimination complaints, recruitmentand hiring, employee development, promotions, separa-tions ald program evaluations, to identifii any probiems orbarriers which could limit the progress of certain groups.

The discrimination complaint process is the third EEOsubprogram. Participation begins when individuals allegediscrimination because they believe an Agency officialtook an unfavorable action against them because oftheirrace, color. sex, religion, age, national origin or disability,or in reprisai/retaliation.

Inliiallv, employee concerns are addressed throughcounseling during al informal phase, This gives EEOcounselors the opportunity to facilitate a resolution beforemore formal action is taken. If the informal attempt fails,the complainant has the option of filing a formal com-plaint, which could go all the way to an U.S. District Court.

Depending on the circumstances, the aggrieved mayelect to participate in an ADR process. Counselors areavailable in Bethesda and St. Louis for consultation withemployees, applicants for employment, and managementofficials.

Clyde Williams

Diversity: How Does it Relate to EEO,NIMA's Mission?

Diversity strives to create a culture that promotes trust,mutual respect and open communications for everyone.Diversity is about the business of valuing the differencesbetween all people! By valuing the diversity of NIMA'semployees, we put the Agency in the best competitiveposture while minimizing the need for programs designedto remove barriers, or to respond to concerns about equalopportunity.

Although related to EEO, it is not the same. Diversityis defined as all of the ways in which we differ. Some ofthese dimensions are race, gender, age, language, physicalcharacteristics, disabilities, religion, sexual orientation andother differences relevant to one's capacity to perform ajob. America's success is largely based on the fact that ourcountry is a "laboratory,"-one continuous experiment runby our diverse populace.

To respond to our customers we will follow up withmore detailed articles on each of the programs presentedabove. "Give the program a chance," says Clyde Williams,acting chief, HRO, "while we are building it." To focus ontotal service, he adds, "we need the support and participa-tion from the entire NIMA community. That's how we'll besuccessful on our journey to true diversity." I

The HRO staff is available for briefings to yourorganization or simply for information on various EEOprogroms. In Bethesda, contact Harry Salinas (AEP),Peggy Etheridge (Diversity and Special Emphasis),Gail Clarke, Deborah Harrison, Doris lackson and BeaOviedo (EEO) at (301) 227-5800.In St. Louis, call Gtq)2 63-42 34 to contactMarie Golden-Twine or Gene Pottsfor EEO.

THE EDGE I JUNE 1998 | 13

Projecting the Future:

New Tool Charts Strategl,Requirementsand Analysis

all it the "big picture" or a "consolidated view ofthe future," but to NIMA's Studies and AnalysisDivision (PAS), projecting future customer needs

and agency assets is just good business sense."As the functional manager for imagery, NIMA has the

responsibility to provide an integrated system of collection,tasking, processing, exploitation and dissemination," saidU.S. Army Maj. Rockie Hayes, an imagery inteiligencerequirements analyst. One tool to carry NIMA into the nextcentury, he said, is the Capability, Strategy and Require-ment Analysis Tool (CSTRAT).

CSTRAT draws on other NIMA databases, such as theCommunity Imagery Needs Forecast (CINF), whichidentifies imagery and geospatial needs, and the BaselineU.S. Imagery and Geospatial Information System Database,

which deals with system and resource information. It's alsotied into Defense and Intelligence Community PlanningGuidance, where high level strategies are defined'

"CSTRAT allows analysts to rapidly change strate-gies," Hayes said. "And changes in strategies also mayinclude changing collection platforms/sensors, processors,exploitation organizations and communications systems."This allows NIMA to optimize the usage of resourcesavailable and satisfy the maximum number of informationneeds in the shortest possible timelines.

The two-month initial concept, design and use of theCSTRAT prototype began in 1996 with the former Central

Imagery Office (CIO) Global BroadcastingSystem (GBS) Study.

"It was initially envisioned toassist in future communicationsplanning," Hayes said. "About the

same time, NRO [National Reconnaissance Office] wascompleting the final stages of the Imagery ArchitectureStudy (IAS). The IAS study led to a decision by theDirector of Central Intelligence (DCI) to begin planning forthe replacement of the current constellation and thus theFuture Imagery Architecture (FIA) Program Office wasborn." As part of its charter responsibility, NIMA wasdirected by the DCI and the Secretary of Defense tocoordinate the requirements upon which FIA would be

based.CSTRAT's basic design fully uses available commer-

cial software, including Microsoft Access, Excel and PowerPoint; Maplnfo's MapX, and Visual Basic. "In its finalform, it will present the data in a clear and understandablequery format within specific modules and display informa-tion geographically on a map background."

The "module" concept ailows for maximum flexibilityin constructing data requirements for study issues. Theeight module topics include requirements registration andmanagement, collection, processing, exploitation, delivery,communications, storage and resources. The user canmaximize CSTRAT's flexibility by running a variety of"what ifs" in any module or combination of moduleswithin the end-to-end process.

"This allows users to focus in the areas being studiedand not have to look at everything at once," Hayes noted."If exploitation is the topic being studied, a user wouldwork within the exploitation module. He or she could thenaddress the study issues by manipulating numerous factorswithin that module, such as work/exploitation rates,analyst availability and workstation effectiveness todetermine the appropriate solution. "

It also allows users to visualize needs and resourceavailability in various modules. The user interactivelymanipulates the tool to determine courses of action and"what ifs."

CSTRAT is currently supporting NRO's FIA Programand the NIMA Tasking, Processing, Exploitation andDissemination ITPED) Assessment Process (TAP). Itrecently underwent a major face-lift that supports a

Windows-like, click and drag environment that enhancedusers' ability to manipulate data within the tool.

CSTRAT will undergo intensive verification andvalidation testing and is scheduled for release to selectiveusers within NIMA and throughout the community laterthis year. I

t4 | THE EDGE I JUNE 1998

Wonrroncr2l PIan Calls ForAnnual, Agency-Wide Promotions Processarticles b1r Tim MavWonxroacr2l Team

An annual Agencv-rl-ide promotions process underWomroncl2l rrill replace the standard General Schedulepromotion process norv in place.

Under the cunent svstem, employees apply directlyfor higher grade-ler-el vacancies to be considered forpromotion, Under \Vonrconce21, the annual promotionparel n ould be held during the third quarter of the fiscalyear, and all those meeting the skills-based eligibiiityrequirements rvould be eligible. Employees will apply, or"self-nominate' for available positions.

Since the Agencl- also is moving to a broad band pay ,,,,r

system (see "Par-Lnder Broad-Banding," April issueJ, ,promotlon rrill be defined as being selected to move to,,.'tthe

next higher pav band.One of the kev innovations of Womroncr2l will&e the

central role occupation councils play in promoting t$egeneral health arld welfare of NIMA's 28 broad qc-cup_a-, . ,

tions. Under \\/omroncr21, that's down from the edrreflt650 different position titles. .,

Each council chairman will be a senior.man{!icr., ':r':':::::

nomlnated br- the directorate with at leasl a plur!1iij'"'#themembers of the occupation. The chairmaiii&ihelect threeor more knorvledgeable members with diverse backgroundswho are representative of the jobs attd baild*,withti theoccu paiio n.

].1

assignments under Womroncs2i.".'' assignrrlCdts.' lll be open to the y!{ilest possible numbers ofSince assignments play such a large role intiliitbi:' ' NIMA employees. Instead of sq,,,,,,,,,,,,,,,,.q1,1ig a GS-12 position

development. officials opted for open ag,..qrpetition. Their announced with narrowly d9! ed duties, employees mightreason: it's during assignments that emptfflypgs have the see an announcement briefl,9.}5utlining the skills needed foropportunitr-to demonstrate their skills and;:r&..i!..augh an assignment at a partic.ti&i!'pay band level. Anyoneexperience. der-elop beyond current skill leveleilf$.:tggtch (including those in a lo:,.. !ir pay band or different occupa-assignments require employees to research new aftdi:-i;and tion) with the skills re.d:uired for the assignment would belearn nerr skills to be productive in the new environ*d$..:a eligible to apply. ,.,.:f,

The present method of filling assignments is for ifl:i:.l:.'-i, Ib.om reading,r{&br'dssignment profile and publishedmanagement to either direct the assignment without '""i0d*Ub,ation guidS!:developed by occupation councils,competition. or to announce a vacancy for a position with employggs caa..:.l.d:etermine if their skills and experiencesvery specific duties arrd qualifications requirements. For have pre$-gr..g.{''.].-.them for the assignment and if the dutiesinstance, to fill a GS-12 vacancy, employees can apply at offer careei,enhancing experiences to fit their needs.their current grade ler,els and hope to be selected for an Assignment panels will choose from among the applicantsassignment that lvlll develop new skills. Alternatively, GS- based on the requirements of the assignment.11 employees who meet the qualification requirements Even if an employee is selected from a lower band, themay apply for the assignment and, if selected, be eligible selection will not result in an increase in pay. The selecteefor promotion will bring his/her skills and current pay level to the

Assignments under Wonxponcn2l will be distinct and assignment and be given the opportunity to demonstrateseparate from the promotion process. Directed assignments higher level skills. Higher pay levels may later be gainedwill be used only when necessary to meet mission or time- through the separate performance pay and promotions

I

I

*

The councils, in conjunction with senior leaders andthe strategic workforce planning group, will guide thepromotion process. They will define basic promotioneligibility criteria and share the guidance with occupationmembers. The councils will form promotion panels thatwill further refine the promotion criteria.

The promotion panels will make selections based onemployees' skill acquisition and job performance, ensur-

,:i-'rrg that applicants receive feedback about areas whereiheyrnsed to improve. Those selected for promotion will

,*:lJf":n"-'ext higher pay band and receive a pay

'"' N:tJ:€Ssigiide-nt changes will automatically result fioma prqiliiotion. Th'deumber of employees promoted in theirresp,iiiitive occuii$ion-S,;,,and at their pay band levels willdepe$.d on the,.$$ene3rtsSttategic plan and available

,.1.;.$ndinil..l,1.,,,:,r.:r.,.,i:.l.:-l-i ,...iImp I em e nta!-16-d'iii.ts.,ub ie..dt t o c omp I e ti on o f th e

Agency's 1616p:t.,filations l.-:Q.tj1igatidie,r:,During the c oming r$ntb$additioflal informati on,

orientation an d training::::fu iil&e made aval:lableJo emp loy-ees and supervisors about how the assignmetlrtC;:p-r.o:no-tl o ns;..:a,n d,d.th:er*ey WF 2 t p ro.e.ess e- s..,,rtllil l wi:rk, l -' llr

Assi gn m e ntsrt6,: ete ntered o n

Open Com n

I

critical requirements. processes. I

THE EDGE I JUNE 1998 I I5

Digital Symbology PromisesNew Standard for Geospatial Data

by Colby HarmonVPF Prototype Development Manager

IMA customers are reviewingimprovements that may leadto the standardization of

symbols found in both land maps andnautical charts. This and otherimprovements are part of the recentthird digital symbology prototypereleased recently by the TechnologyOperations Support Office, Directorateof Systems and Technology.

The first two prototypes weredistributed as the "Vector ProductFormat (VPFJ Symbol Set." Its name,and the name of the military specifica-tion that describes it, were changed to"Geospatial Symbols for DigitalDisplays" or GeoSym. The new namehighlights the fact that these symbolsmay be used to display many types ofdigital data, not only VPF. Thisundertaking required the review ofhundreds of symbols from existinghardcopy and digital symbologYstandards, selecting the appropriatesymbol and then rendering it in a

standard Computer Graphic Metafile(CGM) format.

One Look for Many Users

The evoiution of map symbologYwithin the domains of topograPhic,hydrographic and aeronauticalinformation has often resulted in thesame feature being representeddifferently on maps or charts createdby each of these communities. Forexample, topographic maps dePict achurch with the familiar "ctoss on asquare" symbol, while nautical chartsuse a singie cross. Centering thesymbol on the steeple's positionallows a mariner to use the point totrianguiate his position at sea.

Many types of digital data are

now routinely overlaid on a singledisplay screen. If the same symbologyis not used for ali ofthe data, thendifferent parts ofthe display couldportray the same types of features

The evolution of mapsymbology within thedomains of topographic,hydrographic and aero'nautical information hasoften resulted in thesame feature beingrepre s ente d differe ntlyon maps or charts....

with different symbols. The possibil-ity even exists that the same symbolcould be used to represent completelydifferent things within the display'sgraphic window. Therefore, theGeospatial Symbols for DigitalDisplays development has attemptedto standardize the representation of allgeospatial information across theentire VPF family of products.

Despite this, there was such astrong tradition for each of the churchsymbols in their respective communi-ties that this became one of the rarecases when both symbols wereimplemented in GeoSym. When therewas a choice of different commonlyused symbols for the same feature,then usually only one of the symbolswas included in the symbol set.

Symbols from the most widelyaccepted source were ordinarily givenpreference.

You Can't Tell the Playerswithout a Program

In the same way that a programtells a fan which player occupies eachposition on the field, GeoSym uses

nearly 3,000 rules to assign one ofmore than 750 symbols to a particularfeature. These rules also specifydefault dispiay characteristics for anyVPF attribute, such as a depth sound-ing value, that may be displayed as

text. These incLude font, text size,

color and justification, as well as thetext's offset position from the attrib-uted feature.

GeoSym Goes to Sea

One of the most importantchanges in the new prototype is thatsymbols for nautical and hydrographicfeatures now conform to the Interna-tional Hydrographic OrganizationCoiour and Symbol Specifications forElectronic Chart Display and Informa-tion System (ECDIS). This is a criticalstep in NIMA's effort to have DigitalNautical Chart (DNCJ data recognizedunder the Safety of Life at Sea(SOLAS) Convention as suitabie foruse in ECDIS systems. This will allowthe Navy and other DNC users to rollup their paper charts and navigate in acompletely digital environment.

Sperry-Marine, Inc., and NIMAentered into a cooperative researchand development agreement (CRADA)

to adapt Sperry's Integrated BridgeSystem to use DNC data directly andto use the standard symbologydeveloped by NIMA for its display.Plans are to have GeoSym symbolsand rules integrated into NIMA's FullUtility Navigation Demonstration(FUND) sofiware as well as the JointMapping Tool Kit [MTK) module ofDoD's Common Operating Environ-ment (COE) which will be used inmany DoD systems currently beingdeveloped.

The ECDIS display standardrequires that each symbol be renderedwith different colors depending on thevarious lighting conditions that existon a ship's bridge throughout the day.Bright, highly contrasting colors are

required when the display is bathed inbright sunlight. Subdued tones are

used to help maintain the night visionof those keeping the watch overnighton a dimly lit bridge. I

t6 | THE EDGE I JUNE 1998

Web Sites EstimateRetirement Annuitiesby Lisa E, StaffordAmerican Forces Press Selice

With all the hoopla about downsizing and buyoutsthese days, many federal workers are confused about theirretirement pensions.

Two federal World Wide Web sites may make thingsclearer. One is the Department of Defense's HumanResource Center at htto://www.hrsc.osd.mil/benfits.htm.The site contains valuable overviews of both the CivilService Retirement System (CSRS) and Federal EmployeesRetirement System (FERS) and software DOS-compatiblesoftware for the former that easily converts to Windows.

The other site (www.finance. gsa. gov/csrs 2.htm ismaintained by the General Services Administration. Anddespite a banner that announces use for CSRS employees,it features a downloadable Microsoft Excel spreadsheet thatallows off-line calculations for the CSRS or FERS, andcombined FERS and CSRS.

Users need to know the average oftheir highest threeyears' salary, the number of service years and the sick leavebalance they will probably have when they retire. Inseconds, they'll know their estimated annuity at retire-ment-or how many more years they'll have to work toearn the annuity they want.

The web site calculators are quick and easy to use.

Actual annuity will depend upon several factors, such as

step, merit increases, cost-of-living increases and electionsfor survivor and life insurance benefits. Consult vourpersonnel office for these exact figures. I

Thrift Savings PlanRuns Through luly 3l

The semiannual open season for the Thrift SavingsPlan is running through July 31.

During this open season, Civil Service RetirementSystem (CSRS) and Federal Employee Retirement System(FERS) employees hired before Jan. 1 are eligible to make a

first time election to participate, to increase or decrease

contributions, to allocate contributions among threeinvestment funds, or to cease participation elected duringa previous open season.

Elections should be made by completing Form TSP-1,Thrift Savings Plan Election.

For NIMA Department of Defense affiliated employ-ees, electlon forms for this open season must reach HRRC,

Mail Stop L-zB,by close of business July 31. For CIAaffiliated employees, forms must reach the Thrift Division,Room L017, by close ofbusiness July 31. Forms receivedafter July 31 will be returned to the employee unproc-essed. I

Michael G. Platter, a planner/estimator with NIMA's MissionSupport in St. Louis, died April rO

after a brief illness.He spent 25 ofhis 29 years of

federal service with NIMA and itspredecessor organizations in St.Louis,

Platter began his career as asecurity guard and worked throughmany positions before becoming a

member of the Mission Support SpaceManagement team.

"Mike was one of the mostcustomer-oriented people in MSW,"said Rich Flauaus, chief of the SpaceManagement Branch, St. Louis. "Helead the Tiger Team that was respon-sible for the successful consolidationof [Human Resources] from the NorthAnnex leased facility to the SecondStreet complex. This consolidationsaves $72,000 in annual lease costs.Mike will be missed very much."

Platter was married for almost 27years. He is survived by his wife,Patricia, and three children, Amanda,

Jennifer and Matthew.

Leonard A. Washington, a retiredNIMA employee, passed awayrecently after a long illness. Washing-ton had served as the pest controlmanager in the St. Louis FacilitiesEngineering Branch.

Gregory F. Luig, 73, who retiredin 1981 from a NIMA predecessorDefense Mapping Agency, passedaway recently. A cartographer for 30

years with the DMA AerospaceCenter, St. Louis, he spent themajority of his career in Geodesy.

Michael G. Platter

THE EDGE I JUNE 1998 | l7

NIMA Data

or pilots who plan flight routes, revising plans at a

moment's notice is part of the iob' And according to

one Air Force navigator, NIMA data accessible by a

commercial software package have more than proved their

value."Diversions are easier to do using FalconView," said

Maj. Joel Carlson, a mission navigator and Glohal Position-

ing System (GPS) proiect officer for the BOth Airlift Wing'

Ba"sei at Andrews Air Force Base, the Bgth's duties include

flying the president, vice-president, cabinet members and

other high-ranking delegations.The software provides air crews with detai)'ed maps,

imagery and other critical data supplied by NIMA' Using a

laptop computer and FalconView, pilots can quicklyu"""ti Co-pressed ARC Digitized Raster Graphics(CADRG), Electronic Chart Update Manual Data, Con-

trolled Image Base (CIB), Digital Terrain Eievation Data

(DTED) "ttd

Digitul Aeronautical Flight Information File(DAFIF).

"I see FalconView as a bridge from hard copy maps to

digital geospatial information," said Nick Bekanich, a

cartographer in the Geospatial Information Management

Division (GIM).FalconView provides customers a low-cost way to use

NIMA data and signals from the GPS's constellation of

satellites for flight planning and in-flight moving map

display.- ni Nnr,la, the team responsible for CADRG produc-

tion uses FalconView to review the final compressed

images before a new CADRG dataset is sent for replication

and-distribution. The CADRG production system allows

the review of individual image frames, however, withFalconView, quality reviews can be made on the entire

frame dataset."It is easy to use and provides the user with multiple

layers of geospatial information quickly," Bekanich said'

Keep Top Government Officials Soaringby lennifer Lafley

Carlson foundFalconView to be a valu-able tool to help with flightplans for a high-rankingdelegation that was Part oflhe President's recent IriPto Africa. "Africa's lack ofsuitable fields that can be

diverted to is notorious toaircrews," said the naviga-tor, who needed to divert toanother airfield during thetrip.

"Once we set theFalconView to display anY

suitable field with 7,000feet of runway, we immedi-ately found several withinrange," he said. "Theapproach to unfamiliarairfields was easy, thanksto the big picture view ofthe surrounding terrainprovided by CADRG andFaIconView.

"With this system, wecan filter out unsuitablerunways immediatelY," he

added. "Normally, thatprocess could take hours."Another feature that has

proven a real time saver is

the ability to use micro-computer workstations forquality review for the

t8 I THE EDGE I JUNE 1998

CADRG production team,said Bekanich.

The CADRG data usedby FalconView is actuallycompressed from ARCDigitized Raster Graphic(ARDG). ADRG is a digitalraster format of NIMAhardcopy maps and charts.

"What was once a

paper aeronautical chart isnow scanned, digitized,georeferenced compressedand copied to a CD-ROM foruse by customers withFalconView," Bekanichsaid, NIMA's customersnow have the option ofordering the data on CD-ROM. If those data areneeded to support crisisoperations, users candownload the data lromNIMA's Open SourceInformation System (OSIS)

file transfer site and havethe data ready for use inminutes.

"FalconView is nowthe Air Force standard forcockpit moving mapdisplay," Carlson said. I

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FalconView providesthe ability to layerdifferent NIMAgeospatialinformation givingcustomerc a customview of their areas ofconcern.

Top Photo: DigitalAeronautica) FlightInformation FileAeronouticolBoundary (DAFIF)and airfieldinformation )ayersoverlay a TacticalPilotage Chart.

Middle Photo: DAFIFAeronauticalBoundary andairfield informationlayers with renderedDigital TetainElevation Data.

Bottom Photo: DAFIFAeronauticalBoundary withAirport InformationText Data overlay anOperationalNavigation Chart.

THE EDGE I JUNE 1998 t9

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