Dylan Griffiths, Author at CACI

How Air Inform operationally supports the Royal Air Force

Posted on: 29 August 2023

BACKGROUND

RAF Digital supports the Royal Air Force Air Command through the provision of operational and capability analysis. The scope of this support encompasses air missions, people, goods, reconnaissance, surveillance, air transport, refuelling and air interdiction.

In such a complex organisation that is at the heart of British Defence, some decisions made can be of national criticality. The RAF must be confident that all relevant information is available without delay to decision makers, at any location, at any time.

This intelligence is also vital in planning change. For instance, if an airframe is being considered for retirement, what impact will that have on other equipment and services, and what altered support arrangements will follow?

With this in mind, the RAF needed a Digital Twin to be able to view the connected operational landscape and make informed plans, reliably and efficiently. This is where CACI’s support came in.

THE CHALLENGE

Defining these information services and understanding their complexities was the first challenge. Air HQ Commands a complex range of mission capabilities and activities, which are dependent upon information delivery across a large portfolio of information systems and services.
Designing a solution that would ensure the data collected would be to the right level of detail. While all relevant intelligence was already in existence, it was in silos—geographically dispersed and in the heads of SMEs, on spreadsheets and other documents in differing formats. In many instances, the amount of detail presented a “wood for the trees” problem, and many sources were not easily understandable. A lack of any unifying information system meant that in a typical situation, decision makers would have to telephone SMEs and others in multiple locations to gather information and make significant efforts to assimilate that information into a usable format that could inform decision making.
SMEs, along with most other personnel, move post every two years, meaning that expert knowledge is lost.

THE SOLUTION

At a top level, the requirement was to help RAF Digital drive mission-focused information system transformation across all Air domain Mission Vignettes.

Core to the requirement was to deliver knowledge of what equipment is in place, and where, so that operations such as air missions can successfully proceed. This requires a single view across 25 platforms, 4500 information services and 120 mission vignettes.

RAF Digital sought a service that could assemble data in consistent formats from multiple sources, relating to a variety of equipment and services. The solution needed to:

Be interrogatable using many filters.
Produce reports both in tabular and highly visual styles to aid understanding.
Be consistent in presentation of data despite inconsistent input sources.
Maintain up-to-date information through an ongoing managed service with CACI to continue to deploy our skilled business analysts.

This is where Air Inform came to be. It is a software tool that enables a user to see how the RAF is organised in terms of information flows, modelled in terms of aircraft and operational capabilities.

Critically, it enables RAF decision-makers to understand the data exchanges required to support a mission, including pre-flight, during flight and post-flight phases, and the systems required to support these exchanges. Hence, these decisionmakers can easily answer questions such as what systems are required to support a deployment and what operational capability a system underpins and, thus, identify vulnerabilities and redundancy and inform replacement programmes.

At the heart of Air Inform is a complex operational architecture. A workshop process was key to eliciting the information, understanding connections and establishing the optimum depth of detail. During this initial phase of joint application development, both CACI analysts, SMEs and other stakeholders created an effective working partnership.

Following the architecture’s development, CACI created a system for intelligence collection and analysis and overlaid it with visual models to present actionable intelligence from multiple perspectives to end users. Key features include scenario modelling and inter-dependency visualisations by mission as well as platform and information systems (Ground, Air & Space).

Security was also important: the system can be air-gapped, and a version classified as “secret” is available.

In terms of technical capabilities, Mood software was used as an object-oriented approach for the visualisation of components to create metamodels and define the relationships between features in a solution architecture.

THE RESULTS

Air Inform is now embedded within the organisation and is effectively supporting decision makers which not only saves time, but improves the quality and speed of their decisions. Several benefits have already been recognised, including:

RAF Digital can now plan effectively for replacement of airframes.
Interdependencies are now better understood, meaning that changes can be made without unexpected gaps in service provision that could affect the RAF’s ability to deliver its commitments.
Financial management is now supported, helping to avoid over, or premature, spend.
Intelligence is no longer bleeding out as people move on, thus maintaining the integrity of the knowledge base.
New personnel can now quickly understand their working landscape.
Security is now protected through more secure data transfers.
Data architecture now identifies inefficiencies and drives improvements.

If Air Inform was removed, more personnel would have to be deployed back to managing and analysing data, with a less accurate and speedy outcome. Flt Lt Connor Maguire MEng RAF, elaborated on the vital role that CACI’s support has played in achieving their goals.

CACI’s support has been pivotal to capturing and modelling our Enterprise Architecture, in a format that aligns to our operations.

In line with our strategic aim to continually improve efficiency and effectiveness of our investments, this architectural modelling of complex mission capabilities improves understanding which enables more effective future Air Capability planning.

Flt Lt Connor Maguire, Master of Engineering (MEng), Royal Air Force

THE FUTURE

The architecture-based structure of the solution means that going forward, extensions to functionality can be identified and planned for with confidence. Several opportunities are now under consideration, including the ability to view and act upon equipment obsolescence or end of life data.

Read the full customer story here >>

Discover more about Mood >>

How CACI provided a Digital Twin concept for Defence Fuels Enterprise

Posted on: 16 June 2023

BACKGROUND

While improving your operations is essential to moving your organisation forward, associated risks can make it hard to take the leap. The ability to model changes and predict the impact of any decisions provides substantial advantages.

CACI’s Digital Twin capability offers these advantages, with realistic and reliable data that guides the way towards a successful future. Serving as the real-time digital counterpart of any system, it produces a virtual representation of simulated situations. This helps decision-makers action improvements in cost and availability, resilience and performance, and compliance and safety.

The Digital Twin draws on our Mood software, a large-scale data visualisation platform that integrates systems to create a single working model for management and planning. Combined with the Digital Twin, it enables modelling of potential solutions and ensures all stakeholders work towards the same strategic and operational goals.

THE CHALLENGE

The Defence Fuels Enterprise (DFE) needed to understand the past and predict near and distant future events regarding fuel movement within an air station. Therefore, CACI developed a proof of concept (PoC) to test out the application of a Digital Twin design in collaboration with the MOD’s Defence Fuels Transformation. This PoC identified three use cases of increasing sophistication that would broadly cover the Digital Twin concept and help the DFE overcome their visibility challenges, including:

Understanding what has been happening:
Showing fuel efficiency, holdings and asset utilisation issues
Predicting the near future:
Supplying an ‘early warning’ of upcoming situations that could lead to issues.
Testing further reaching change:
Enabling changes to an air station to be made and tested as though they were actually happening.

THE SOLUTION

To develop our PoC for DFE, we followed best practice principles including selecting use cases and benefits and engineering based on CACI’s DevSecOps methods, using readily available technology and services. Our PoC was carried out over three months using Agile sprints, with five roles delivered and several supportive methods
carried out to solve DFE’s challenges, including:

A front end that allows operators to interact with, track or control what it does. Our PoC included a user interface allowing direct interaction with a visualisation of the structural model, including a representation of the decision processes.
Structural models that act as the central definition for everything else the twin does. For instance, a ‘Bill of Materials’ of the system to be twinned could be created, laying out all components and connections.
A data pipeline that takes data from sensors or business systems. Ideally, every manual procedure would be monitored through an app, and every automated procedure would be managed with the aid of real-time sensors. We wanted our PoC to show what could be achieved by simply using declassified data from the Bulk Fuels Information System (BFIS) regarding fuel movements and from Future Fuels Management Tool (FFMT) regarding stock holdings.
Predictive models that can learn from actual behaviour to predict what might happen next. These models are trained on historical data to identify patterns and trends. This allows them to predict future events with a high degree of accuracy.
Machine learning models for prediction. We used a small sample of historical data concerning requirements for refuelling vehicles given a certain demand, allowing an ‘early warning system’ to be created.
Simulation models for testing the effect of change. We adapted and integrated an existing Defence Fuels Enterprise simulation model, Fuel Supply Analysis Model (FSAM), to test how a unit would operate given changes to the configuration of refuelling vehicles.

Our PoC ultimately defined an appropriate architecture, implemented a Digital Twin solution, proved it could be built using available cloud tech and skills and demonstrated a low-cost front end. It proved its ability to generate hundreds of thousands of pounds of savings (per month, per air base) and significant productivity benefits, offering faster, more objective information.

RESULTS

All three use cases from our PoC showed improvements that would support a human decision-maker. The project’s many achievements included:

Defining the architecture of a ‘Digital Twin of the enterprise’ suitable for the Defence Fuels enterprise.
Implementing a Digital Twin solution to define a ‘simplest possible’ example for each use case.
Showing that such a solution could be built using cloud technologies and skills readily available to MOD, based on models, data pipelines, machine learning and simulation.
Demonstrating a low-cost front end that provides decision-making support and encourages the enhanced automation of decision processes.

Read the full customer story here >>

Discover more about Mood >>

How Mood helps NSCHT drive business value out of their information

Posted on: 15 May 2023

BACKGROUND

North Staffordshire Combined Healthcare Trust (NSCHT) is a leading provider of mental health, social care, learning disability and substance misuse services in the West Midlands. It is one of only two specialist mental health Trusts rated ‘Outstanding’ by the Care Quality Commission (CQC).

The Trust needed to improve the management, dissemination, and availability of meeting outcomes, committee reports, and project work. The Trust’s overall aim was summed up in the promotional strapline for the project, “All our actions. All our projects. All in one place.”

THE CHALLENGE

The Trust had a robust – albeit complicated – matrix of inputs/reporting from frontline managers into documentation in various formats. Directors and leaders (particularly Executive Directors) had to individually review Action Logs from Highlight Reports, Board Papers, and Committee Assurance Reports, to see the Trust’s management landscape.

As a result, two clear goals were set:

Increase the Trust’s efficiency
Support faster achievement of the Trust’s core strategic objectives by reducing the incidence of missed or overdue actions.

To achieve this, the Trust endeavoured to provide all staff with a single secure point of web access where owners could oversee all actions, update and report on progress and keep track of actions. However, they required a solution that could support these efforts.

THE SOLUTION

CACI’s Mood no-code software augmented NSCHT’s secure web access in the following critical ways:

It created an opportunity to develop functional solutions rapidly along with trial designs with users.
It gave the means to create interlocking functional “modules” and initiated the Trust’s building of three capabilities which formed the foundation of their new Unified Knowledge Layer (UKL):

Meeting Manager
Action Manager
Personal Dashboard

Meetings are set up using Meeting Manager, where users can assign attendees, set out agendas and supply links to papers, allowing attendees to access everything they need in one location. Notes and actions can be captured during or after the meeting and are available to everyone. Actions can be assigned following the meeting and can be edited in Action Manager. Interested parties can then view the outcomes, papers and more in this single place, including browsing back to earlier meetings. Filters also allow for focus on a single meeting type, theme or even a single accountable owner.

Actions, whether from a meeting, project checkpoint or even a performance review, can all be input directly into Actions Manager.

Alternatively, actions can be uploaded in bulk from a spreadsheet. Actions can be viewed through several filter-enabled lenses, such as an executive owner, action lead, topic, project, overdue, etc. They can be updated online and are visible instantly to all interested parties.

The Personalised Dashboard gives a user immediate visibility of all actions assigned to them. This presents a clear view of priorities so they can provide updates or delegate as necessary.

Added beneficial features include the solution’s Single Sign-On design, which links the Active Directory and removes the need to sign into UKL. It also includes Access Controls, where certain information can be available only to a restricted, need-to-know audience.

THE RESULTS

NSCHT is now equipped with new digital functionality and is currently implementing it across the wider organisation. The Trust regards the UKL as one of the primary choices for implementing new, digitised management information and intelligence – including upcoming new modules for stakeholder engagement and Active Listening.
With fewer actions missed or completed late, various initiatives are now completed more efficiently, with less time spent on chasing updates. Management time is also more dedicated to items with the greatest priority, and senior management are better able to gauge the landscape to assess the general health of activities.
Mood’s no-code design helped the Trust rapidly design a prototype alongside key Trust staff and make it available for trial. While the solution was developed incrementally, user value was delivered from an early stage.

We are delighted to announce the launch of an exciting new way for our people to manage their actions, meetings and projects – the Unified Knowledge Layer (UKL).

The launch of the UKL is the culmination of a two-year project, initially begun as a key deliverable of the Corporate Recovery Group. It will be rolled out in a sustainable, phased period over the Spring.

Liz Mellor, Chief Strategy Officer, North Staffordshire Combined Healthcare NHS

THE FUTURE

CACI has been delighted to work with NSCHT and enjoys the working relationship, leadership, and creative input received from the NSCHT team throughout the process. The Trust’s leadership team is keen to continue broadening the use of UKL both through encouraging use by all staff and by extending functionality over the next few years into new modules delivering added capabilities.

Read the full customer story here >>

Discover more about Mood >>

How can your organisation take tangible action on creating a sustainable business?

Posted on: 18 January 2023

Benchmarking against a new global stocktake

At the 28th UN Climate Change Conference (COP28) towards the end of 2023, the first ever global stocktake concluded as a benchmarking process for countries and stakeholders to measure against. With a rapidly closing window of opportunity to make environmentally conscious change, this stocktake encourages a reassessment of where countries and stakeholders stand in terms of climate action and support, identify any gaps and strategise on solutions to accelerate action. This stocktake will also hold countries and stakeholders accountable for their policies and commitments towards genuine climate change.

In support of this stocktake, High Level Champions and the Marrakech Partnership created the 2030 Climate Solutions: an Implementation Roadmap, a comprehensive framework which businesses can reference to set and achieve their climate change goals by 2030.

Climate change is the issue of our time, and we all know that we must do our bit. But nailing down what bit we are supposed to be doing can be harder than expected. If you’re manufacturing goods, it’s a bit easier – but the vast majority of organisations are run online with little physical input or output. As businesses especially are expected, and indeed want, to reduce their carbon footprint, they may find themselves wondering… where do we start?

How to identify tangible actions for business-wide change

To meaningfully reduce carbon emissions and create sustainable business models, businesses must be able to identify specific tangible actions that are realistic for initiating change. The granular details can add up to a substantial difference, and what makes sense to one organisation may not to another. Nonetheless, what remains clear is the necessity of change.

Access to comprehensive carbon emissions data

The time has long passed where organisations can afford to stumble around in the dark when it comes to their environmental impact. In fact, by 2030, greenhouse gas emissions must be reduced by 43% and global heating limited to 1.5°C.

What businesses really need is comprehensive, transparent and insight-led data on their carbon emissions. This data is critical in decision-making, anticipating future demand and analysing the marketing campaigns’ success. So, why wouldn’t we expect it of our impact on the environment? Leveraging technology to take control of their data to make it understandable and actionable is a crucial and essential step forward.

How CACI’s Environmental Hub can help create sustainable businesses

Using CACI’s highly reputable Mood data visualisation platform to distill each component of your business and connecting disparate data, the Environmental Hub generates informative and actionable insights that drive effective decision making.

But understanding your current position isn’t necessarily very helpful without data on how to make improvements. From the top 5 power consumers, you can view a selection of Green Alternatives – i.e., more low-energy efficient alternatives to your current components. Selecting one allows modelling of what difference that choice would make. There’s also info on energy suppliers, including cost savings and whether they are providing green energy.

This begins with a top-down view showing power use across an organisation split by location, which is then benchmarked against equivalent miles driven and trees needed to offset. From there, users can browse locations, investigate connected infrastructure from hardware linking into applications and determine which applications support services in each department.

At this stage, any item’s power usage can be viewed in just one click, alongside a comparison of other items. It’s here that you can see where your carbon footprint is really coming from – and start to make changes.

From the top five power consumers, you can view a selection of Green Alternatives (i.e. more low-energy efficient alternatives to your current components). Selecting one allows modelling of what difference that choice would make. There’s also information on energy suppliers including cost savings and whether they supply green energy.

Once you’ve begun to make changes, however, you must be able to see what kind of progress you’re achieving. The Tracking view shows detailed data over time and is logged against Green Initiatives to highlight the where and when impacts were made. Over time, organisations can build a truly holistic and well-informed picture of their carbon emissions.

Book a demo for CACI’s Environmental Hub here and find out how it could help your organisation reduce its carbon footprint.