Local and State agencies routinely handle evacuations from many incidents, including wildfires, floods, tornadoes, hazardous material accidents, and significant transportation accidents.
The first Primer in this series, Using Highways During Evacuation Operations for Events with Advance Notice, presents a comprehensive description of the process for developing an evacuation plan.
Understanding these elements will better prepare transportation officials for participating in the development of an evacuation plan that is consistent with the National Response Framework (NRF) and the National Incident Management System (NIMS). Transportation planners should have an understanding of the intended scope of the evacuation plan. Traffic Management Centers (TMCs) – Also called Traffic Operations Centers (TOCs), these facilities are typically run by a jurisdiction's DOT and are used on a day-to-day basis to monitor and manage elements of the transportation network. One of the underlying assumptions of an evacuation plan is that preplanning is one of the most important factors in minimizing the effects of no-notice incidents. Plans, policies, and procedures must be developed and responders must be identified and trained to manage the evacuation. Transportation operations members, including full-function service patrols and staff members from TMCs and Traffic Operations Centers (TOCs), must be involved in planning and should be trained and exercised in Incident Command System (ICS) principles. Evacuation plans must incorporate multiple modes, often used in atypical ways, to evacuate entire populations, including those dependent upon public transit, those with special mobility needs, and transient populations. Mutual aid agreements with neighboring jurisdictions and stand-by agreements with vendors or private-sector organizations should be completed in advance and ready to implement because procuring and deploying additional resources in a timely manner will be extremely difficult after a no-notice incident. A successful no-notice evacuation relies on an effective command structure that can be assembled quickly and efficiently. National Incident Management System – NIMS was created in 2003 by a Presidential Directive. Incident Command System – ICS is part of one of the operational components of NIMS and provides a framework that allows numerous agencies and jurisdictions to work together in response to any type of incident (all-hazards approach).
Regardless of how many agencies or jurisdictions are involved in an evacuation effort, the same guiding principles will be used for the response.
To increase transportation officials' knowledge of ICS, FHWA created the Simplified Guide to the Incident Command System for Transportation Professionals.
Personnel from numerous agencies will be involved in supporting an evacuation, and are likely to represent many disciplines, span different jurisdictions and levels of government, and include private organizations and companies. Evacuation planning at the local, regional, and State levels should involve representatives of all departments and organizations that will have a role in an evacuation. While a no-notice incident and the resulting evacuation will likely involve a delay before State and Federal officials arrive on-scene, awareness of which agencies may be involved and the potential resources they can provide is very important.
In instances where local resources are overtaxed and State and Federal resources are not immediately available, local agencies may have to turn to neighboring jurisdictions and the private sector for support. With locally based private sector resources and private volunteer agencies, the resources required may already be located somewhere in the affected jurisdiction. Figure 2.2 summarizes the potential roles of some of the key stakeholders in evacuation operations and illustrates the potential for officials from three levels of government (local, State, and Federal) and the private sector to be involved in an evacuation effort. Transportation officials and agencies play key roles during an evacuation and, therefore, should play an active role in the planning process. It is important that the DOT staff members who participate in planning forums have a comprehensive knowledge of programs and assets that may be used in an emergency. Supply transportation services, people, food, temporary sheltering, communications, medical services, clerical services, security, etc. During an evacuation, EOC officials will call on transportation representatives to provide critical data. As part of these activities, transportation agencies will need to maintain frequent communication with the emergency management agency and other entities involved in the evacuation. The first Primer in this series, Using Highways During Evacuation Operations for Events with Advance Notice, describes in detail the phases of an evacuation. Readiness Phase – The Readiness Phase does not always occur during a little- or no-notice evacuation.
The numerous challenges related to an incident with a nonexistent or minimal Readiness Phase should prompt an emphasis on transportation preplanning efforts. Activation Phase – The Activation Phase encompasses everything leading up to the actual evacuation of citizens.
Return to Readiness Phase – The Return to Readiness Phase is a transition between being operational and returning to a state of planning and preparedness. State, local, and regional emergency management plans do not fully integrate transportation agencies in their emergency planning. By keeping these transportation issues in mind during the development of an evacuation plan, plan organizers can design an evacuation in such a way as to alleviate the current disconnect between the transportation and emergency management communities.
It is my pleasure to present the 2013a€“2014 Integrated Business Plan (IBP) for Shared Services Canada (SSC). In year one, we concentrated on getting the most out of our IT infrastructure, paying particular attention to keeping the lights on for some 2 100 mission-critical systems across government. In tandem with our efforts to maintain and improve operations, we also successfully launched our three major transformation initiatives in the areas of email, data centres and networks. At SSC, we look forward to the challenges that year two will bring, which include continuing to build our new department. In collaboration with our 43 partner organizations, with the support of our employees and the bargaining agents that represent them, and in consultation with industry, we will continue, in 2013a€“2014, to build the infrastructure and provide the infrastructure services that a 21st-century government needs to succeed. Shared Services Canada (SSC) has had an impressive start on its journey of renewal and innovation.
SSC was established to maintain and improve IT service delivery across the Government of Canada, generate savings and implement enterprise solutions to transform IT infrastructure. This year, our work to renew the Government of Canadaa€™s IT infrastructure will see the procurement of a single email solution and the first steps towards its implementation.
As a key partner in the delivery of security services, SSC will continue to work collaboratively with other Government of Canada cyber security agencies to support the implementation of the federal governmenta€™s cyber security strategy and help strengthen the security of federal information and information systems. I look forward to our continued success this year in providing IT infrastructure improvements that support the delivery of modern, accessible programs and services to Canadians.
In its first year, Shared Services Canada (SSC) made great progress in building a new Government of Canada department from the ground up.
On the maintenance and improvement of information technology (IT) infrastructure services delivery, we established a comprehensive operating model promoting visibility, accountability and responsiveness. In launching the renewal of the Government of Canadaa€™s IT infrastructure, we completed an inventory of email systems currently in use and confirmed the future requirements of our partner departments. The high-level planning to consolidate data centres and transform networks has been completed, and we are working closely with our partners and with industry to identify the appropriate configuration and implementation strategies. In 2012a€“2013, SSC devoted considerable effort to developing its project management capability and bringing this capacity to bear on projects. In year one, SSC also began the ambitious work of setting up the governance mechanisms and implementing the partnerships essential to a successful enterprise-wide business approach with stakeholders both within and outside the Government of Canada. In November 2012, the Honourable Rona Ambrose, Minister of Public Works and Government Services, Minister for Status of Women and Minister responsible for SSC, launched the IT Infrastructure Roundtable (ITIR), a forum designed to bring together leading technology innovators, senior SSC officials and key government partners for dialogue on the long-term transformation agenda. We also worked hard over the past year to establish an ongoing, constructive dialogue with employees and with bargaining agents. Like all departments and agencies, SSC supported the government in its efforts to introduce measures to return to a balanced budget by 2014a€“2015.
Finally, SSCa€™s 2012a€“2013 story of achievement and success extends well beyond serving the Departmenta€™s mandate. SSC was created to fundamentally transform how the Government of Canada manages its IT infrastructure, in order to better support the delivery of programs and services to Canadians.
Under the authority of the Shared Services Canada Act, SSC is mandated to standardize and consolidate the governmenta€™s administrative services as directed by the Governor in Council. As a significant enabler of the business of government, SSCa€™s ambitious plans for the renewal of government-wide IT services represent an eight-year journey to deliver better value for money and a more robust service backbone for modern government operations.
Our work to consolidate and standardize IT services is strengthening the governmenta€™s efforts to protect the information of Canadians. In the creation of our department, we have taken advantage of the unprecedented opportunity to bring the governmenta€™s best and brightest IT talent together to form what we have been calling a deeper Government of Canada a€?IT bench.a€? Our complementary abilities and common objectives are leading to better coordination and collaboration, and are resulting in more integrated approaches and solutions. In initiating our ambitious transformation plans at SSC, we have begun to build a solid foundation upon which government operations can be renewed and partner projects delivered in order to meet the changing needs of tomorrow’s public service.
The primary objective of SSCa€™s Email Transformation Initiative (ETI) is to consolidate and modernize email services in order to reduce costs, increase security and enhance program delivery to Canadians and businesses. Planning and procurement a€“ Identifying requirements, engaging stakeholders and industry, developing the architecture and design, and planning the transition. Implementation a€“ Migrating partner organizations to the new email system and training them on how to use it.
In 2013a€“2014, procurement of the enterprise-wide email solution will be completed and implementation will begin.
While keeping up with the increased demand that is typical of government operations, our objective in centralizing the management of data centres is to improve efficiency and reduce costs. SSCa€™s objective is to design and build an integrated telecommunications network to support Government of Canada operations from coast to coast to coast and internationally. In its inaugural year, SSC structured and conducted its business on a Plan, Build, Operate and Manage (PBOM) model. In 2013a€“2014 the PBOM business model will be complemented by a sharper focus on a horizontal service view in order to deliver on our business lines: email, network and data centre transformation initiatives, plus enhancements to the Departmenta€™s responsibilities in the areas of IT and cyber security and procurement of end-user devices. The third row lists the major initiatives: email, network, data centre IT and cyber security. In its first full year, SSC gained invaluable experience supporting 43 partners as a single IT infrastructure enterprise.
Moving forward, our strategy will be to operate as a€?one SSC.a€? To this end, we will pursue the Departmenta€™s transformation agenda, ensuring that our approach to managing the sum total of our resources a€“ people and funding a€“ is fully aligned with our priorities. As presented in the 2013a€“2014 Report on Plans and Priorities (RPP), the Department has planned total expenditures of more than $1.7B (including employee benefits) to support the delivery of Government of Canada programs and services for Canadians. Figures for 2014a€“2015 and beyond include appropriations only, as the Department has no vote-netted revenue authority beyond 2013a€“2014. The second table lists human resources for fiscal years 2013-2014, 2014-2015 and 2015-2016. As our transformation work heads into the implementation phase, there will be significant changes for public servants across all partner departments and beyond.
In our first full year of operation at SSC, we focused on putting in place the management processes, procedures and controls required for a start-up federal department.
One of the key components of this management rigour is the development and application of project management methodologies and tools to deliver the complex partner and transformation projects that are the core of SSCa€™s mandate.
As part of our participation in the Management, Resources and Results Structure (MRRS) amendment cycle in 2013a€“2014, we are developing a revised Program Alignment Architecture (PAA) and a corresponding Performance Measurement Framework (PMF). We made significant progress in building our internal audit and evaluation capacity in 2012a€“2013, and we will build on this work in 2013a€“2014. Finally, in 2012a€“2013, SSC conducted an internal Management Accountability Framework (MAF) self-assessment to understand the current state of internal management rigour, control and oversight, and to identify opportunities to strengthen management practices.
SSCa€™s four priorities, presented in the Departmenta€™s 2013a€“2014 RPP, support the achievement of the strategic outcome embedded in the Departmenta€™s current PAA. Maintain and begin streamlining IT infrastructure, standardize service management to support transformation and enhance security across the Government of Canada enterprise. Government of Canada IT operations support the delivery of programs and services upon which Canadians depend. Renew the Government of Canadaa€™s IT infrastructure by launching a single email solution and by establishing plans for the consolidation of data centres and networks.
Engage with partner departments, through established mechanisms and other means, in support of effective change management and the achievement of SSCa€™s operational transformation objectives. Support horizontal management within SSC through the effective and efficient delivery of a full range of business services aligned with SSCa€™s business model. In its first year of operation, SSC welcomed over 6 000 employees from the 43 partner organizations and created a full range of business management services to support accountability for resources and results. As a key partner in the delivery of IT and cyber security services, SSC works collaboratively with the Government of Canada lead on cyber security, namely Public Safety Canada, and a host of other Government of Canada agencies to support the implementation of the federal governmenta€™s cyber security strategy.
Challenged by an increasingly complex cyber threat environment, SSC continues to work with cyber security partner Communications Security Establishment Canada (CSEC) to develop standards and identify opportunities to protect and improve our IT infrastructure.
The overall objective of the Government of Canadaa€™s cyber security strategy is to achieve cyber integrity across government. In 2013a€“2014, SSC will initiate a current state assessment of the Government of Canadaa€™s Secret infrastructure. Recent analysis of the Government of Canadaa€™s inventory of personal and mobile computing devices, or end-user devices (EUDs), found that a wide range of technologies and products (e.g. As noted in Economic Action Plan 2013, a government-wide, standardized, centralized approach to supplying and supporting EUDs would reduce costs and strengthen the security of government systems. As a first step towards this objective, as of April 1, 2013, SSC has assumed responsibility for procurement of EUD software and hardware for a broad range of Government of Canada organizations. As noted, SSCa€™s plans are listed in the Departmenta€™s RPP, tabled in Parliament in March 2013. The plans are linked to the SSC branch that holds primary responsibility with the acknowledgement that interdependencies across plans and branches can be crucial. The Transformation, Service Strategy and Design (TSSD) Branch is principally responsible for the development of consolidation and transformation strategies for the Government of Canadaa€™s email systems, data centres, network services and cyber and IT security. Complete the plan for enterprise-wide data centre services, and begin consolidation and transition activities. Establish enterprise support groups, processes, service management tools and service strategy for data centre operations, and identify early consolidation opportunities for facilities and computing environments.
Complete the plan for enterprise-wide network services, and begin consolidation and transition activities. Increase connectivity and shareability among existing videoconferencing devices, and streamline the switching infrastructure. Initiate a wireless local area network service in support of increasing mobility requirements. The work of TSSD includes an expanding responsibility for planning in the cyber and IT security domain as the need to mitigate cyber risks grows in the Government of Canada and elsewhere. Engage with partner departments, through established governance mechanisms and other means, in support of effective change management and the achievement of SSCa€™s operational and transformation objectives.
Implement the partnership engagement models developed in 2012a€“2013, which were designed to work in concert with the SSC enterprise business model to achieve SSCa€™s service objectives. Continue to engage external advisory committees and networks to help SSC advise its partners and to develop effective IT infrastructure services.
Establish effective outreach to chief information officers and IT communities of interest across the Government of Canada and the external stakeholder communities in order to communicate the vision and direction of SSC and foster the culture change towards enterprise service delivery.
Further develop strategic relationships and governance to ensure SSC involvement in partner program planning and investment decision-making, guiding and driving SSC investments to ensure sustainability of partner IT operations, and achieve business transformation objectives. Report to stakeholders, including partners and central agencies, on SSCa€™s partnership and governance progress and on service objectives and performance.
Continue the development of effective mechanisms for managing demand through integrated alignment with Government of Canada planning frameworks and demand forecasting. The Operations Branch is responsible for delivering services to SSCa€™s partner organizations and associated entities throughout Canada and in foreign countries. Continue to focus support on mission-critical systems and work with partners to improve quality of service. Expand the enterprise approach to monitoring IT operations with a particular focus on security. Implement horizontal opportunities to improve IT service delivery, and optimize resources, facilities and assets. Work with TBS and partners to develop an enterprise view of disaster recovery and business continuity. Identify and seize opportunities to remove barriers between departments in order to improve the effectiveness of IT security. SSC relies on three organizations to build and maintain a foundation of management excellence in collaboration with other branches. Continue deployment and maintenance of business systems to support agile resource and financial management.
Evolve corporate planning to integrate reporting, risk, performance measurement and business planning. Working with our partner organizations, finalize plans to consolidate accommodations for employees and initiate the development of a long-term accommodation plan.
Evolve the procurement function in keeping with plans for IT infrastructure transformation, and continue to identify procurement and contract consolidation opportunities. Develop and implement communications strategies and tools to inform and engage stakeholders.
Develop and implement the first risk-based audit and evaluation plan for internal audit engagements over the next three fiscal years and evaluation engagements over the next five fiscal years. Each branch of SSC has a role to play in achieving the common objectives of the Departmenta€™s enterprise plan for development and implementation of major transformation initiatives. Pay and Pension Modernization, led by Public Works and Government Services Canada (PWGSC), which will reduce the complexity and cost of government administration. Within SSC, PCR Branch has taken the lead in instituting a project management centre of expertise that provides standardized methods, tools and training. As a demonstration of the greater focus on interdependencies and cross-branch planning and execution, SSC initiated its 2013a€“2014 integrated planning with a series of integration workshops bringing together representatives of all branches to develop a greater understanding and appreciation of the interdependencies across branches that require deliberate and sustained collaboration.
By means of its matrix organizational model, and using specific tactics such as cross-branch planning and integration workshops, the Department explicitly generates horizontal communication flows across branches, effective use of scarce resources, timely responses to partner priorities and vigorous pursuit of its challenging transformation mandate. In 2012a€“2013, SSCa€™s team of approximately 6 000 employees was assembled from the ranks of our 43 partners to create a dynamic new organization. An analysis of the distribution of employees by age group shows the typical Government of Canada cluster of middle-aged employees in the age ranges 40a€“44 (17 percent), 45a€“49 (18 percent) and 50a€“54 (19 percent).
An analysis of the distribution of SSC employees by region shows a 76 percent concentration in the National Capital Region.
With the business of SSC centred on the provision of IT infrastructure services to our partners, the majority of positions in SSC demand specialized IT skills.
Like any organization committed to high performance, SSC must realign the focus of its people from individual responsibilities and former departmental cultures to a single, common SSC vision and leadership culture. The way we manage change affects culture, and our culture will influence the way we manage change. In 2012a€“2013, our organizational culture initiative was positioned in the context of SSCa€™s Workforce Management Strategy. One of the levers for influencing the creation of a culture that will help us achieve our business objectives is SSCa€™s Champions Network.
SSC is committed both to building its people management capacity and to pursuing the Government of Canada IT infrastructure transformation agenda. The WMS consists of five components which, together, work to reinforce a culture of excellence based on service, innovation and value.
Results for Canadians and the Government of Canada - The workforce management strategy is depicted in a flow chart diagram.
Planning a€“ Strong HR plans are critical not only to address SSCa€™s current HR needs and support employment continuity, but also to satisfy future job requirements in terms of competencies and evolving skill sets.
Employment continuity a€“ To meet SSCa€™s immediate and longer-term objectives, the HR plan must strike a balance between an indeterminate and a contingent workforce. Learning, career enhancement and re-skilling a€“ To foster a high-performance culture, it is essential to adopt a strategic approach to learning and development, career enhancement and re-skilling in order to develop the competencies of our people. Engagement a€“ Engaged employees are essential to the creation of a workplace characterized by service excellence, innovation and value for money. Enabling workplace a€“ SSC will engender a culture of excellence and performance that encourages participation (including virtual collaboration), fosters innovation and has a strong client focus.
We are committed to helping our employees, partners and stakeholders understand how and why our work will evolve, how and when our systems and processes will change, and how we will work together to accomplish our ambitious agenda. It is important to remember that our journey from point A to point B is not a straight line a€“ by definition, transformational change involves twists and turns; it will require us to listen, learn and adjust, and it will demand flexibility and perseverance.
While we do not have all the answers about the road ahead, we are committed to engaging in an open and honest way at every step of our transformation.
Building relationships with our many partners is critically important to our business at SSC.
For our organizational purposes, we have clustered partner organizations into portfolios (Economic and International, Finance, Government Operations, National Security, Science, and Social) and four regions (Atlantic, Quebec, Ontario and Western and Northern). Setting up a new organization, integrating over 6 000 employees from our 43 partner organizations and pursuing our transformation agenda means that our work and workplace must evolve over time. As a result of the Government of Canadaa€™s Economic Action Plan 2013, SSCa€™s mandate now includes the authority to procure hardware and software, including security software, for EUDs, on behalf of 106 federal departments and agencies. As part of the Economic Action Plan, SSC has invested $20M of its existing funding in enhancing the governmenta€™s telepresence and remote meeting capacity.
Over 100 SSC employees received the Queen Elizabeth II Diamond Jubilee Medal in 2012a€“2013 in recognition of their significant achievements and contributions.
2014 will be the first time SSC employees participate in the Public Service Employee Survey. During SSCa€™s first full fiscal year, welcoming incoming employees from 43 partners entailed extra work. At the second Partner CIO Forum, 57 percent of participants felt that SSC was engaging the CIO community adequately, an increase from 32 percent following the inaugural CIO Forum. This is an image of the approved organizational chart as it appears in the approved Shared Services Canada Integrated Business Plan for 2013-2014. TSSD is responsible for the development of consolidation and transformation strategies for the Government of Canadaa€™s email systems, data centres, network services and cyber and IT security services.
Service Strategies and Transformation develops the enterprise service transformation approach (people, process and technology), directs the definition, analysis and management of SSCa€™s service portfolio and leads the development and implementation of SSCa€™s business model and process framework, ensuring a disciplined focus on service management disciplines fully aligned with the PBOM business model. Enterprise Architecture develops the enterprise IT architecture design, blueprints and roadmaps for SSCa€™s architecture and associated partner project solution architecture and designs.
Email Transformation Initiative is responsible for the development of business cases for design-ready email services implementation and will develop strategic sourcing solutions and business architecture for the delivery of transformed services. Data Centre Consolidation is responsible for the development of business cases for design-ready data centre services implementation and will develop strategic sourcing solutions and business architecture for the delivery of transformed services. Telecommunications Transformation Program (TTP) is responsible for the transformation, planning and sourcing of telecommunications services for the Government of Canada, as well as the strategies for delivering those services, with a view to centralizing their administration, rationalizing service delivery to achieve greater efficiencies, reducing costs, minimizing risks and improving security and service quality.
Cyber and Information Technology Security Transformation is responsible for the development of plans and designs for Government of Canada IT infrastructure cyber and IT security services and for Government of Canada Secret infrastructure within SSCa€™s mandate. Once TSSD has completed the planning and design of transformational initiatives, PCR is entrusted with their implementation. Enterprise Project Execution provides leadership for the management of a portfolio of high-profile transformation and consolidation projects.
Business Solutions works in collaboration with SSC partners and central agencies in delivering departmental, multi-departmental and Government of Canada enterprise business projects requiring IT infrastructure solutions from SSC.
Client Relationships and Business Intake is responsible for building and nurturing business relationships with our 43 partner organizations. Project Management Centre of Excellence acts as the project management centre of expertise within SSC. Operations Branch is responsible for supporting mission-critical systems and infrastructure that deliver Government of Canada programs and services to Canadians. Operations Branch has six dedicated portfolio leads responsible for the provision of infrastructure services to our partners. The main goal of a backup is to be able to recover data that has been lost either by accidental deletion, physical disk failure, or some other corruption.
The secondary reason for a backup is to create an archive copy and thereby be able to restore previous version of a file. Keep in mind this, often overlooked, fact: The backup software and tape drive you use today need to be available and functional for as long as you plan to keep your data, should you ever need to actually restore your data.
Replication – Within IT, and especially when discussing Disaster Recovery and Business Continuity, replication refers to the act to sending an exact copy of live data to another system or location. Replication can be synchronous or asynchronous – With synchronous replication, the data is sent to the other system or location in real time and the other system acknowledges the receipt of each piece of data.
Replication can be used to send backup data or live system data to a secondary failover location. Business Continuity – While Disaster Recovery aims to allow an organization to recover its IT systems and data within a specified time frame that may be hours, days or even weeks, Business Continuity encompasses much more than just IT. A Business Continuity Plan (BCP) is usually developed from a Business Impact Analysis (BIA) that, depending on the size and complexity of the business, may take weeks and months to complete.
DR is an important subset of BC, but DR is event-based and IT specific, whereas BC is a continual, ongoing process that encompasses people, buildings, supply chain, crisis communications, transportation, security, public relations, etc., etc.
After the terrorist attacks of September 11, 2001 and the anthrax attacks in the fall of 2001, federal and state personnel provided response, recovery, and remediation under trying circumstances, including unprecedented demand on their capabilities to analyze environmental samples. In response, EPA formed the Homeland Security Laboratory Capacity Workgroup to identify and implement opportunities for near-term improvements and to develop recommendations for addressing longer-term laboratory issues.
These certifications qualify our team to work in, around and supervise employees during clean-up operations required by a governmental body and OSHA whether Federal, state local or other entities involving hazardous substances that are conducted at uncontrolled hazardous waste sites as well as Emergency response operations for releases of, or substantial threats of releases of, hazardous substances without regard to the location of the hazard. Commercial buildings, private and public facilities, processing plants and industrial sites affected by disasters have a need to out-source the technical components of their loss. When any electrical equipment has been infiltrated by water whether by flash flood or long term flooding, or has been sprayed, splashed, hosed, extinguished or has standing water in, on or around it, or housed in high humidity conditions or is sweating and or at the dew point it must be professionally assessed.
Indeed, it’s almost like getting an entirely new iOS device — not just for all the new features Apple has built into it, but because they’re all designed to hew to a single design vision and hit that intersection Cook describes above.
It is true that many people tend to use these phrases in conjunction to an event, typically used in a setting where everyone asks “What happened?” In actuality the definitions of these terms don’t vary, but the parameters, scope, and process of how these words are defined for the individual customer or client changes. This is essentially true, though I have a problem with the term “backup solutions”.  A raw backup of any files would just be an exact copy of that file. What this post neglects to point out, however, is that in every backup solution, there is a recovery solution that has to tie into the process. Flash rusting and corrosion enhanced by flooding and drying can be adverted with proper mitigation protocols. Fast action is the key to being able to restore sensitive electronics, equipment and electrical gear. NEMA’s Evaluating Water-Damaged Electrical Equipment, first published in 2004, contains excellent reference material to evaluate electrical equipment that has been exposed to water through flooding, firefighting activities, hurricanes, and other circumstances. The document provides a table summarizing recommended actions for various types of electrical equipment to determine whether they need to be replaced or reconditioned. For the first time in the healthcare industry in the United States, business continuity planning and disaster recovery capability will become mandatory for all healthcare organizations. Currently, healthcare providers in the US are visited approximately every three years (pressure is being exerted to make this more often and even surprise) by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO), which grades the entire environment of care. Medical centers in the US, especially in California, have well documented and well practiced emergency response plans.
Definition of minimum acceptable level of service and detailed actions to get to that level. Voice communications recovery planning must be done related to the overall contingency plan as well as the specific critical business units.
In the 1980s, an inter-agency cooperative effort was formed to develop a common organizational system which fire protection agencies could use in response to a very large incident, as well as smaller, day to day operations.
In 1987, the Hospital Council of Northern California completed work on an adaptation of ICS to hospital emergency response functions.


Responsibility oriented chain of command, which provides a manageable scope of supervision.
Wide acceptance through commonality of mission and language in both the public and private sectors.
Prioritization of duties with the use of Job Action Sheets, position job descriptions which have a prioritized list of emergency response tasks that promote documentation of the incident.
Applicability to varying types and magnitudes of emergency events, a flexible program which can be expanded or scaled back to meet the particular needs of a specific crisis.
Thorough documentation of actions taken in response to the emergency, which may improve recovery of financial expenditures.
The HEICS structure is a chain of command which incorporates four sections under the overall leadership of the Emergency Incident Commander (IC). There should be an Emergency Operations Center (EOC) and emergency management system in place that incorporates business recovery teams and the infrastructure necessary to support recovery.
The intensity and frequency of major natural disasters is increasing, from 100 per year in the 1970s to more than 500 per year today, according to the Harvard School of Public Health. From hurricanes to fires and floods, ice storms and earthquakes, natural disasters are on the rise, and in no field is it more critical to be prepared than healthcare. While major disasters are a critical risk, the majority of business interruptions are caused by unforeseen circumstances – singular events that can’t be predicted, such as fires, power outages, and server failures.
This table is provided as a reference that can be used by both the health care staffing services (HCSS) firm and the reviewer.
Eleven days before Valentine’s Day 2012, one of the biggest candy and confectionery holiday seasons of the year was seriously interrupted for our client by an early morning fire event.
Another Pittsburgh favorite, Disaster Restoration Services of Pittsburgh (DRS), was called upon to help Sarris Candies with the restoration process. At 7:30 AM on February 3, 2012 DRS received a call from the client and their insurance broker to help provide assistance and responded immediately.
To appreciate the sensitivities and stresses of the specific project it is important that the size and scope of the loss be understood as well as the impact on the business.
The immediate and quick response by DRS and their subcontractor Electro-Mechanical Recertifiers, Inc (ER) to treat various pieces of production equipment saved the insurance carrier roughly $700,000 to $900,000 in equipment replacement. The client had a primary core goal to get into business with the shortest path to recovery. Unforeseen Code upgrades and various changes to electrical and structural building components had to be dealt with. Joint approvals from the client and then the insurance company for selections, work approvals or extra charges can be a challenge and take valuable time to obtain. Original drawings were not always available and nor were stamped engineered drawings therefor engineering and architectural services had to be relied upon for current designs and subsequent client approvals and then submitted to local code officials.
Having multiple parties of experts show up and constantly ask questions sometime meaningful and other times seemingly redundant and how to accommodate that is a daily challenge.
Finding hidden damages and items that need repaired as exposed to meet code and then having the carrier determine the validity of the upgrade or the coverage for an item can be a stressful especially when you are tempting to fast track a project. Weekly meetings were held to review the work completed and the work in progress of the project.
DRS work with reliable engineers and architects that could produce drawings in a timely fashion to ensure proper cooperation with building code officials and the State of Pennsylvania’s Labor and Industry Department. Times Observer photo by Brian FerryElectronic recertificationDipesh Pokhrel of Electro-Mechanical Recertifiers uses compressed air and a vacuum to clean ammonium phosphate dust and other contaminants from a keyboard from Youngsville High School. The clean-up is in response to damages allegedly resulting from vandalism by three former YHS students. The initial estimate from the Warren County School District for this phase of the work was $238,000. The main problem in the school was the discharge of most of the fire extinguishers in the school and the resulting release of corrosive ammonium phosphate dust. Each box is moved to the company’s mobile lab, ER-1, which is one of two trailers parked in the YHS parking lot. Because of the nature of the problem at Youngsville, those features will not be used on many devices there.
Instead, Electro-Mechanical personnel will use compressed air to remove particles from the outside of each device, while using suction to remove those particles.
Mice and keyboards are cleaned and every fifth one is tested beyond watching for errors when the CPU and monitor are tested.
If the equipment works as expected, Taveras puts a green sticker on it – every piece. The company handled several buildings in the New York area, including the JP Morgan Chase office, he said. Mobile hepa filters and carts carrying the necessary tools are moved about the school to clean mounted projectors, wood shop electronics, the server cabinet, the intercom system, every device in the boiler room, and other stationary items. ER Electrician Ed McCarty is in charge of cleaning the building’s electrical distribution system, including the mains and panels. Although ER personnel work in places that have suffered extensive damages, they are part of the healing process.
The three students facing charges for allegedly causing the damage are scheduled for preliminary hearings Wednesday in Warren County Court. In its 2013 Atlantic hurricane season outlook issued today, NOAA’s Climate Prediction Centeris forecasting an active or extremely active season this year. For the six-month hurricane season, which begins June 1, NOAA’s Atlantic Hurricane Season Outlook says there is a 70 percent likelihood of 13 to 20 named storms (winds of 39 mph or higher), of which 7 to 11 could become hurricanes (winds of 74 mph or higher), including 3 to 6 major hurricanes (Category 3, 4 or 5; winds of 111 mph or higher).
Three climate factors that strongly control Atlantic hurricane activity are expected to come together to produce an active or extremely active 2013 hurricane season.
NOAA’s seasonal hurricane outlook is not a hurricane landfall forecast; it does not predict how many storms will hit land or where a storm will strike.
New for this hurricane season are improvements to forecast models, data gathering, and the National Hurricane Center communication procedure for post-tropical cyclones. Also this year, Doppler radar data will be transmitted in real time from NOAA’s Hurricane Hunter aircraft. The National Weather Service has also made changes to allow for hurricane warnings to remain in effect, or to be newly issued, for storms like Sandy that have become post-tropical. NOAA’s outlook for the Eastern Pacific basin is for a below-normal hurricane season and the Central Pacific basin is also expected to have a below-normal season. NOAA’s mission is to understand and predict changes in the Earth’s environment, from the depths of the ocean to the surface of the sun, and to conserve and manage our coastal and marine resources. Multi-Purpose Dry Chemical – Typically uses a chemical agent called mono ammonium phosphate. Purple K Dry Chemical – Uses a potassium-bicarbonate-based dry chemical agent which is a nuisance and acts as a simulator to electronics causing over heating issues.
Install a HEPA air scrubber to reduce, control and remove effects of airborne particulate circulating around the area of damage. Because dry chemical fire extinguishers are very corrosive especially to metal surfaces, those surfaces should be cleaned and treated first to naturalize and restore materials. Clean, rinse and dry as well as bake as needed all technical contents in batch processing method using correct chemistry for each substrate.
Confirm proper operation after the commissioning of equipment and prior to handing over to the client. Warning: We always test substrates for chemical reactivity, etching, softening of substrates and colorfastness. From printed circuit boards, chocolate molds, carburetors to precision instruments of all types, Electro-Mechanical Recertifiers, Inc. Our method is safer, faster, less expensive and more effective than traditional hand cleaning, pressure washing or chemical treatments.
Non-toxic ultrasonic cleaning bubbles eradicate even microscopic grime in the tiniest crevices, outperforming conventional hand scrubbing with harsh chemicals.
Mobile cleaning lab and our industrial parts cleaning tanks are large enough to handle any job.
Our technicians have experience with cleaning expensive alloys, metals and composite materials of all shapes and sizes. Using this method you’ll improve the quality of your products, increase production times, efficiency and decrease your impact on the environment.
Keith Brown served with the Royal Marines before pursuing a career in local government administration, where he was also an active trade union representative with UNISON.
David Gibson BSc, CEng, MIMMM, FICE is a Manager with BAM Ritchies and has experience in both the construction and extractive industries.
Gordon Hanning is Head of Concessionary Travel and Integrated Ticketing, with direct responsibility for the managemement and operation of Scotland's National Concessionary Travel Schemes, the Bus Service Operator Grant, implementation of the national Smart and Integrated Ticketing Strategy, as well as a role in delivery of a range of other bus related activities. He is also a director of ITSO, which is a UK government-sponsored standard for the use of smartcards, and which is vital to the successful operation of our Concessionary Travel Scheme. Dr Hazel has extensive experience in all aspects of transport and communications, both urban and rural.
He has worked in the public, private and academic sectors at a senior level and has acted as advisor to the European Union, the Academy of Sustainable Communities, the Commission for Integrated Transport, Transport for London, the Queensland State Government, the Greater Toronto and Hamilton Region, the City of San Diego and many Government agencies around the UK. He is currently advising Scottish Enterprise on Smart Mobility as their Smart Mobility Network Integrator and has worked on the development of this programme for the past two years.
I started my career in health and safety regulation in 1979, when I joined the Health and Safety Executive in Scotland.
I joined HM Railway Inspectorate in 2002 as a team manager, with responsibility for health and safety regulation of the railway industry in Scotland, including Network Rail and its contactors.
Significant progress has already been made with the programme which includes the delivery of key infrastructure improvements at Haymarket tunnel and new services on the Edinburgh Glasgow via Shotts Line.
Rodger was born in Glasgow and gained an MSc in Project Management from Heriot-Watt University. Sara is Director for the Institution of Civil Engineers in Scotland with responsibility for influencing the infrastructure debate, growing membership, and working with members to deliver a knowledge transfer programme.
Prior to joining local government she was international manager for Community Learning Scotland, where she helped establish the Eurodesk youth information project subsequently adopted by the European Commission and replicated across Europe. Professor Peter Woodward has a PhD in the field of numerical geotechnics from the University of Manchester. He was appointed to the post of Lecturer in Geotechnical Engineering in 1994 at Heriot-Watt University and to the post of Reader in Railways and Geotechnical Engineering in 2007. Since 2001 he has been seconded to industry for 1 day per week working on the application of polyurethane geocomposites to railway track stabilisation and reinforcement. He has won multiple awards for his developed technologies, including the Highly Commended Award at the 2005 National Rail Awards, in the Innovation of the Year category. He has acted as Principal Investigator on many research grants, most recently on EPSRC funded research on high-speed train track interactions at critical track velocities. In his current role Nigel is responsible for strategic planning developing the medium to long term strategy forScotland’s railway infrastructure. He has lived in Cambuslang with his wife for the last 16 years and as such travels to work by train on a daily basis.
Professor Duncan MacLennan was very engaging and easy to listen to and I found Ewan Fraser's energy efficiency talk interesting. The IBP identifies our departmenta€™s priorities, outlines our planned activities and describes how we will deliver on those commitments. Our experience has validated the importance of bringing a true enterprise perspective to managing our IT infrastructure in order not only to improve service but also to eliminate duplication and cut costs.
The Government of Canadaa€™s new email solution is scheduled to be in place by 2015, and we have begun the work of consolidating and rationalizing our data centres and associated networks. With our transformation agenda gaining momentum, excellence in change management will become an important focus across the government enterprise and at SSC. In our first year, we made great progress towards delivering modern, reliable, secure and lower-cost information technology (IT) infrastructure services to the Government of Canada. Through engagement of our partners across government and in the private sector, we have succeeded in stabilizing operations and even improving levels of service while advancing our transformation agenda. We will also press on to refine our consolidation and standardization strategies for the governmenta€™s data centres and networks.
We brought together over 6 000 employees and established constructive relationships with bargaining agents.
We also established and implemented an incident management process to identify, address, track and monitor incidents affecting the performance of mission-critical systems. The formal procurement process was established using innovative, collaborative approaches, and by mid-2014, an email solution will have been identified. An important aspect of this work is the collaborative development of enterprise-wide service standards for the Government of Canada to replace those established and maintained by each of the 43 partner organizations for their own environments. Partner projects already under way at the time of SSCa€™s creation were carefully and thoroughly triaged, and the Department prepared for the project execution phase of transformation.
For example, we engaged extensively with partners to establish frameworks to ensure business continuity. We launched several new tools, including a senior management blog, regular webinars, monthly a€?Coffee with the President and COOa€? sessions, an extranet to allow SSC staff, wherever they may be sitting, to keep in touch, and an Internet site, to name a few. The Departmenta€™s a€?operate and transforma€? mandate was specifically designed to find efficiencies and deliver a€?value for money.a€? Through increased efficiency, better pricing and reductions in duplication that become possible when operations across 43 organizations are consolidated and standardized, we are meeting our goals. Our employeesa€™ fantastic work and contributions during SSCa€™s first Government of Canada Workplace Charitable Campaign (GCWCC) remind us that we are a department of generous and caring people.
More specifically, our department was established to maintain and improve IT service delivery, generate savings and implement government-wide solutions that are modern, reliable and secure. Based on order-in-council direction received, SSC must provide services related to email, data centres and networks. With a focus on service and quality, we are being purposeful in our investments, relentlessly pursuing common standards and efficiencies.
As we build security into new infrastructure from the outset and collaborate with our partners, we are helping the government to better understand cyber threats and defend against attacks. In the course of implementing those plans, we will consolidate and standardize the email systems, data centres and networks of 43 partner organizations across government, in addition to our own at SSC. A single, consolidated system serving the 43 departments and agencies for which SSC provides infrastructure services will replace the existing departmental email systems.
Unused or underutilized assets will be shared in order to meet demand without incurring new costs. Through rationalization, consolidation and standardization, the Government of Canada can save money and reduce its network maintenance burden.
The model provided an end-to-end view of IT infrastructure services for the Government of Canada and aligned our IT strategy with the business strategies of our partners. As we enter the new fiscal year, we will refine our application of the PBOM model to our work, with an increasing focus on thinking and operating as one enterprise, no matter where in the organization we happen to be sitting. The diagram is laid out in rows, with each row representing a different aspect of SSC’s business. While operational continuity will remain our first priority in year two, the progress we achieved and the best practices we adopted in assessing and stabilizing the governmenta€™s IT infrastructure, particularly in supporting mission-critical systems, now allow us to shift our planning focus more towards the pursuit of SSCa€™s consolidation and standardization objectives a€“ SSCa€™s raison da€™A?tre. Given that 2013a€“2014 will see implementation of the early phases of the transformation work, we have invested additional planning efforts in understanding the critically important horizontal linkages across the enterprise. These estimates reflect the level of authority provided to the Department at the outset of the fiscal year and will be subject to adjustments reflecting new government direction and other fluctuations (e.g.
The renewal of the vote-netted authority for future fiscal years will be reflected in the Main Estimates for 2014a€“2015. Reading left to right, the first pie chart shows the distribution of resources between IT infrastructure services (89 percent) and Internal Services (11 per cent).
That is why we have placed a strong emphasis on developing an enterprise-wide and stakeholder-centric approach to managing change whereby the appropriate strategies are put in place to support and manage transition.
As we enter our second year, we continue to build into our work the necessary internal management rigour in order to mitigate risk and achieve success. In fiscal year 2013a€“2014, we intend to increase our project management maturity level, as measured by the Government of Canadaa€™s Organizational Project Management Capacity Assessment process, and engage in targeted capacity enrichment. The greatest value in measuring our performance at SSC lies in ensuring that we are delivering on the mandate the Government of Canada has entrusted to us.
We have a fully operational departmental audit and evaluation committee, and in 2013a€“2014, we will finalize and begin implementing our risk-based internal audit and evaluation plan. As a result of the assessment, we developed management action plans and will implement them during 2013a€“2014 to help us prepare for participation in a future MAF cycle.
As noted earlier, going forward SSC is giving priority to integrated planning and execution, which will be necessary to achieve results for Canadians.
Enterprise-wide IT infrastructure improvements will support modern service delivery that is secure, cost-effective, measurable and accessible to Canadians. It operates over 485 data centres across the country, which store data and computing equipment for departments. Appropriate governance mechanisms have been established to engage partners, central agencies, other departments and outside experts in order to clarify accountabilities and adopt enterprise approaches for the management of IT infrastructure. The Department must continue to adopt and apply best practices and implement administrative processes and services that are sound, efficient and effective, and that support the enterprise-wide perspective of SSCa€™s business model. While the initial set of standardization and consolidation responsibilities assigned to SSC included email, data centres and networks, over the past year SSC has been asked to take on new consolidation responsibilities for the procurement of end-user devices (e.g. In the process, SSC is taking important steps to protect the integrity, accessibility and reliability of the Government of Canadaa€™s IT infrastructure and the personal information of Canadians. We are validating disaster recovery capabilities for the mission-critical systems that we operate, and we are collaborating with the Chief Information Officer Branch of the Treasury Board of Canada Secretariat (TBS) and our 43 partners to develop an enterprise view of disaster recovery and business continuity. SSCa€™s role in meeting that objective is to strengthen the security of federal information and information systems. It will also plan for Secret infrastructure consolidation and procure key components of that infrastructure. It would also address some of the issues outlined in the Auditor Generala€™s 2010 Report on Aging IT, which highlighted the risk of using outdated technology. Given that the Departmenta€™s Integrated Business Plan (IBP) is prepared after the RPP, greater detail is available in this document.
It works with other parts of SSC in developing these designs to ensure that they reflect partner, project and operational realities. SSC will migrate partner organizations in waves, train partner organizations on how to fully use and take advantage of the email solution, and complete full implementation by spring 2015. The work is dependent on multiple SSC branches and is heavily dependent on the Operations Branch, which has lead responsibility for delivering key IT service management capabilities essential for data centre function. In this context, the Branch will be developing plans to consolidate Secret network and other IT infrastructure across partner organizations, in collaboration with the Projects and Client Relationships (PCR) Branch as well as the Operations Branch.
The Branch works collaboratively within SSC and with partner organizations to meet overall IT infrastructure requirements and delivers on government commitments, including the Economic Action Plan. Corporate Services (CS) Branch, the Office of Audit and Evaluation (OAE) and Departmental Initiatives and Analytics (DIA) collaborate to efficiently and effectively perform SSCa€™s internal management and administrative functions. Through consultation with our partner organizations, design and implement our plans to provide the necessary independent assurance services and maximize effectiveness and efficiencies wherever possible. The leadership team is focused on seamless delivery, knowing that achieving our collective goals starts with a recognition of the interdependency of our efforts and the need for integrated planning as a driver of integrated execution. This investment in internal project managers and tools will ensure that SSC continues to deliver successful projects using industry-recognized best practices guided by professional project managers and subject to rigorous discipline, oversight and governance. The workshops, which were structured by SSC business line rather than by branch, helped promote discovery and recognition of branch interdependency, and will help build the internal discipline needed to leverage the right resources at the right time for the right work. The building and shaping of our new department will continue this year with the invaluable assistance of our talented employees. We place a high priority on ensuring our employees are well informed and highly focussed, and possess the skills and abilities needed to deliver on our mandate, but also have an opportunity to grow personally and professionally. Consequently, more than half of SSCa€™s positions are classified in the Computer Systems (CS) occupation group. This is all the more imperative given our status as a highly matrixed organization with a dependence on virtual management and an array of service delivery models, including managed services.
It is a reflection of the values, beliefs and behaviours of the organization and is heavily influenced by our leaders. The Champions Network, made up of advocates in key areas of interest for the organization, enhances our capacity to reach out and engage employees. The Workforce Management Strategy (WMS) is a three-year blueprint designed to help the Department achieve its people management and talent development vision and objectives through a collective approach. We have created an organizational structure designed to foster collaboration among our staff and an environment that promotes innovation and excellence. The three defining pillars of our culture are a high-performing workforce, an enabling workplace and strong leadership. Reading from left to right, the diagram lists workforce, leadership and workplace as the three pillars that support the culture which is represented as a circle with five components: clockwise from left 1) engagement, 2) planning, 3) employment continuity, 4) enabling workplace, 5) learning, career enhancement and re-skilling. These will be needed throughout the transformation period and in the end-state service management and operation environment.
It must also enable mobility to support shifting workforce-to-workload priorities through the alignment of competencies as the transformation initiatives progress.
Invested in SSCa€™s success and imbued with creativity and innovation, these employees will have a variety of competencies and skill sets that allow our department to meet its current and future challenges.
Through our work, we will change the way the public service operates and the way in which the government delivers programs and services to Canadians. This work has already begun through the engagement of employees, stakeholders and key players in partner organizations as transformation planning is completed and implementation begins. We can expect change to continue into the future, and we will focus on ensuring that people have the tools and information they need to adapt and make decisions in an evolving environment. Ongoing collaboration with central agencies, partner organizations, bargaining agents and industry is essential if SSC is to carry out its transformation and change agendas effectively. We engage our partners through interdepartmental advisory committees and the Chief Information Officers (CIO) Council chaired by TBS. The Directorate will establish a service design centre of expertise and will provide SSC with toolkits and methodologies related to service strategy, service design, business process transformation and organizational service change management. The Directorate has overall responsibility for the planning and consolidation of Government of Canada email systems as well as our service lead role for all email services. The Directorate has overall responsibility for the planning and consolidation of Government of Canada data centres as well as our service lead role for all data centres. In support of these responsibilities, TTP further fosters strategic relationships with central agencies and SSCa€™s partners, in part to develop policies, standards and guidance for network service management and delivery. The Directorate will develop business cases for design-ready IT security and Secret infrastructure services, and will develop and continuously improve strategic sourcing solutions, security controls and business architecture for the implementation and delivery of transformed services.
The Branch works collaboratively with SSCa€™s partners to meet their infrastructure requirements and delivers projects on time, within budget and in accordance with very high-quality standards.
The portfolio consists of large-scale, multi-year projects in the areas of data centre consolidation, electronic mail and messaging, security and telecommunication network convergence. It also manages the evolution of some optional services, enabling current and new Government of Canada clients to leverage common approaches and solutions.
It establishes best practices, standards, tools and methodology, as well as the Departmenta€™s project management concept of operations.
It ensures collaboration with our partners in order to sustain day-to-day operations and improve quality of service across the 43 partner organizations. Sometimes people use jargon to be deliberately obtuse or perhaps make something simple seem complex.
Virtually all computer users have lost or deleted files on their personal or work machines at some point. The number of versions of a file or the retention time of files is set within the data retention policies configured within the backup application or process.
After a disk crash, system failure or physical disaster, all systems will need to be rebuilt and configured from scratch and only then can the data be loaded onto the systems. This is used only in very high capacity systems (credit card processing, stock market etc), has distance limitations (~60 miles) and will rarely be encountered at the customers we usually deal with. When the replication method is asynchronous, there is a delay (typically seconds to minutes) from when the data is written on the originating system until it is sent to the secondary system and no acknowledgement of receipt of the data by the secondary system is required.
The key to understanding where replication fits in your DR or BC plan is that replication is a (more or less) live copy of the original data, so when the original file or folder is deleted or corrupted, that deletion or corruption is also replicated to the failover system.
The goal of Disaster Recovery is to get the IT assets of an organization up and running within a specified time parameter and with a specified limit to the amount of data lost.
The goal of Business Continuity is the continual availability of critical business functions to customers and suppliers, and this goal is met by implementing standards, programs, and policies that are implemented on a day-to-day basis to maintain service, consistency, and recoverability. An organizations reaction to events we would not associate with DR, such as BP’s oil spill in the Gulf, the Bhopal accident in India, or a plane crash that takes the life of the CEO are covered by implementation of a proper BC plan. Each organization needs to look at its budget, how much lost data and downtime that it can realistically afford and make its decision accordingly. In reviewing these events, the Environmental Protection Agency (EPA) identified several areas where the country could better prepare itself in the event of future terrorist incidents.
The EPA Homeland Security Laboratory Capacity Workgroup consists of representatives from the Office of Research and Development (ORD), Office of Air and Radiation (OAR), Office of Water (OW), Office of Solid Waste and Emergency Response (OSWER), Office of Environmental Information, Office of Pollution Prevention and Toxics, and several EPA regional offices.
Machinery, electrical equipment and computers that are adversely affected need a fast track recovery plan. Water and the accompanying contaminates carried in through the roof rain water, firefighting suppression, rising flood waters and storm surge can cause immediate fire, explosion and shorting resulting in upstream and downstream damages to other system components, cabling and wiring as well as other equipment installed or electrically attached equipment. It’s a reconceptualization of the OS that aspires to unify Apple’s vision of hardware and software into a holistic experience, and it’s the result of the new era of collaboration at the company that began last year with the ouster of former iOS chief Scott Forstall and the elevation of Jony Ive to SVP of design. So when we say “Recovery” or “Continuity” we have to drill down further to specify for whom this is referring to. But consider the fact that something this definition overlooks is the process and procedures involved in restoring from a backup. Without that piece of the puzzle, backed up data that can’t be legibly visible would just take up space. Some items may corrode from the secondary effects of the flooding just by being in non-climate controlled conditions and being exposed to high moisture meaning relative humidity has reached condensing levels or the dew point has beenexceeded meaning these items have been exposed much higher levels of humidity than designed and energizing them without a thorough analysis of the effects of corrosion may result in premature failure. It is voluntary for a healthcare organization to submit to a JCAHO inspection (a high grade confers prestige), but the JCAHO does not have enforcement power and also does not consider business recovery during the inspection. The cooperative plan, known as Firescope, produced a management system that has become standard operating procedure across the United States – Incident Command System (ICS).
This work served as the cornerstone of the original version of HEICS (1991) developed by Orange County Emergency Medical Services.
One facility in Virginia’s Clarion Health System, CRCH, was closed for 16 days as the result of a fire.
In some instances, documentation is required to demonstrate compliance with standards and elements of performance (EPs).
At the time of the fire no one knew the extent of the loss and this took some time to grasp the damage. First by providing initial emergency services and then working with their insurance carrier and consultants to provide a construction scope and estimate for the project. We dispatched project managers and emergency crew members to provide for immediate site containment and electrical safety concerns. Chocolate was melted on and in equipment, bulk chocolate destroyed, as well as numerous finished goods.


During the restoration process, reporters showed up at various stages, vendors arrived to help and clients who had not heard of the loss on the news had arrived for plant tours or ice cream parlor outings.
They were very concerned about key staff leaving, extended rebuild times and the ability to phase in sections or areas of the buildings.
Their experts included inventory specialists, forensic accountants, building consultants, salvage companies and engineers. The new electrical codes as well as structural loads and fire code issues had to be addressed in the scope.
We recognized our good standing with the client early on and embraced the partnership of working together to meet their goals and objectives. Leading them to address all questions through a POC for the client or a project manager who can distribute the information to all parties helps manage the process and make it more efficient. This estimating and tracking of additional requirements and costs is important to the project’s success.
At this time DRS would set goals for selections of materials and provide completion dates of certain tasks so Sarris Candies could prepare themselves moving forward.
Architectual drawings and engineering services can be strenuous activity that stalls progress because the process must be fast tracked. If necessary, the electronics can be dried in a heating cabinet or washed in the ultra-sonic acid wash. In the case of computer CPUs, each case is opened and the same process applied to the interior. Forecasts for individual storms and their impacts will be provided throughout the season by NOAA’s National Hurricane Center. In July, NOAA plans to bring online a new supercomputer that will run an upgraded Hurricane Weather Research and Forecasting (HWRF) model that provides significantly enhanced depiction of storm structure and improved storm intensity forecast guidance.
This will help forecasters better analyze rapidly evolving storm conditions, and these data could further improve the HWRF model forecasts by 10 to 15 percent. This flexibility allows forecasters to provide a continuous flow of forecast and warning information for evolving or continuing threats. NOAA will issue an updated outlook for the Atlantic hurricane season in early August, just prior to the historical peak of the season. Carbon dioxide extinguishers leave no residue and are commonly used in computer rooms and food storage areas. Switches, contacts, circuited boards, power supplies and ports must be preserved until they can be treated. We follow all cleaning compound label directions, and we never mix products unless specified in the label directions and batch tested first. More importantly, by using our affordable compounds of water-based soaps and enzyme solutions instead of spray solvents and toxic cleaning products, you’ll save the environment and 70% or more from harsh chemical use. What is the actual replacement cost versus restoration cost if quick uptime is not a factor? Do you have a business continuity or resumption plan for your IT recovery in the event of a disaster? Typically following well written plans will most likely result in the quickest recovery time possible.
He is a graduate of Dundee University and studied at the University of Prince Edward Island.He has been a Member of the Scottish Parliament since 2007 and is currently the constituency MSP for Clackmannanshire and Dunblane. He is a Chartered Mining Engineer, a Civil Engineer and an UK Registered Ground Engineering Adviser. He has specific expertise from around the world in strategic planning and policy development, the integration of transport with other related areas, the prioritization of projects with respect to economic, environmental and social objectives and innovative funding of transport infrastructure.
He has recently been re-appointed as Smart Mobility Network Integrator for a further 2 years with a focus on delivering the national smart mobility programme. Previously I had worked for a short time in the safety department at British Steel in Corby and as a project manager with Short Brothers in Belfast. In 2006, the Office of Rail Regulation (ORR) was created as the independent safety and economic regulator for Britain's railways. In my railway safety role, I lead ORR’s national team ensuring that Network Rail complies with health and safety law, through a programme of proactive inspection and investigation work.
Redevelopment of Haymarket Station is well underway and the electrification of the Cumbernauld line has begun. He worked in both the private sector and Local Government and was Head of Project Management in Highland Council before joining Network Rail (then Railtrack) in 2001. Before joining ICE in 2012, Sara held project management, policy and public affairs roles in economic development with a built environment, transport and planning focus in local government and Scottish Enterprise. Her early career in London was with PBD, business information and strategy consultants and the British Council. During his PhD he worked for WS Atkins in the field of earthquake engineering, analysis and design. This patented technology was spun-out from Heriot-Watt University and is now widely used across the UK railways and increasingly internationally. He has also been a previous winner of the ICE Webb Prize (2008) and the UK Young Engineers Award (2001) amongst others. This includes developing the bid for future funding of Network Rail inScotlandas part of the Periodic Review process as well as supporting the development of enhancements to the railway network. In SSCa€™s context of service excellence, innovation and value for money, this document details our continuing efforts to operate and improve the delivery of information technology (IT) services while, at the same time, renewing Government of Canada IT infrastructure. We are delivering the high-quality operations that the government now requires and are on track to deliver the IT transformation that the government expects in the future. An important aspect of that work is the development of service standards, formerly established and maintained by each of the 43 partner organizations for their own environments and now being developed enterprise-wide for the Government of Canada. This strong foundation will support the delivery of tomorrowa€™s programs and services to Canadians. By consistently applying a horizontal approach to both the Government of Canada enterprise and our department, we will extend our a€?One Way of Workinga€? ethos across the government IT community to achieve service excellence, innovation and value for money. In the process, we will continue to listen to and engage partners who can help us deliver the best possible results for the government and Canadians.
Through bilateral and multilateral approaches, we designed a national consultative framework with partners across government to help address operational and other issues as they arose and to effectively support our employeesa€™ transition to the new organization. In consultation with employees, an initial operational plan was developed to align business activities and objectives. High-priority projects were brought under common SSC governance oversight in one of four categories: transformation, Government of Canada priorities, partner IT-enabled business initiatives and optional service development. Where required, we also began to establish bilateral operating protocols or memoranda of understanding to reflect specific commitments and ways of operating. As a new organization, we successfully met the challenge of setting up shop by responding to 5 600 accommodation requests. SSCa€™s Economic Action Plan saving targets for 2012a€“2013 were achieved by consolidating telecommunications service contracts, leveraging buying power and introducing a very lean internal services model. We raised $400 054 a€“ well above our $150 000 target a€“ and, in the process, earned a National Team Spirit Award for our campaign. In practice, we are supporting business continuity and improving IT operations for 43 federal departments and agencies, which includes keeping the IT lights on for all mission-critical systems.
By learning from other shared services organizations and leveraging their best practices, we are establishing a model and setting a pace that is delivering increased efficiency, better quality and service excellence to the Government of Canada.
For example, our Organizational Code, on which we consulted with employees over the past year, will reinforce and make practical our focus on service, innovation and value. Our plan is to replace data centres across our partner organizations with fewer than 20 modern, secure, reliable centres.
As we consolidate and renew our data centres, we will also rationalize and streamline the networks that link our data centres together.
It captured, in a balanced way, the key elements of the Departmenta€™s mandate to both operate and transform. Key dependencies are being identified, assessed, communicated, integrated into our plans and monitored.
The second pie chart shows the 2013-2014 initial budget allocation: IT infrastructure services (67 percent), Internal Services (8 percent) and Investments (25 percent).
With the right measures, we have the right information to make the right business decisions regarding our performance. The evaluation component of the plan covers two parallel work streams a€“ performance measurement and evaluation.
A modern IT infrastructure will result in reduced risks to service delivery and enhanced value to partner organizations and Canadians.
Across Canada today, there are thousands of network connections and firewalls in over 3 580 government buildings that link together hundreds of thousands of users and devices. These activities directly support the realization of more efficient and effective IT infrastructure service delivery to the Government of Canada. With our mandate to consolidate and operate data centre, network and email services, we are developing and applying stringent, modern cyber security policies and practices. Looking forward, SSC will define the end state vision in terms of target architecture and will integrate this work with its transformation strategies for email, data centres and networks and with the emerging plans for end-user devices. This is resulting in a complex environment for users and the IT teams that support them, an inability to take advantage of economies of scale and the potential for increased IT security vulnerability. It is responsible for providing and operating the shared governance framework for overseeing projects, participating in investment planning and developing SSCa€™s project management capability and capacity through training and standards development. Accordingly, the Branch is organized into geographic and operational portfolios that leverage horizontal strengths to allow for integrated approaches to service delivery and work within the business agreements with SSCa€™s 43 partner organizations, set up through the PCR Branch.
We have placed a strong emphasis on developing an enterprise change agenda that will help us leverage our collective bench strength so we can speak with one voice and act as one enterprise. Of great benefit enterprise-wide, SSCa€™s role in the delivery of partner projects allows us to carefully align partner and enterprise IT infrastructure requirements. In fact, our large Operations Branch has recently completed a complete restructuring exercise to emphasize outputs as the major axis in its organizational model.
We will adapt and find new ways to leverage their impressive skills, apply the best practices they have brought from other organizations and improve IT infrastructure services. SSCa€™s Workforce Management Strategy, described in greater detail in the following pages, provides a framework that underpins our approach to managing people. Going forward, our culture discussion will broaden with wider consultations, workshops and feedback opportunities.
In 2013a€“2014, we will pursue implementation of the WMS to establish a solid foundation for HR management at SSC. Together, they will help us to further our business priorities and attain our collective objectives.
By integrating business and HR plans, the Department will be better equipped both to focus on its core business and to move towards greater efficiency and modernization in the services it delivers.
Managing change is challenging in any circumstance, and with an enterprise-wide mandate like SSCa€™s, preparing the groundwork for changes to take root effectively and smoothly is critical to our success.
Fundamental to the success of this process is the establishment and leadership of governance forums. We also use the CIO Forum in the decision-making processes of our major transformation initiatives and to receive valuable feedback. Taking advantage of the unprecedented opportunity to bring the governmenta€™s best and brightest IT talent together to form a deeper Government of Canada a€?IT bencha€? is not without its challenges.
It also supports, within and on behalf of TSSD, the full range of SSCa€™s central business planning, management and reporting functions. The Directorate will become the architectural centre of expertise for technology, infrastructure and security.
It fosters strategic relationships with central agencies and SSCa€™s partners to develop policies, standards and guidance for email service management and delivery. It fosters strategic relationships with central agencies and SSCa€™s partners to develop policies, standards and guidance. The Directorate fosters strategic relationships with central agencies and SSCa€™s partners in order to develop policies, standards, technology guidance and ongoing oversight for cyber and IT security service management and delivery. The Directorate is responsible for project execution and implementation in collaboration with the Planning and Operations teams to ensure seamless transition and support for projects.
It also manages the intake of business demand, negotiates business arrangements and client monitoring, and shares outcomes on a common dashboard. The Directorate is also responsible for Branch planning and policy issues and horizontal alignment with corporate initiatives.
Many organizations have regulatory requirements such as HIPAA, SOX, FDA Title 21 CFR Part 11, etc. Distance limitations and not a concern for asynchronous replication and it can be performed over a VPN connection on the public Internet as well as MPLS and Point-to-Point connections. A critical area identified by the workgroup was the need for a list of analytical methods to be used by all laboratories when analyzing homeland security event samples and, in particular, when analysis of many samples is required over a short period of time.
EPA’s Standardized Analytical Methods for Environmental Restoration Following Homeland Security Events (SAM) provides information for analytical methods to be applied during the “Site Remediation” phase. ER Inc also provides technical and engineering consulting reports.  Call our toll free day or night for emergency services   877-378-4183. In an effort to limit losses and expedite business resumption, ER has such a program in place. Left untreated and to dry slowly causes oxidation of the contaminates present resulting in corrosion of base metals. As programs are basically just combinations of files that are packaged together and reliant upon each other.
Some applications require a specific start up sequence or a process and procedure involved in order for the data or application to work. Any deviation from the original source of where the data originated could be a point of contention of stability and liability. If energized during the event the affected equipment and machinery may have sustained damage to the circuit breakers, in-line fuses, motors and main fuses which may have “blown and shorted” from the initial onslaught of water infiltration. The upgraded device is consistent with new equipment standards and technological advancements without disturbing the primary enclosure, incoming and outgoing cable connections, or operating controls. It is not clear at this time which agency will be the enforcement arm of the federal government for HIPAA.
Business recovery is different in that it considers what happens when the emergency response triage period of 24 or 48 hours is over. They have patients to protect, keep safe and possibly move, and new ones to care for as a result of the disaster.
In other situations, documentation may help the reviewer determine if requirements are met; however, the standards and EPs do not require the organization to have material available in writing. The February 3, 2012 fire had affected the main operation center of the 50 year old candy manufacturer.
Once the building was secure from the elements ,we were able to make building, equipment and inventory assessments jointly with the client to determine items affected and levels of damage.
This was a very public business that had a great reputation and wanted to be back in business. In saving these moulds it was an estimated cost savings of $1.2 million dollars to Travelers Insurance. This need had to be first recognized and then addressed to keep this goal as a priority for our team. As is typical there were daily changes and some stumbling blocks but because we established a rapport and understood the client objectives they treated us like a true partner and team member from beginning to end of the project. There were 10 ER employees on site Tuesday; as many as 20 will be involved in the process at the height of operations. Very little residue is left however the event causes a blown down or release that moves operational dust and covers all surfaces with dust.
Consideration for shipping, removal, proper disposal, conjuration, set ups and software installation costs as well as mapping, cabling and racking costs must be studied. He has studied all forms of transport policy in many countries, both the successful and the unsuccessful and has gained a detailed insight into the key issues and influences. He has published a book on Making Cities Work and has presented at a large number of conferences around the world. I have significant experience of health and regulation in a wide range of industries, including major hazard industries, such as the chemical industry. In my Scotland role, I ensure that ORR’s approach to economic regulation is consistent with the requirements of ministers as set out in the HLOS and Scottish Ministers Advice to the ORR, by leading a cross-office Scotland team, with a focus on value for money and service to customers.
High profile Project Management positions in Network Rail include leading the team on the successful £150 million Waverley Project. These include the Glasgow Edinburgh Collaboration Initiative, Edinburgh City Centre development partnership and EU funded transnational knowledge transfer projects on open innovation, waterfront regeneration and citizen participation.
As SSCa€™s Chief Operating Officer, I am proud of the significant steps our department took in its first year to achieve our objectives in those focal areas. This integrated solution will replace the 63 individual email systems currently used in SSCa€™s partner organizations and will support a consistent approach to all aspects of email, including state-of-the-art anti-virus and anti-spam protection.
Among the top-priority projects taken on by SSC were two data centre consolidation projects, converged network services initiatives, the Government Enterprise Network Service (GENS) project, IT infrastructure support to the Government of Canada perimeter vision, pay modernization and delivery on Economic Action Plan commitments. We also prioritized the implementation of efficient and effective management processes, applied best practices to process design and implemented a lean corporate services model. At the same time, we are standardizing and consolidating IT infrastructure through initiatives that will deliver one email solution, a government-wide footprint of fewer than 20 data centres, and a single government-wide network. We will leverage the governmenta€™s purchasing power, buying common hardware and software products in volume, and we expect ongoing service contract savings to be realized through consolidation and standardization. A senior performance management champion was empowered to lead the development of performance measurement capacity, to track progress, to manage risks and to tell SSCa€™s performance story to partners, Parliament and Canadians. Engineered in silos, the overlap has increased costs and created barriers to collaboration and productivity. By virtue of its central role, SSC is also in a unique position to recognize opportunities to consolidate requirements, dramatically reducing the diversity and complexity of government IT infrastructure, minimizing investment needs and enabling an electronic service delivery environment that is standardized, secure, cost-effective and sustainable.
Champions lead initiatives in the areas of diversity, official languages, values and ethics, awards and recognition, and the Government of Canada Workplace Charitable Campaign (GCWCC). The WMS will help us develop, retain and recruit a productive and diverse workforce able to adapt to our evolving business needs and supported by skilled leaders in a workplace that fosters excellence. However, the continued support and assistance of employee bargaining agents has played a key role in our success to date. It has a dedicated delivery and performance focus with executive oversight of projects to ensure that they are delivered successfully and that the expected business outcomes are achieved. It also performs project oversight and conducts implementation readiness, including quality and performance management, benefit realization tracking, independent validation and verification, project auditing and change management. Having standardized methods would reduce confusion, permit sharing of sample load between laboratories, improve data comparability, and simplify the task of outsourcing analytical support to the commercial laboratory sector.
Extensive experience with equipment restoration allows us to provide unparalleled response. However specific mitigation and emergency services steps must be taken to preserve this equipment. A solution (if it is financially feasible) would be to have an exact duplicate of the originating system on hand.
I think the right way of asking these questions would be “What is an acceptable time frame for recovery? The second onslaught of damage to electronics is “ongoing and continues” even as the water recedes. Electrical wiring, motors, computers, motor starters, contactors and control cabinets received contaminates from the flood water (ground water and salt water from flooding is very contaminated) this water contains chlorides, sulfides, heavy metals, hydrocarbons and other biological inhibitors and environmental waste chemicals that are unhealthy, toxic and corrosive. The business continuity plans that start implementation at the time of the disaster come to fruition while the triage period is happening, enabling the recovery of critical business functions and supporting information technology within the specified Recovery Time Objective (RTO). Conversely, the Harvard School of Public Health suggests that every dollar invested in disaster preparedness yields savings of $4–$11 in disaster response, relief and recovery.
In those instances, the HCSS firm will demonstrate compliance with the standards and EPs by using other methods. The Sarris Candies corporate facilities are located just south of the city of Pittsburgh in the Washington County town of Canonsburg. The fire damaged the plant including portions of the main production facility, the ice cream parlor, the retail store and the general business offices. The client was very personable and carefully worded all press releases and news interviews. The company started on Monday, July 22, and Project Coordinator Dan Rafferty expects the work to take three to four weeks.
He is currently working on the development of future mobility systems based on integrating the principles of transport planning, retailing, product design, energy and ICT systems. Rodger spent more than two years Transport Scotland developing EGIP before returning to Network Rail in 2012 as Programme Director for EGIP.
See the first Primer, Using Highways During Evacuation Operations for Events with Advance Notice, for additional information. To further strengthen project management capability and capacity, project management excellence was supported through the launch of internal project management policy instruments accompanied by pilots of project management training and an in-house certification program. We have also adopted common business procedures and are partnered with other departments to deploy financial and HR systems (SAP and PeopleSoft), taking only months to do so what typically takes years.
Our department also provides certain optional technology-related services to government organizations on a cost-recovery basis. Reducing the number of data centres will improve security since there will be fewer vulnerabilities.
Having an organized, coordinated system of networks also improves security by allowing SSC to concentrate its defences so as to detect and address security problems more readily. The progress achieved against our plans will be subject to rigorous scrutiny by SSC senior management in order to ensure our organization remains focused and on target.
In 2013a€“2014, significant consultation and outreach will shape our evaluation plan and the development of performance measurement indicators. This duplication and lack of coordination leads to inefficiencies and sub-optimal service delivery for Canadians.
We are committed to leading as individuals within our own areas of responsibility and also collectively as one SSC leadership team, in order to achieve results.
Contributing to an innovation agenda, champions lead networks for executives, administrative professionals and employees of all ages (e.g.
Ultimately, the WMS is an enabler of our departmental brand of service, innovation and value that will allow us to deliver results for Canadians and the Government of Canada. SSC is one of only a few organizations within government that have signed Terms of Reference (TOR) with employee unions, and we view our National Labour-Management Consultation Committee as an important vehicle for collaboration and change. Standardized methods would also improve the follow-up activities of validating results, evaluating data, and making decisions. Without the proper systems, applications, operating systems, hardware, or even situational environments: data will only be valuable in the environment it is created and used. I know of various high finance high stress corporations that swap out systems on the fly that are matched pairs.
Disaster Recovery and Business continuity do go hand in hand, but they can conceivably work independent of each other.
As the water recedes the stainless, copper, aluminum and plain steel substrates of micro-circuitry and electrical components which have been covered in contaminated water continue to oxidize from the contaminates in the water as the oxygen hits the contaminated metallic surfaces which increases corrosion exponentially. In healthcare, business recovery planning by definition has an automated systems focus and works with the information technology dependent business functions in the planning process. According to FEMA’s Hurricane Ike Impact Report, the facility lost $276 million in revenue after Hurricane Ike as a result of closure of the hospital’s facilities and the resulting downtime of business operations. The cause of the fire was deemed electrical but had also affected a large section of the roof structure, the first and second floor production areas and smoke had infiltrated 60% of the building before being extinguished.
Bill Sarris and management staff of Sarris Candies as well as various insurance representatives and consultants for an initial and ongoing plan. This also required large amounts of our time and expertise to help the navigate their specific questions, document the damages and understand the insurance coverage and limits. A flash drive is used to run PC Doctor software on all CPUs that fail to boot to determine if the problem is the setup or something more serious. Hard to replace, harder to recover and even harder to re-create- data is costly work product.
If resuming business operations ASAP is a priority then restoration of IT systems makes sense! An initial slate of consolidation projects have already moved ahead, including the launch of projects to consolidate two data centres, the supercomputer renewal for Environment Canada and the development of service contracts to support data centres.
Early initiatives in support of network consolidation have already been launched in the areas of network convergence and Wi-Fi. To this end, workgroup members formed an Analytical Methods Subteam to address homeland security methods issues. We serve both union and non-union clients; working with strategic partners to bring together the most respected and experienced experts in the industry. Electrical powered gear, components and distribution equipment can be deemed safe as of a specific point in time. But in a scenario where the application and files needed “float”, making a backup could conceivably exist in the same physical area. Do you have any leased items and anything that requires remote access or third party involvement?” Also “What amount of data can rely on to stabilize your company?
Any organization not showing due diligence in starting this process will be in noncompliance.
Medical care can be provided without computers or technology of any kind in triage mode, but in a matter of days when the emergency response phase is winding down, dependency on information technology increases because the goal is to return to as close to normal operations as possible. It was clear that the Sarris priorities were about retaining their employees during this time and filling their various customer obligations much more than profits. Time to replace with new computers, installations and networking can be done over time and phased in later as a planned project.
Building wiring can also be tested using Insulation Resistance Testing to NETA standards ensuring the building compotes and combined systems are safe.
There are many aspects that are involved in recovery that happen before and after system restoration.
This legislative mandate has a strategic goal of reducing costs in healthcare by standardizing data processing, as a prelude to establishing a centralized clearinghouse for claims processing, similar to the financial industry. Imagine the difficulty in scheduling appointments over a diverse and geographically dispersed healthcare system without information technology.
If this is the only place your data is located then restoration can be extremely cost effective. Just as Business continuity may or may not be affected by a disaster (though typically it is, it’s not a constant actuality).
The financial industry is highly regulated and audited for business recovery capability by both the federal and state governments.



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