Guidebook on Integrating GIS in Emergency Management at Airports (2013)

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P a r t I I How to Start and Manage a GIS-EM Integration Initiative at an Airport

17 A well-defined vision reflects the “big picture” of an intended initiative and, therefore, constitutes the first stage of the GIS-EM integration initiative management process, as shown in Exhibit 3-1. C h a p t e r 3 Vision Exhibit 3-1. GIS-EM integration initiative management—Vision Stage.

18 Guidebook on Integrating GIS in emergency Management at airports Research and Review In this first step, you should first consider researching how GIS is successfully used in EM at other airports. You should also assess your own EM history to identify past accomplishments and shortcomings or inefficiencies, especially considering the use and impact of technology. Best Practices/Lessons Learned Setting a vision for the use of GIS in EM operations requires an “eyes wide open” perspective on the potential opportunities and benefits that can be achieved. It is prudent to consider the potential application of GIS throughout all phases of your EM responsibilities. To that extent, this Guidebook includes Appendix B, which discusses such benefits and opportunities in detail, and Exhibit 3-4, which provides a summary overview. Understanding the use of GIS within EM by other entities provides an opportunity to consider its possibilities. The transportation industry, along with emergency response organizations, has used GIS in emergency operations through a variety of methods, as shown in Exhibit 3-2. The following exhibits provide a high-level summary of GIS use in EM. They have been developed based on published literature research as well as extensive interviews and case studies (refer to Appendix C), including the following: • Port of Seattle/Seattle-Tacoma International Airport (SEA); • Port of Portland/Portland International Airport (PDX); • City of Phoenix – Aviation Department, Phoenix Sky Harbor International Airport (PHX); – Police Department, Airport Bureau, and Bomb Squad; Exhibit 3-2. GIS application areas in EM. This chart provides a general overview of application areas in which GIS has been successfully used in EM activities and situations across the four EM phases.

Vision 19 – Fire Department; and – Collaborative workshop exercise; • Amtrak; • County of Lexington, South Carolina, Public Safety, Emergency Medical Services; and • Dallas Fort Worth International Airport (DFW) extended interview. Each case study report concludes with a summary of key takeaways and valuable lessons learned. All such valuable information has been incorporated into the development of this Guidebook. Note that some of these application areas span many phases. For example, historic incident analysis can be done as early as during the recovery phase, but most often it is performed during the mitigation/planning phase as part of various assessment and analysis activities. The analysis results can then affect response unit management plans and efforts developed during the preparedness phase. Therefore, the application area has been assigned to the phase where it is most often used. Exhibit 3-3. Specific GIS functions by application area. To give a more comprehensive view of how GIS has been applied to EM, this table describes specific functions of GIS in the various application areas as shown in Exhibit 3-2. Due to the size of this table, only a very small portion is shown here; the full version is provided in Appendix D for those who are interested in a more detailed explanation of application areas. EM Phase Application Area Examples of Specific Functions R es po ns e Response Unit Management (Response) Coordinating the efforts of emergency response units/groups Displaying and coordinating multiple response units in case of simultaneous instances in different locations Evacuation Route Analysis Determining who needs to be evacuated and the best evacuation routes (uses real-time traffic data including road closures, etc.) Exhibit 3-4. Summary table—GIS application areas and functions in EM at airports. This table provides a summary overview of how those application areas and specific functions have been, or can be, used at airports. Appendix B provides detailed discussions of specific best practices, benefits, and opportunities of integrating GIS in EM relating to the information in this table. (continued on next page) Application Areas Mitigation/ Planning Preparedness Response Recovery Assets: - Mapping - Identification - Damage Assessment - Rebuilding Actions - Asset Identification - Aerial Photos of facilities on airport proper and surrounding territory - Facilities Layout - Interior Floor Plans - Maps locating and identifying emergency- related assets and evacuation routes - Maps locating useful & vulnerable assets - Maps showing staging areas for off- site responders - Maps showing assembly areas and evacuation routes based on actual event data - 3-D Maps - 360° BIM tool - Asset Damage Assessment - Rebuilding/ Restoration Activities - Recovery Actions Management - Financial/ Accounting Management

20 Guidebook on Integrating GIS in emergency Management at airports Exhibit 3-4. (Continued). Application Areas Mitigation/ Planning Preparedness Response Recovery Performance Allocation Analysis - Resource Capacity Analysis - Incident/Vehicle "Replay" - Historical Analysis Used to Improve Training Hazards & Risk/Vulnerability Assessment - Hazard Identification - Aerial Photos of Terrain of Airport and Surrounding Territories - Monitoring Potential Hazard Conditions - Disaster Modeling - Water Flow/Drainage Analysis - Security Regulation Improvements - Research & Development - Early Warning System - Bomb Blast Tool - Environmental Site Analysis - Short-Term Predictive Hazard Modeling - Maps Showing Natural Hazards - Recovery Actions Management Resource Management: - Response Units - Inventory/Supplies - Dispatch - Tracking - Response Unit Management - Resource Inventories - Response Unit Management - Evacuation Analysis - CAD/E911 Dispatch - Mobile/GPS - AVI/AVL Tracking - Resource/Supply Assistance - Supply Logistics Management Training/ Emergency Plans: - Plans - Exercises - Scenarios - Emergency Plan Development - Emergency- related asset maps for training & simulations - Evacuation maps used for training and simulations - Emergency Plan - Updates/ Improvements Communication: - Public - Incident-Based - Security/Dispatch - Public Notification - Public Notification/ Assistance - Communications with GIS Maps (wireless, real-time) - Automatic Notification System - “Smart-pen” mapping solution - Situational Awareness - Technical Decisions - Public Guidance/ Education Historic Incident Analysis: - Best Practices - Resource Capacity/ Allocation - Vehicle Assignment & - Historical Analysis Used for Lessons Learned & Best Practices - Area Coverage Analysis - Resource - Vehicle Assignment & Selection Analysis - Vehicle Efficiency & Performance Analysis (speed data) - Analysis Based on Archived Event Milestones Timing - Post Incident/ Accident Investigation & Planning Resource Management: - Response Units - Inventory/Supplies - Dispatch - Tracking - Response Unit Management - Resource Inventories - Response Unit Management - Evacuation Analysis - CAD/E911 Dispatch - Mobile/GPS - AVI/AVL Tracking - Resource/Supply Assistance - Supply Logistics Management

Vision 21 Historic Airport Emergency Event Assessment The next step in developing the vision moves your research from a broad perspective to a focused look at specific operations. This includes an analysis of past airport emergency events as well as looking at the specific hazards identified in your airport’s AEP. The period of time defined as past should be sufficient to include many events while considering the availability of information or resources familiar with past events. Evaluating the application and role of GIS in the plans for each hazard could augment a historic event assessment. Tool 3-1, Airport Emergency Event Assessment Tool, provides a form where these issues are evaluated and analyzed. TIP: Archived organization charts may provide you with insight on people who were in positions to have had some connection or engagement with past incidents. TIP: Tabletop exercises are a great way of pulling out the kind of information needed here. For more information refer to Exhibit 5-2. High-Level Need Using the information from your research puts you in a position to describe and document, at a high level, the technology and functionality that would provide benefit to your EM efforts. Based on your discovery of the potential value of GIS to your EM operation, you can identify Scenario: Event Size: Small Intermediate Large Event Type: Historic Event Simulated Event GIS EM 1. Mitigation/Planning Phase (Before an Event) - Has this type of event been previously identified? - Are historic events like this documented? - What considerations about potential regulations need to be addressed? - What tools and technology will be used? 2. Preparedness Phase (Before an Event) - How well have plans been formulated to address these events? - Assess and report on how you meet or need to comply with current regulations related to these events. - What considerations about potential regulations need to be addressed? 3. Response Phase (During an Event): - What was handled well? - How could response have been improved? - Could GIS have helped in the response effort? 4. Recovery Phase (After an Event): - Were any best practices identified? - What lessons were learned? - What action items have been identified and assigned? Tool 3-1. Airport Emergency Event Assessment Tool. Instructions: Pick a recent small, intermediate, and large event and analyze how the events were handled–from both GIS and emergency response perspectives– across all four EM phases. Consider the hazards identified in your airport’s AEP in your assessment.

22 Guidebook on Integrating GIS in emergency Management at airports the functional areas of EM responsibilities where GIS provisions are currently unavailable. GIS provisions could include anything from access to a GIS where currently none exists to enhanced GIS capabilities that can provide added value to EM operations. Technology needs would encompass not only GIS in general, but also consider EM operational responsibilities. EM organization roles could be used to identify technology needs. The following questions, for example, could assist you in assessing a high-level need: • Do the first responders need to have mobile devices to receive and send information? • Are there specific roles, such as Incident Commander, responsible for communication between multiple EM operations? • Is there a need for tools capable of user interaction in EM planning and training? At this point of progress, it is necessary to only identify the need at a general level and not get into the specifics of the types of devices or details of an application or functional use. Make sure you incorporate your answers to these, and/or similar, questions into the development of your vision statement at the end of this stage. The high-level needs assessment provides a direct input to developing the EM objectives for your vision. Establish EM Operations Objectives The EM operation objectives should identify the goals and responsibilities of the organization and demonstrate how one or more of the high-level needs will support or enable the objective to be achieved. For example • Need: GIS data to provide information to EM supervisors for resource decision making. • EM Operational Goal: The EM operations team must be able to respond to all EM incidents within 7 minutes. The objective could be stated that GIS data is required to support emergency management supervisors in making resource allocation decisions in order to achieve the 7-minute response goal of EM operations. The EM operation objectives may also be a subset of the airport’s objectives (i.e., for bench- marking toward the objective of “best run airport”). Also, where a GIS may already be in place, the vision objectives may support the GIS program objectives (i.e., the program objectives include the input of all high-quality data in GIS and make it available to all airport operations). TIP: You may have multiple objectives that lead to an end goal that cannot be accomplished in one single initiative. In that case, you may want to group objectives together into multiple phases, steps, or milestones. Again, make sure you include your operations objectives as part of the vision statement. Assess Organization Prior to embarking on an initiative to invest in the acquisition of a new GIS for the purpose of developing EM operation applications, you should take a thorough look at the potential to use existing GIS environments that may be available within your airport or through other connected organizations. The GIS Organizational Dashboard, as shown in Exhibit 3-5, can get you started on locating an existing system. A GIS that is already operational within your airport provides an opportunity to use an existing system, applications, and infrastructure that may already be available to EM operations. Such a system may require only minimal extension to provide the needed access, thereby reducing the cost estimates of the initiative. If your airport does not have an operational GIS, other options may

Vision 23 still exist. Depending on the organization structure of your airport (i.e., municipality or authority), there may be an operational GIS in a peer organization. Another opportunity may exist where a functional GIS is used within the organization of a mutual aid provider. Access to such a system may be a challenge; however, simply recognizing the existence of the GIS may lead to the opportunity to share GIS data. Further investigation is required to discover the GIS availability to your organization and the process necessary to access the system. Although your airport will have its own internal structure and/or its own specific position within a municipality and/or authority structure, the following two exhibits can further assist you in determining where to discover existing GIS. For more detailed discussions please consult the case study reports in Appendix C. TIP: When reviewing GIS options, do not let “standards” get in the way of opportunity. Tools exist today that can help move data across standards very effectively. See FAQ and standards discussion for additional information. Therefore, a key to developing a solid vision is to assess your organizational situation and how your airport fits within an overall structure. To be able to identify opportunities and risks that can affect the initiative, an organizational overview needs to include the existence and place of all GIS within this structure. It will also benefit your effort to identify the appropriate leadership and stakeholders (the next step in developing the vision). Please note that a detailed assessment of your current GIS environment is not done during this stage. You will perform that task as the first step during the Resources Stage (Chapter 4). Exhibit 3-5. GIS organizational dashboard. The following graphic depicts where you should look for an existing GIS that is potentially available to your EM operations. EXISTING GIS? AIRPORT EM Yes/No AIRPORT Yes/No MUNICIPALITY Yes/No MUTUAL AID PARTNER Yes/No PORT Yes/No County Public Safety Organization Fire Department Emergency Medical Services EMS GIS (User) Emergency Preparedness Communication CAD System EMS GIS (Server) County Sheriff's Department County Planning & GIS Department GIS (Server) GIS (User) Exhibit 3-6. Sample organization chart—GIS as part of a county municipality. This exhibit provides a sample organization chart depicting where GIS can be found within a municipality and how GIS fits into the overall organizational picture.

24 Guidebook on Integrating GIS in emergency Management at airports Identify Leadership and Stakeholders Research revealed a consistent theme by both airports and non-aviation industry organizations experienced in GIS and EM initiatives: these types of projects can not be successful if conducted in a vacuum. Even if you are able to achieve the result of an implementation, the value or benefits expected from the system or application may fall far short and, worse, could diminish over time. The credibility of a system will be quickly damaged when data is out of date or inaccurate, systems or functions are unreliable, or ease of use does not exist. TIP: Take a broad view and consider all possible stakeholders that could even remotely be a touch point to the initiative. An inclusive approach increases the opportunity for success. A quick way to develop adversaries is to leave out a key contributor or supporter. A common situation in airports is the lack of realizing opportunities for sharing geographic spatial data or information and the value it can provide to EM operations. GIS may be a system currently in place and valued in many airport operations, but may not be used at all—or minimally—in planning, preparedness, incident response, or recovery within EM responsibilities. Airports that do not have GIS in place within their operations will face the challenge of bringing leadership to recognize the value of GIS, in addition to the specific benefit to those responsible for the airport’s EM operations. You will need to progress along two paths to acquire the necessary support to enable a successful GIS-EM initiative, as follows: 1. Engage the airport’s leadership or executive team. This is critical to not only gain initiative sponsorship, but also to elevate and maintain the sense of urgency throughout what could be a lengthy process and a substantial monetary investment, depending on the scope. Executive leadership will need to see the vision of the initiative and have a clear understanding of the objectives and expected outcomes. Exhibit 3-7. Sample emergency operations and GIS system structure for a multi-division entity. The following chart provides a sample organization chart depicting where within the same organization GIS systems (in italics) can be found and how GIS fits into the overall organizational picture. ENTITY National Control Center Police/Security Police Incident Management System Security Situational Awareness Tool 360° BIM Tool Operations Emergency Operations Crisis Management System Vehicle Tracking Tool Engineering Asset Management System Engineering Asset Database

Vision 25 2. Engage the various GIS and EM stakeholders. This is crucial because an operational GIS provides data and/or functionality to EM operations and will require input from these stakeholders throughout the organization. These could include technical resources to ensure a compatible, reliable, and maintained infrastructure and system environment as well as resources necessary to provide administration of the system including data input and maintenance. Therefore, you should identify those stakeholders that • Can benefit from the GIS-EM initiative, • Are empowered to accept and drive process ownership within their organizations, and • Are authorized to assign resources from their organizations as required throughout the initiative and after implementation. A case study conducted at the Port of Portland investigated two attempts at implementing an enterprise GIS environment. The first attempt was unsuccessful in meeting the objectives because executive leadership and management sponsorship was not established. There was no stakeholder buy-in, stakeholder involvement was limited and did not include the engineering team. No communication plans were developed, nor were any communication processes set up. The second, very successful, attempt took the lessons learned from the initial effort into account and approached the initiative with proper leadership and stakeholder identification and, ultimately, buy-in, as shown in Exhibit 3-8, with emphasis on communications. For more detail, please consult the Port of Portland Case Study Report in Appendix C. To form your own leadership and develop a vision for your initiative, Tool 3-2 is used to start a GIS-EM Integration Committee and work on the guiding vision for the integration of GIS and emergency management. Exhibit 3-8. Port of Portland organization chart (GIS-EM leadership and stakeholders). The following chart provides a sample organizational breakdown of GIS-EM leadership and stakeholders in the case of an entity that is part of a port authority.

26 Guidebook on Integrating GIS in emergency Management at airports Tool 3-2. GIS-EM Integration Vision Tool. Instructions: Step 1. Develop Leadership/Stakeholder List; Step 2. Develop a Vision Statement; Step 3. Develop Committee List. Step 1: Develop Leadership/Stakeholder List. You should identify those airport executives, and also leaders from mutual aid providers and other stakeholder entities, that need to understand and agree with the vision for GIS-EM integration. You should reach out to those mutual aid providers to inquire about existing stakeholder lists and contacts. A simple table, as shown in Tool 3-2a, can be used to list these leaders. This list will be expanded with more detail under Step 3. Organization Contact Name Tool 3-2a. Vision Tool Step 1: Leadership/Stakeholder List. Step 2: Develop Vision Statement. The main purpose of developing a vision statement is to engage and stimulate your organization involved in EM to verbalize the goals for integrating GIS with EM operations. This exercise will help your airport ultimately obtain the collaborative vision for GIS integration in accordance with EM objectives. These objectives could include, for example, using technology to improve response time, save money, offer better service, maximize resources, improve collaboration, etc. The vision statement is crucial, because it will not only drive the type of inputs and outputs needed for GIS-EM integration, but also how the system’s architecture will be developed and implemented. To develop the vision statement, leaders identified under Step 1 should all finish the sentences shown in Tool 3-2b in their own words. These statements should then all be consolidated into one comprehensive, overarching, yet clear and precise vision that is refined and approved by all involved. In making a statement about GIS-EM integration, please complete the following sentences: 1. Our goal is to be ______________________________________________________________________. 2. We will do this by leveraging ______________________________________________________________. 3. And we will ensure that we anticipate________________________________________________________. 4. And we will invest in_____________________________________________________________________. 5. And we will be known for_________________________________________________________________. 6. And we will work with unyielding___________________________________________________________. Tool 3-2b. Vision Tool Step 2: Vision Statement Development Guide. Step 3: Committee Establishment/List. Buy-in continues when your airport creates a GIS-EM Integration Committee that includes representatives from the list created in Step 1 above. The committee should be led by a GIS-EM integration chairperson, who typically is a representative of your airport. The goal of your airport’s committee will be to analyze and implement new uses of GIS in emergency situations, whether it occurs in the mitigation/planning, preparedness, response, or recovery phases. Contact details for the GIS-EM Integration Committee and for points of contact for agencies during an

Vision 27 emergency are recognized as being sensitive information. It is recommended that you maintain the potentially sensitive 24-hour contact information separately in an appendix of a finished GIS-EM Integration Plan, which will allow the information to be updated without affecting the plan as a whole. See Appendix M-A3 of the Model GIS-EM Integration Plan. At this point you should have developed the vision statement. The committee list (sample is shown below), is a useful tool that is an extension of the leadership/stakeholder list from Step 1 and includes more details. GIS-EM INTEGRATION COMMITTEE [Please modify this table as appropriate for your needs, and add additional rows as necessary] Organization Contact Name & Phone Number Alternate Contact Committee Chairperson Airport Operations Leaders Airport Emergency Operations Leaders/Airport Emergency Responder Leaders (ARFF) Airport Executive Leadership Airport Public Safety & Security Leaders (Airport Police/Security) Law Enforcement (Local Sheriff/Police) Fire/EMS (Local Fire Department)/Emergency Management Agencies/Red Cross FAA/Transportation Security Administration/National Transportation Safety Board Immigration and Customs/Customs and Border Protection (ICE/CBP) / Federal Bureau of Investigation Centers for Disease Control and Prevention/Salvation Army City/County/State Agencies Airlines Air National Guard/Air Marshals U.S. Coast Guard/Harbor Patrols Note: Contact details shown are for the representative’s organization office. Contact details for the Committee and points-of-contact for agencies during an emergency event should be listed in Appendix M-A3 of the Model GIS-EM Integration Plan. Tool 3-2c. Vision Tool Step 3: GIS-EM Integration Committee List.

28 The second stage of the GIS-EM integration initiative management process, as shown in Exhibit 4-1, concerns assessing your airport’s current state of GIS and emergency manage- ment as well as getting the organization prepared to launch an initiative through preliminary planning activities. C h a p t e r 4 Resources Exhibit 4-1. GIS-EM integration initiative management—Resources Stage.

resources 29 Current GIS Environment Critical to developing a strong plan for your GIS-EM initiative is the research and identification of available GIS environments, if one exists, as was done at a high level during the development of the vision. The best research approach for this is an “inside-out” look, examining a GIS that would be most readily available and accessible to your airport’s EM operations. Only after exhausting all possibilities of using an available GIS would you consider purchasing and imple- menting a new GIS software solution for the purpose of EM functionality. Your approach to identifying an available and useful GIS will inevitably engage you in addi- tional research as you investigate the maturity level of a GIS. The maturity level of a GIS refers to the system ownership, data availability and accuracy, and the processes in place supporting the system. A GIS considered highly mature would include • A large number of data layers, • Multiple user groups accessing the GIS data, • Established maintenance procedures, and • A high degree of accuracy. Some organizations (e.g., a fire department and/or police department within a municipal organization) may have multiple GIS in different entities or departments solely for the purposes of that department or entity. In this case, the policies and procedures may not permit the con- sideration of using their GIS for your airport EM purposes. However, the potential for sharing data still exists. Data sharing is discussed in more detail in Chapter 5. As you are investigating the availability and maturity level of an existing GIS, Tool 4-1 guides you in a qualitative assessment. This tool is meant to document GIS resources available for GIS-EM integration. The resulting list will provide additional considerations for review during your assess- ment process. A more detailed resource and data analysis is performed in the Launch Stage. Current Emergency Management Environment A qualitative assessment of the current EM organization will provide a means of helping you identify the areas that will be addressed by your initiative. This assessment is comprehensive— you should factor in all EM aspects of your operation, not just those using GIS. For those EM operations that are impacted by GIS, you should review EM policies and procedures because they will most likely need to be changed. Once the assessment is completed, a comprehensive training policy must be developed to ensure that all EM agencies are able to take full advantage of the GIS during operations. Tool 4-2, Emergency Management Environment Tool, is intended to describe the overall EM efforts at your airport. An understanding of the current EM environment is needed for Exhibit 4-2. GIS maturity meter. The following graphic shows how the GIS maturity level can differ among various GIS.

30 Guidebook on Integrating GIS in emergency Management at airports Tool 4-1. GIS Availability and Accessibility Tool. Instructions: Write down your responses and notes as well as additional considerations regarding the questions listed. GIS resources available for EM can come from multiple sources. Fill out this tool individually for each resource identified. Assessment Question Response/Notes Identification: - Name of the department, agency, or entity with GIS. - Is this an airport-owned GIS? - Purpose/main use of the GIS. Maturity: - Assess the combination of data, maintenance procedures, data accuracy, and user access. - Assign a maturity level of either low, medium, or high. Capabilities: - What do the existing GIS environments provide? - What organizations and/or departments use this GIS? - Do organizations share GIS? If so, how is this accomplished? - Do you have an MOU or Principles for Operating? - Are there regular meetings for sharing? Upcoming Development: - Are there forthcoming enhancements outside of EM? Data Availability: - What data exists? - What additional data needs to be collected and who can do this? - What processes exist for engaging the GIS (access, data sharing, data maintenance)? Data Accessibility: - Who accesses the GIS data? - How is the data accessed? - What other applications use the data? Tool 4-2. Emergency Management Environment Tool. Instructions: Describe the overall EM at the airport. List the quantity and purpose of existing EM equipment available to you. Emergency Management Environment Notes: 1. Create a narrative overview of the EM environment at your airport. 2. Provide a bullet list of equipment and missions to ease readability.

resources 31 identifying opportunities to integrate GIS. You should consider addressing the following questions: 1. What are the resources that make up the organization? – Equipment and assets? – Staff with EM operations responsibilities? 2. What function do they perform? 3. What systems and/or applications are currently used to perform the function? Current GIS-EM Integrations Airport EM organizations that already use GIS in their operational functions are in a great position for advancing functionality and adding value to their operations. An important step, if not already documented, is to establish an inventory of the current integrations between GIS and your EM operation. You should, therefore, include two sets of information in this inventory as follows: 1. What are the current types of equipment, such as mobile devices, how many are in use, and what is the purpose of the equipment? 2. What GIS data is provided to EM operations and what functions are performed using the data? The inventory will provide information on available resources and will help you in determining what additional resources are needed. The new or expanded EM functionality may require the purchase of additional equipment, upgraded equipment, or a completely new type of equipment. For situations where the initiative establishes the first integration between GIS and the EM organization, you need to adjust your inventory to capture the expected integration information that will help you when moving into the Requirements Definition Stage. Tool 4-3, GIS-EM Integration Tool, is intended to assist you with the identification of all GIS-EM resources available for airport use. You will not gather all EM resources with this tool; the intent is to capture equipment, software, and staff resources that are part of the existing integrations of GIS and emergency management. Tool 4-3. GIS-EM Integration Tool. Instructions: Compile a list of existing GIS-EM equipment and integrations and their purpose. Reference the GIS Availability and Accessibility Tool (Tool 4-1) to review various GIS available for GIS-EM integration. GIS-EM Equipment Quantity Purpose ARFF Mobile Data Terminals 3 View maps as part of response software Command Tablets 2 Full network access to GIS available GIS-EM Integrations Purpose Pre-Plan PDF Reports Incorporate GIS and AutoCAD into the airport’s pre-plans for hangars County Aerial Photo Server Data sharing allows direct access to current photo without loading at airport

32 Guidebook on Integrating GIS in emergency Management at airports Assess Staff The skill set of available staff is just as critical as the equipment and technology, and is important to assess. A successful implementation of your initiative may require additional staff or expanded skills that require a new training curriculum. Based on your current organization structure and the use of GIS in EM functions, the user set may cross many departments or EM groups. As with equipment, the potential for additional people resources or skill sets contributes to the potential cost of your initiative and should be addressed in determining the resource needs. Tool 4-4 assesses the availability and locations of current skill sets across your airport organization. Identify Cost Items Having assessed your GIS situation, EM resource needs, expanded or new functionality, and the skill sets needed, you will have the foundation to identify cost items to be considered for supporting the initiative. Based on your discovery, you now know the extent of the GIS perspective and whether you will be able to use an existing system or will need to consider a new implementation. Identifying the cost items will be built on some basic considerations, as well as on your resource-specific discov- ery. Initiative start-up and planned enhancements and integrations will have separate costs captured in the functional requirements and application development tools in Chapter 5. The question of how much the GIS-EM integration is costing will undoubtedly be asked. Individual enhancements and additional integrations can have a price assigned to them. The ongoing costs should also be captured. These costs come from a variety of sources, but will typically fall into hardware, software, staff, and services categories. Multiple agencies are involved in GIS-EM integrations, and each agency’s ongoing costs should be captured. Items that need to be considered include the following: • Hardware – One-time costs for new hardware purchase or upgrade/enhancement to existing hardware – Recurring costs on a refresh cycle for hardware every 3 to 7 years depending on the equip- ment type and use • Software – One-time costs for new software purchases of operating systems, applications, and devel- opment tools – Recurring costs on an annual basis for specialty applications licenses Tool 4-4. GIS-EM Skills Integration Tool. Instructions: List GIS-EM skill sets by personnel, agency, and department. Include roles and all skill sets. Name Agency Department Role GIS-EM Skill 1 GIS-EM Skill 2 Notes: 1. Individual GIS-EM skills columns need to be created for your airport. Potential GIS-EM skills include desktop GIS editor, EOC GIS user, fire MDT command user. People from multiple agencies that perform and support EM for the airport should all be listed as resources. 2. Further customize the Skills Availability tool as needed. Other columns to consider include employment status, contract end date for contract employees, 24-hour availability, and on-call status. 3. For additional skills check and list special skills or resources you feel would be an asset in an emergency situation.

resources 33 • Staff – Oversight � One-time costs for program implementation oversight by an executive project sponsor and Steering Committee members � Recurring costs on an annual basis for ongoing executive oversight – Management � One-time costs for program implementation management by functional division managers and/or a project manager � Recurring costs on an annual basis for ongoing functional division and IT division management – Implementation Support � One-time costs for program implementation support by functional division and IT division operational staff – Operation � Recurring costs on an annual basis for ongoing operational duties by functional division and IT division staff, such as data creation, validation, management, and maintenance; application development and management; and hardware and software support and maintenance • Services – Consulting Support � One-time costs for planning and design support – Implementation Support � One-time costs for project management, implementation oversight, data creation/validation, installation, application development, testing, and training – Data Management Support � Recurring costs for data management and maintenance – Hardware and Software Support � Recurring costs on an annual basis for Level 1, 2, and 3 system support and maintenance – Application Development Support � Recurring costs on a periodic basis for ongoing application functionality development – Telecommunication services recurring on a monthly basis � Recurring costs on a monthly basis TIP: Concerning cost control, using a concurrent licensing model may help with cost efficiencies by eliminating the need to have a seat license for every user. TIP: Data management, creation, and maintenance will probably be the highest cost items, so make sure you carefully identify these during this stage. Created and maintained data project costs need to be included as ongoing data management costs. Funding Potential Industry research of this vital issue resulted in a few opportunities of funding a GIS-EM integration initiative. As in most situations, funding could come from internal and/or external sources. Since, in this case, the initiative deals with a safety and security issue, some sources of funding that other initiatives could not take advantage of might also be available. Internally, depending on your specific situation, funding could be secured through your airport’s operating budget, revenue, capital improvement project bond issues, and/or Passenger Facility Charge (PFC) Program. Operational initiatives, such as this type, which provide added value, but do not meet a core business or operational requirement, may receive a lower priority than other airport needs, making it difficult for you to secure adequate funding.

34 Guidebook on Integrating GIS in emergency Management at airports Tool 4-5. Resources Cost Considerations and Budget Tool. Instructions: List budget amounts and items for the various components of the GIS-EM integration. Include hardware, software, staff, services, and any other cost discovered in this process. Use existing budgets from all departments and agencies that are involved in the GIS-EM integration. RESOURCES COST CONSIDERATION AND BUDGET TOOL – SAMPLE DATA Cost Item Agency One Time Cost ($) Recurring Cost ($) Recurring Frequency Item Detail Hardware Servers Airport IT 5 Year GIS server cluster Workstations Printers Network Equip Other… Software Server/WS OS GIS App A County Yearly Enterprise GIS purchase and annual license GIS App B Other… Staff Exec Oversight Airport Ops Yearly Airport Ops Director – 10% during imp, 5% during operation Staff Division Mgmt Project Mgmt City IT IT Project Manager for Implementation RESOURCES COST CONSIDERATION and BUDGET TOOL – SAMPLE DATA Cost Item Cost Item Cost Item Cost Item Cost Item Cost Item Imp Support A Imp Support B Op Support A Airport Plan Yearly Planning Technician 50% allocation to GIS tasks Op Support B Other… Services Consulting Project Mgmt Data Creation Installation Application Dev Testing/Training Data Mgmt HW/SW Supt Airport Ops Yearly Work Order and Asset Mgmt System Support Telecom Note: Ancillary benefits will likely result from GIS-EM spending (e.g., the public information officer creates and shares maps with system). GIS-EM will also likely have zero-cost items that should be noted (e.g., the municipality that owns the airport maintains an enterprise GIS license that allows GIS-EM users at no cost).

resources 35 Externally, funding sources could be available within the aviation industry or from security- and safety-oriented agencies. GIS efforts are currently funded by FAA grants as part of the FAA’s electronic airport layout plan (eALP) and the airports GIS (AGIS) data creation initiative. This has been an often-stated funding source. Typically, the FAA will fund creation of data related to projects for FAA purposes, but not fund the maintenance and staffing. The FAA eALP/AGIS tool is being developed as part of this initiative for the purposes of a continuous database of air- ports. The data required for AGIS is focused on FAA needs, and many airports maintain more data than the FAA mandates. Utilizing the FAA AGIS data model where appropriate will allow the GIS-EM initiative to focus on integration and not data creation. For additional information, please consult the frequently asked questions in Appendix I. Funding from external non-airport sources could include possible Department of Homeland Security grants and/or IT grants addressing security-related issues. As a whole, funding has been a challenge for many airports, but some have overcome this hurdle by creatively seeking internal and/or external sources, as described above to enable some level of funding for a GIS-EM integration initiative. TIP: When it comes to funding a GIS-EM integration initiative, you should spend some effort on researching and actively seeking out all possible support by including non-airport and security/safety-related grants and assistance usually not applicable to airport projects. Contact your mutual aid providers as a starting point.

36 During this stage of the GIS-EM integration initiative management process, the assessment and identification activities from the Resources Stage are fine-tuned to develop a detailed roadmap that is ready to be implemented in the next stage. C h a p t e r 5 Launch Exhibit 5-1. GIS-EM integration initiative management—Launch Stage.

Launch 37 Leadership and Stakeholder Buy-In During this first step you should use various tools and exercises for your benefit. One method for producing leadership and stakeholder understanding and gaining the desired buy-in is through a collaboration/integration workshop. Participants will come from the leader- ship and stakeholders previously identified as part of developing your vision. A collaboration/ integration workshop would be conducted in much the same manner as an EM operations tabletop exercise for an incident review. However, the difference in the workshop is that the objective is to discover where GIS data did provide or could have provided value to the various engaging resources during, after, or before the incident. The results of the workshop provide a greater understanding of the value GIS data can provide to EM operations as well as identify the opportunities for the greatest benefit and/or high-priority functions. As you work yourself through this process, you should consider the following steps: 1. Preparation: Establish a time limit for the exercise, such as 2 hours, being sensitive to the attendee’s investment of time in the session. Determine who will facilitate the session and establish how the facilitation will be conducted. Methods for facilitation should include what resources are needed (projector, flip charts, etc.) and how the material will be presented. Prepare, in advance, the incident description, the milestone steps taken during the incident response, and the questions that will be asked during the session. To achieve the best workshop results and to increase its efficiency, distribute the prepared information to the invitees a few days before. This will help attendees prepare for the exercise. Establish Workshop Parameters Time & Duration Location Method to Capture Information Method of Facilitation Determine Incident Actual Incident (recent) Actual Incident (historical) Hypothetical incident Identify Participants Stakeholders engaged in the incident Stakeholders that should have been engaged but weren’t Stakeholders that maybe should have been engaged but weren’t Develop Incident Milestone Steps Major steps conducted during incident Determine steps where communication is required Determine steps where a stakeholder may engage Develop Questions What GIS Data/Information was used What GIS Data/Information was available What GIS Data/Information would be beneficial Prepare Matrix Questions (rows) Milestone steps (columns) Conduct Workshop Examine each milestone step Respond to questions Capture responses Collaboration / Integration Workshop – Planning and Preparation Process Exhibit 5-2. Collaboration/integration workshop—planning and preparation process. The following graphic presents the planning and preparation process flow for a collaboration/ integration workshop.

38 Guidebook on Integrating GIS in emergency Management at airports 2. Incident: Determine an incident, preferably a recent, actual one, familiar to the attendees. An event from the past or a hypothetical incident will work as well. 3. Milestone Steps: Establish the key or milestone steps that took place (or would take place) during the chosen incident, for example • Response Phase – Evidence of incident (reported) – Incident response initiated – Identification of impacted locations – Incident scene response—secure area – Incident scene response—redirect passenger flow – Incident scene response—monitor/manage secured area – Incident scene response—eliminate threat • Recovery Phase – Clean up – Incident terminated – Incident post-mortem 4. Questions: At each milestone step, ask simple questions to get clear answers, such as • Information You Had – What information did you receive? – Where did you get the information? – What did you do with the information? • Information You Should Have Had – What information did you need? – Is the information available? If yes � Who has the information? � How can the information be delivered? � What would you do with the information? TIP: When conducting the workshop, participant answers to the questions should be captured with the identification of the participant’s role and responsibilities. 5. Participants: To make this workshop a success, make sure you invite the proper stakeholder participants. You should include representatives of departments or organizations that were, or would be, actually involved in the incident. In addition, representatives from other emergency response operations, technology (or GIS) expertise, municipal departments (if applicable), and landside and/or airside operations are relevant. Since the objective is to capture how GIS data was used or could have been used, all participants should have a data-centric approach coming to the workshop. 6. Workshop: The workshop itself is conducted by using the milestone steps of the incident, asking the predetermined questions, and allowing time for all responses. A member of the facilitation team is capturing all responses during the session and should request clarification, if necessary. At the conclusion of the workshop, the responses will enable the stakeholders to analyze the opportunities of GIS value in either new data that is needed or new access or functionality to available data. TIP: This type of workshop should not be used as a one-time exercise. As described, workshops are multidimensional, multipositional, and multipurpose and should be conducted periodically to check the progress of initiatives and the benefits that have been achieved. For a sample Milestone Matrix that was prepared for and used during a case study workshop at Phoenix Sky Harbor International Airport, consult the City of Phoenix Case Study Report on page C-25.

Launch 39 These workshops will be a regular part of the GIS-EM at the airport. Newly completed integra- tions should be assessed as part of the workshops. Ask questions to evaluate the newly completed integration in terms of effectiveness, maintenance, and cost. Use Tool 5-2 for this task. Develop Emergency Management Requirements With the vision clearly established and the direction of the initiative understood and commu- nicated, you should now develop the requirements in alignment with the initiative objectives. Defining the functional requirements is a critical step toward the success of any initiative delivery, as they provide a means to ensure a solution can meet all expectations. The collaborative approach that you have now established enables all stakeholders to provide input toward building the functional requirements. This inclusive method helps minimize surprises and continues to build strong support for the initiative. The requirements will help establish the expected capabilities of a system or application that are required for the functions of the EM organization. You may need to assess the current processes of the EM organization during this step because desired system functionality may impact process steps, roles, or responsibilities. State the requirements in as detailed a manner as possible. Include information such as desired features, data or information to be presented, and the role and/or responsibility of the intended user. A functional requirements document, as shown in Tool 5-3, outlines the needs of a GIS-EM integration from a business perspective without discussing the technical details. Understanding the integration need, features, stakeholders, data requirements, and nonfunctional requirements allows the GIS-EM Committee to understand the overall needs and benefits of specific integration tasks without costing or building. The nonfunctional requirements section of the functional requirements allows for general requirements like usability, performance, and system limitations to be captured. GIS Deep Dive The GIS-EM Committee will have to understand and maintain a very detailed picture of the GIS-EM environment, including hardware, software, and network resources in order to identify and design integrations that will benefit the airport EM. Tool 5-1. GIS-EM Collaboration/Integration Workshop Tool. Instructions: Since you should consider conducting various collaboration/integration workshops to both identify areas for integrations and assess completed integrations, use this tool to log the date and purpose of each workshop as part of the overall GIS-EM integration effort. GIS-EM COLLABORATION/INTEGRATION WORKSHOP Please modify this table as appropriate for your needs, and add additional rows as necessary. Date Workshop Name Description 1/1/2012 Initial GIS-EM Workshop 8/22/2012 Cessna 172 Fire Tabletop Revisit recent event focusing on the integration of GIS and EM

40 Guidebook on Integrating GIS in emergency Management at airports Tool 5-2. Assessment/Audit Tool. Instructions: Fill out the audit portion of the tool prior to the workshop. This base information will be available as the assessment is taking place. The assessment questions allow for both qualitative and quantitative evaluation. ASSESSMENT Consideration Audit DEFINE What was the purpose of the integration? BENEFITS List benefits of integration. DEPENDENCIES List dependencies of integration. COST What direct costs were incurred for integration? Is there added maintenance cost or administrative time because of this integration? MAINTENANCE What will be the required level of existing staff commitment during the data preparation and GIS construction process? How long is this expected to remain active? Is there a retirement date for this integration? STAFF Who will use this integration? Who administers this application? HARDWARE/SOFTWARE/NETWORK How is the integration accessed? EVALUATION Consideration Assessment BENEFITS Was the integration written as specified? Does this make a portion of EM more efficient? COST Does more need to be done to make this function as needed? MAINTENANCE Is data current? STAFF Is additional training needed? Is additional staff time needed to operate? HARDWARE/SOFTWARE/NETWORK Will this integration tax the existing technology infrastructure? Hardware resources should capture all of the devices that serve or use GIS-EMS data. Software includes the applications on airport hardware and any external sources or applications or data like websites, cloud storage, and hosted solutions. Network communication and periodic synchronization to standalone systems must also be understood. Hardware, software, and network resources all have vulnerabilities that you should document, and potentially mitigate, by utilizing Tool 5-4. The knowledge of what is available and what is planned enables you to prioritize and execute GIS-EM integrations for maximum value.

Launch 41 Tool 5-3. Integration Functional Requirements Tool. Instructions: Use this tool to define the needs of the integration. Specific information is needed in terms of purpose, data used, and requirements. This tool defines the need without defining the specifics for an integration. GIS-EM Integration Overview Describe the integration Note: Write this description without technical language so it can be understood by all. Data Needs GIS-EM Data ID # Data Name Description Data Type User Need Common data name Simple description so readers not familiar with the data will understand. Tabular, GIS, link to other system Create, Read, Update or Delete Note: Pull GIS-EM Data ID #, Data Name, Description, and Data Type from the GIS-EM Data Model. Functional Requirements Required Feature Description Data Requirement Stakeholder Responsibility Map navigation Determine tools needed including pan; zoom in, zoom out; legend and layer control; zoom to full extent. Airport base map County map Contractor to build interface Current weather Enable 911 dispatch to consider weather conditions in response to response efforts. NOAA system IT responsible to keep data feed active Note: Functional requirements are user-specified functions, tasks, or behaviors that the proposed system must support to meet the business need. A general description of the requirement is needed, along with the data requirements and any specific responsibilities. In addition to the user-specified functions, include system functions that are required by the integration to access and retrieve data in other systems. Nonfunctional Requirements Required Feature Category Description Priority Usability Application accessibility from the field (i.e., mobile laptops) Usability Availability (i.e., system must be available 7 days a week/24 hours a day with the exception of planned maintenance) Reliability Spatial data accuracy (i.e., inputs must be accurate and maintained for reliability) Performance Application needs to support 10 concurrent users Supportability Standard configuration (i.e., administrative staff need to be able to perform standard configuration functions with little or no impact to users, such as adding new users, adding new spatial layers) Note: Nonfunctional requirements describe the “attributes of the application” or “attributes of the application environment.” They do not describe the behavior of the application (functional requirements). Priority should be listed as current or future; future is included so the design can factor known changes coming at the airport. There are several types of nonfunctional requirements (usability, reliability, supportability, and performance), which are described below. Usability: Requirements describe the ease with which the system can be learned and operated by the intended user. Reliability: These requirements describe the degree to which the system must behave in a user-acceptable fashion. Supportability: These requirements are related to the ability of the application to be easily modified to accommodate enhancements and repairs, including coding standards, maintenance access, and maintenance utilities. Performance: Requirements related to performance include such items as user load factors, bandwidth or communication capacity, throughput, accuracy, reliability, and response times under various loading conditions.

42 Guidebook on Integrating GIS in emergency Management at airports TIP: If you have an established GIS program, check with them as they may already document this type of information. Building your data processes in a similar format will improve success downstream. GIS and the related data should be considered an airport asset that you should maintain. Large amounts of money and time go into creating GIS data, which must remain current to be valuable to the airport. Data standards are needed to ensure reliability and effectiveness of the data used in GIS-EM integration. Standard naming conventions, formatting rules, and layer definitions create a logical foundation for the GIS layers. You should define spatial accuracy and completeness in the data standards for each layer. Different layers will have different spatial accuracies based upon the method of collection used to create and update the data. Therefore, understanding the accuracy of data will allow you to use the data appropriately. Data ownership, update responsibility, and update frequency build confidence in the data layers as resources for the integration can be relied upon without the concern of using data that is from a mystery source and not being updated. You should define procedures for updating and use of the data in order to allow for successful planning of specific GIS-EM integrations. Also, some integrations will create or update data and, if the allowable methods for those operations have been defined, a successful integration can be built. Data standards enable sharing of GIS data between agencies and departments. Knowing the format of the data that will be shared allows you to design and build GIS-EM integrations Tool 5-4. Hardware/Software/Network Resources Tool. Instructions: Capture and maintain the current hardware, software, and network resources available. Update as needed. Modify the rows and columns to match your environment. Tracking limitations and vulnerability will allow the GIS-EM committee to make informed decisions with a complete picture of the technology available. Network Speed Limitations Status Vulnerability LAN 100 MB 1GB update in 2014 WAN T1 Connectivity to downtown Active Wi-Fi 100 MB Gaps in coverage Active Hardware Location/Number Limitations Status Vulnerability Mobile Data Terminal (MDT) 3 Active Connectivity EOC/DOC workstations 12 Active IT GIS Server 1 Active No redundancy Tablets 2 Planned Laptops 7 Active Connectivity Software Seats Target Users Status Vulnerability WebEOC 5 EM Active Failover in place ArcGIS Desktop 5 GIS, Ops, Planning Active Network license Google Maps 25 All airport staff Planned Network connectivity

Launch 43 that rely on outside data for critical components. Inconsistent data that changes column headings or spatial extent can topple an integration if a data update removes critical features. Changes to the data structure or extent do occur, but those should be communicated in advance of the change. When the change is designed, you should inform the partners that participate in the data sharing and give them time to modify their systems to accept the modified data. Since specific methods of automated data sharing exist, you will also need to define them in the data standards. Utilizing data standards results in improved data quality and confidence, efficiency of data collection, and enables successful integration with multiple data sources. You should explore any existing data standards at your airport and the agencies involved in the GIS-EM integration. You should also identify any conflicting standards and adopt standards for the GIS-EM integration. Data Model An efficient method for standardizing and modeling your data is to manage a spreadsheet or database to track all of the data available to the system. A data model, as shown in Tool 5-5, captures the information that is used in the GIS-EM integration. You should list each data source and GIS layer individually and the specific information associated recorded. The GIS-EM coordination team should maintain its own data model since it combines data from various sources. You should also track key information with each data layer including the source, update frequency, and update responsibility. Future data layers should also be captured in your data model. Tool 5-5 can be used to quickly assess what data is available and what is planned to be added. The data tracked for each layer should quickly give you a picture of the data that is part of GIS-EM. Data Access Many and varied applications and interfaces access or edit the data that is part of a GIS-EM integration. Some examples include the following: • Desktop GIS users can access and edit GIS data. • Computer-aided dispatch information can use base data to identify locations and create information on specific calls. • Mobile applications can present photography and track maintenance on hydrants. Tool 5-5. Data Model Tool. Instructions: The GIS-EM Data ID # column is how you should reference the data layers; assign a unique number to each layer. The other columns in the model address access, security, sharing, accuracy, and maintenance. A completed data model gives a comprehensive picture of the data available. Tool Segment: Data Model – Considerations GIS-EM Data ID # Data Name Description Data Source Update Frequency Update Responsibility 1 Hydrants Public and private hydrants at airport Ops As-built and annual inspection Ops-GIS Technician 2 Aerial photo 6-inch countywide orthophoto County GIS Planned annual updates County GIS

44 Guidebook on Integrating GIS in emergency Management at airports In considering the data model, you need to understand how the data is cataloged and how it is accessed. To control the data properly, you should develop an inventory of the means of accessing the data, including what accesses the data, so you can identify potential access and vulnerability for data security. You should track the data access and edit capabilities with the memorable acronym CRUD, as shown below. By using create, read, update, and delete (CRUD) you can capture the different functions that can be performed to the data. Many Web viewers are read-only and would be marked accordingly. Desktop GIS tools typically have full control over GIS data, but can not create work orders or dispatch requests. Tool Segment: Data Model – Access GIS-EM Data ID # Data Name Airport Ops User Police User Fire User City/County Agency User 1 Hydrants R R C, R, U, D R Legend: C=Create; R=Read; U=Update; D=Delete Data Security Data security will address whether any of the CRUD operations tracked under data access can actually be performed. You can control create, read, update, and delete at the layer, data column, or individual record, as needed. In addition, individual security controls are maintained by the application or database that owns the data. Also, management should dictate specific tools and methods for enacting data security. Tool Segment: Data Model – Security GIS-EM Data ID # Exceptions Security Options Airport Ops User Police User Fire User City/County Agency User 1 Default R R C,R,U,D R Exception Data Column 1 Valve Last Turned R,U R R R Exception Individual Record Note: The detailed information can be stored as either a second sheet in the data model spreadsheet or as information grouped under the layer name. Legend: C=Create; R=Read; U=Update; D=Delete Data Sharing GIS-EM integration can be successful and affordable because it uses data from many different sources. Using data from many sources means that you have different restrictions on use and sharing from the data providers. Also, you should expect that the GIS-EM will produce data that other entities want to use. Advancements in technology have made sharing large amounts of data easy. The GIS-EM Committee should address data sharing early in its existence and revisit data sharing as it updates its data model. Considerations include the following: • Amount of data to share, • What to redact, and • Sharing method (export to CD/FTP/email, direct database connection, published service, cloud).

Launch 45 Example: One airport established an Airport Resource Coordination Center (ARCC) to enhance information sharing between multiple departments such as operations and incident management, facilities, and police. The IT department provides the backbone to leverage technology and systems. The ARCC information sharing is enhanced through a connection to the city’s WebEOC. A memorandum of understanding (MOU) for data going in and out of your airport is a good idea. An MOU can be very simple or very detailed. You should seek advice from your Airport’s legal counsel. At a minimum, the MOU should • Identify data to be shared, • Include a waiver of liability, • Include method and frequency of sharing, and • Forbid resharing of the data with a third party. Example: A sample chart depicting a data sharing process from an external source to an internal GIS is provided in Appendix E. Example: A sample chart depicting a data sharing process among different organizations within a municipality is provided in Appendix F. Tool Segment: Data Model – Sharing GIS-EM Data ID # Data Name Sharing Organizations Sharing Method Sharing Frequency 1 Hydrant Airport Ops DVD of non-sensitive data Annual 2 Aerial photo County GIS Map service Continuous Note: Please consult your airport’s freedom of information policy. Data Accuracy You should address spatial and tabular accuracy. Completed metadata addresses both. Metadata can be thought of as data about the data. Additional information is tracked with GIS and other data layers that capture accuracy as well as data lineage, sharing restric- tions, and contact information. Understanding the accuracy of the data allows for appropri- ate use of the data and not making assumptions as to the accuracy or completeness of a data l-layer. Example: A sample chart depicting a GIS data accuracy update process is provided in Appendix G. Tool Segment: Data Model – Accuracy GIS-EM Data ID # Data Source Information (Collection method, date collected etc.) Data Confirmation (QA/QC review) Metadata Status 1 GPS data collection As-built surveys Created with layer, maintained 2 Aerial photography National map accuracy standards Available from county GIS

46 Guidebook on Integrating GIS in emergency Management at airports Data Maintenance A successful GIS-EMS will control its spending by maintaining only what is needed. Trying to maintain too much will overwhelm budgets. You should make an effort to understand what data is updated by other groups or outside agencies. Also, you should understand and accept those edits and the data update cycle. In addition, you should address the question concerning “how do I know I have the latest, most accurate information when I’m getting it from an external GIS?” Example: A sample chart depicting a GIS data maintenance process is provided in Appendix H. Tool Segment: Data Model – Maintenance GIS-EM Data ID # Update Frequency Update Responsibility Updated by Airport Data Maintenance Flow Chart Exists and Followed 1 Ongoing Planning GIS technician x x 2 Annual County GIS Those associated with GIS-EM integration will be responsible for updating specific data layers. Data maintenance flowchart(s) and process descriptions define the updating of a specific layer. You should repeat this approach for each layer maintained by the airport. GIS-EM integrations may affect how data layers are maintained and, therefore, you should capture and update them as the system changes. A completed data model gives a comprehensive picture of the data available. Develop GIS-EM Integration Requirements The GIS-EM integration requirements will define the expected needs from integration. The requirements may range from being a source of maps to specific data layers and detail data attributes or new GIS application and functionality. Obviously, where the need is for an initial GIS installation to support an integration with EM, the requirements will be very extensive and will need to include system administration and support requirements. You should identify requirements for any GIS interfaces with end devices in this step, too. Requirements should include not only functionality, but also the need to address data aspects. New data layers will require maintenance capabilities. Data may be available in another system and will need to be migrated, so you would need to recognize data translation and/or formatting capabilities as a requirement. Where data will be a part of an input/output function with other systems, you should capture data security expectations as well. Tool 5-6, Application Development Tool, assists you in the application of the committee’s vision for GIS-EM integration by demonstrating how functional and non-functional requirements can be implemented to support GIS-EM integration. It is important to note that while some application development will be controlled by the airport, some components will be determined by EM agencies. In addition, functional requirements can only be delivered and used if outside agencies execute the specific GIS-EM integration.

Launch 47 Tool 5-6. Application Development Tool. Instructions: When deciding how to develop application architecture for GIS, you should consider the following criteria. Consideration Description Notes Stakeholder Responsibility GENERAL Cost Budget for personnel and equipment needed to capture functional and non-functional requirements as well as hardware and software components. Software components may be either application development or third-party solution, or even a combination of both. Time to Deploy Timing involves several phases including data collection, software identification, application development, testing, and implementation. Inputs Data that is required to meet the needs of the system application. Reference or expand functional requirements Outputs Tools, maps, and interfaces that are needed by users. Reference or expand functional requirements SYSTEM SPECIFICATIONS Database How and where data is stored in tabular or spatial format. Technology Hardware (i.e., server, client, printers, plotters) and software (i.e., GIS, document management, reporting, source control) components that are needed. Security How user access is determined (i.e., ID requirements). INTEGRATION ARCHITECTURE Presentation How users will gain access to the application (i.e., Internet portal). Application How users will be able to manipulate data to view and modify outputs. Integration Methods How users will be able to integrate data from different databases and integrate various applications, including behaviors, concepts, objects, or logic common to many applications that are designed to be reused.

48 This stage encompasses carrying out the previously developed roadmap. GIS-EM solutions and applications are developed and implemented. The steps involved in the Develop and Implement Stage are highly dependent on the tech- nology management program that you engage. Whether the organization responsible for GIS technology is within your airport or a related organization (municipality, authority, etc.), you C h a p t e r 6 Develop and Implement Exhibit 6-1. GIS-EM integration initiative management—Develop and Implement Stage.

Develop and Implement 49 will need to initiate the proper steps for submitting your initiative and then follow the appropri- ate actions during development. Prioritization All of the completed previous steps provide you with the basis for any required information and documentation to now engage in the process. In many cases with multiple initiatives requiring limited resources, you will encounter a prioritization process. Again, depending on the process, you might need to include some preparation material in the prioritization effort. Such material may include a project charter, including some or all of the following: • Scope and objectives provide information on the in-scope and out-of-scope items and present the initiative’s objectives; • Requirements (high-level) define the requirements as known; • Authorizations identify the sponsor(s), stakeholders, and resources that will be engaged in the initiative; • Cost and time expectations provide cost, budget, return on investment, and expected method of funding; • Risk management identifies the risks of the initiative and mitigation plans. Whatever the required means for presenting the initiative and beginning the development, your previous effort during the first three stages will contribute greatly to the preparation task. Develop Solution The development of the solution will again be very dependent on the process used by the technology management organization. Decisions on whether to research and evaluate software purchases, application development through internal or contract resources, identifying tasks, milestones, and deliverables, etc., should all be handled through the established project manage- ment methodology in play. TIP: The strong collaborative environment that you set during the Resources and Launch Stages need to be extended to the project management team. You may need to include external resources such as vendors and consultants. TIP: Now that you have defined what you want, calling in vendors who advertise similar solutions will help to determine whether an off-the-shelf solution exists. Perhaps, with some compromises to your needs, such a solution may be available. Implementation The implementation process will include key tasks to plan for deployment. • Testing: You should develop a test plan that verifies the capabilities of the system or applica- tion to the functional requirements identified in the Launch Stage. The individual tests should include a description of the function to be tested, the steps of the test, and expected results. You should record the actual results and verify them as tests are conducted. • Training: You should develop training plans that identify the roles that will require training, how the training will be conducted, time required for and the optimal time to conduct the training, and the material and method that will be used during training. Additionally, you should develop ongoing training plans for new employees and refresher courses.

50 Guidebook on Integrating GIS in emergency Management at airports • Deployment: You should carefully plan the move to production and communicate it properly. The complexity of deployment will vary depending on the impact of the new system or application. If an old system, application, or function is being turned off, the deployment plan should ensure any data migration has been tasked, system or application access has been addressed, and start-up risks have been identified with mitigation plans. Also, depending on the scope of the initiative, a phased implementation may be desirable to turn on portions of the system over a period of time.

51 This stage addresses post-implementation tasks with the goal of reaching a strong foundation in the form of a well-functioning system capable of being refined and improved as new initiatives are developed. C h a p t e r 7 Progress and Enhance Exhibit 7-1. GIS-EM integration initiative management—Progress and Enhance Stage.

52 Guidebook on Integrating GIS in emergency Management at airports Sustain System The organization’s technology program may dictate some of the support and administration responsibilities; however, it is important that you ensure that the EM organization understands the support activities and engages with administration duties where appropriate. Support would encompass the day-to-day operation of the system as well as routine maintenance for hardware, software, and infrastructure. Ownership for administration of the system may lie in the EM organization depending on the configuration of the system and technology program policies. Administration could include user access, user role and responsibility changes, functional access for roles, and systemwide functions (such as temporary road closure or airside area closure). Additional training or retraining may be necessary to accommodate even minor changes to the system. TIP: Communication is a key component to the change management process. You should focus on developing a thorough change management plan that details support and administration duties and extends from the technology program to the system owners and users. The Business Continuity Plan (BCP) and Disaster Recovery Plan (DRP) should be analyzed and modified to include the new systems (hardware and software), applications, and function- ality that will now be critical for supporting EM operations. Since EM operations would, in all likelihood, be engaged during a disaster event that impacts airport systems, the capability to sustain functionality through redundant systems or systems that can be activated quickly at a remote site should be considered if not already in place. Again, current plans are probably included and maintained through the airport’s technology program; however, it is important to engage with technology and build the requirements needed to provide EM operations the critical functionality during an incident where the airport systems are unavailable. Acknowledge Accomplishments Once the system has been in place and a measurable time of performance has passed, the opportunity to review the system’s effectiveness and identify information that can be used in future initiatives will work to your advantage. At this stage, you should compare the stated objectives of the initiative to the results of the system. A means to quantify the comparison would be beneficial. If you established quantified objectives, then you should put in place a measurement for quantifying the outcomes (i.e., incident response time, call volume, etc.). A precursor for continuing to enhance and advance the system and/or applications you now have in place is the benefit of reviewing and evaluating the best practices as well as the lessons learned. This evaluation would be in regard to the initiative itself and to the performance of the system. You should examine each stage of the initiative as to what went well and should be leveraged in future initiatives and what steps encountered surprises or delays and why they occurred. The lessons learned provide you with the advantage to plan accordingly during future similar endeavors. Refine and Enhance Continuous improvement opportunities to your system, applications, functions, and pro- cesses will undoubtedly exist whether this is your first step in GIS and EM integration or you are at some advanced stage of progress. You should establish a method to identify such opportuni- ties through planned functional reviews, historical reviews, tabletop exercises, etc. Document and retain results to aid in the Resources and Launch Stage tasks in future initiatives.

progress and enhance 53 You should continue to use the initiative management cycle, as shown in Exhibit 7-2, through continuous improvement. However, the cycle would not necessarily need to start at the beginning. Much of the vision established at the Vision Stage will still be valid and you may be simply moving to the next set of objectives within the vision. The Resources Stage may also still be valid, but you should investigate for changes to the GIS environment and EM operations due to organization changes, other system or application influences, and possible cost considerations. If your program was planned with multiple stages or iterations for GIS and EM integrations, then you should be able to move into the Launch Stage quickly. It is important that your GIS-EM system is assessed on a regular basis through an auditing program. This will ensure that the system is living up to its expectations. A checklist of items to ensure continuous improvement is included in Tool 7-1. Exhibit 7-2. GIS-EM integration concept overview roadmap—continuous improvement.

54 Guidebook on Integrating GIS in emergency Management at airports Develop auditing system that establishes certain goals to be reached and measures the extent to which the goals have or have not been met. These goals should include o Monetary goals and o Systems output targets. Conduct systems review on a regular basis. Conduct debriefing sessions after each emergency to assess GIS performance. Conduct tabletop training exercises on a regular basis and when significant changes to GIS occur. Maintenance o Planning and monitoring of systems and hardware (balancing new technology – hardware/software version changes with stability). Provide constructive feedback to the GIS/EMS Committee. Expand GIS-EM integration as appropriate. Tool 7-1. Continuous Improvement Checklist. Instructions: A simple checklist of continuous improvement highlights touch points the GIS-EM Integration Committee should focus on once the program has been initiated.