Compass 2025

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Introducing the Compass 2025 Theme

“Better Data, Better Analytics, Better Prepared”

The phrase "Better Data, Better Analytics, Better Prepared " highlights the importance of having high-quality data and effective analytical methods to improve preparedness. This year’s theme emphasizes the importance of having high-quality data and effective analytical methods to improve preparedness for situations, including those involving geospatial data. By investing in better data collection and analytical techniques, organizations can make more informed decisions and be better prepared to respond to emerging challenges.  

-Mr. Scott Ensign, GISP, Geospatial SME & DAF GeoBase PM

Better Data – collecting accurate, complete, and timely geospatial data is essential for effective geospatial analytics. This collection may involve using advanced sensors, drones, or satellite imagery to collect data, as well as implementing quality control measures to ensure data accuracy.

Better Analytics – using advanced analytical techniques, such as machine learning or statistical models, can help extract insights and knowledge from geospatial data. These techniques may involve using geographic information systems (GIS) or other analytical tools to visualize and analyze data, as well as collaborating with experts in data science or statistics to develop analytical models.

Better Prepared – by having better data and better analytics, organizations can be better prepared for various situations, such as natural disasters, public health emergencies, or military operations. For example, accurate and timely mapping of disaster-affected areas can help emergency responders plan and coordinate relief efforts, while advanced analytics can help predict and mitigate the impact of climate change on vulnerable communities.

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BUSINESS INFORMATION SYSTEMS & MISSION SUPPORT directorate (CB)

Administers civil engineer information technology (IT) through data management, IT governance and system configuration. This directorate is responsible for safeguarding and sustaining our civil engineer IT solutions to ensure the Air Force Civil Engineer Center is equipped to deliver the functional capabilities required for mission success. This directorate, made up of three divisions, also provides command action support by managing AFCEC's workflow processes and corporate infrastructure, overseeing and implementing strategic programs, and delivering mission critical functions to Tyndall Air force Base, Florida. Other primary mission capabilities of the directorate include human resources oversight, unit training and unit deployment management, and recognition and civilian development programs for the enterprise.

Business Systems Division (CBF)
Serves as the Financial Investment and Audit Readiness (FIAR) lead for Civil Engineer (CE) Enterprise Information Technology (IT), reporting status and risk to senior leaders and driving FIAR compliance across the CE Enterprise IT portfolio. CBF executes continuous process improvement (CPI), innovation, and the duties of Information Owner for CE Enterprise IT systems to ensure cybersecurity compliance and data confidentiality, integrity, and availability. 

Additionally, the division executes the duties of the Domain Data Representative for CE, advising the A4 Data Officer regarding priorities for data initiatives and projects within the CE domain as well as appointing CE Domain Data Stewards, ensuring effective and comprehensive execution of the AF CE IT and geospatial engineering programs.

Mission Sustainment Division (CBM)
CBM develops acquisition strategies to execute the CE enterprise investment strategy while providing world-class mission support to AFCEC and applying Category Management principles across the Air Force.

CBM delivers core expertise for AFCEC in a wide range of programs and heavily relies on mission support personnel located at both headquarters Joint Base San Antonio-Lackland and Tyndall AFB, as well as personnel in each of the AFCEC directorates. The division performs as AFCEC’s command and mission support office, delivering command action support and human capital management while managing and sustaining over 20 diverse programs and disciplines that enable effective and efficient AFCEC organizational operations.

The division also develops acquisition strategies and ensures contract tools are available to execute the CE enterprise investment strategy while applying Category Management (CM) principles across the Air Force, focusing on facilities and construction. Through the implementation of continuous process improvement and innovation practices, strategic communication, executive assistance support, and corporate development, this division bolsters AFCEC’s business operations and procedures.