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Continuity Powered By Docstoc
                        November 19, 2009

            Presented by:
  York County Information Services
Mary Jane McCluskey, Project Supervisor
Why Continuity of Government Planning?
York County’s Approach
   Single Building Incident, Not a Katrina
      Expanding to multi-building
      Adding Pandemic Planning appendix

   Phased Approach & Team Development
   Development of Incident Management Structures
   Testing, Testing, Testing
York County’s Controllers’Departmental Plan
Continuity Planning-
More than Disaster Recovery
 Understanding the priorities and needs of your business
 Understanding key business processes and dependencies
 Understanding who and what and where you need to get
  back up and running
 Balancing risk and cost
 Having a process to achieve the goals
  Causes of Operational Interruptions
 Natural – earthquake, fire, flood,
  hurricane, storms, tornadoes, blizzards
 Manmade – bombings, explosions, power
  outages and other utility failures, sabotage
  and terrorism, hazardous material spills,
  acts by disgruntled employee(s), strikes
  and civil disorders, transportation
  mishaps, accidents in general
 Technology – hardware or software
  failures, virus attacks, testing outages,
  intrusion and penetration
It’s Not ‘if’ But ‘when’…
     Why do we care?
          Legal Liabilities
          Customer/public dissatisfaction
          Clients not served
          Decreased productivity
          Employees out of work
          System downtime
          Lost revenue – increased costs
Disaster Recovery or
Continuity Planning?
 A Disaster Recovery Plan outlines how an
  organization will restore critical computer
  systems, communications and applications in the
  event of a disaster
 A Business Continuity Plan goes beyond disaster
  recovery plans and speaks directly to the needs of
  the entire organization's functionality
   Location, People, Process and Technology
Continuity Plan Takes Charge
  After an interruption in normal operations & after
   response of emergency personnel
  To resume key services supporting legal
   requirements and priorities
  To provide stability to public & employees
  To limit financial impact due to prolonged
  To reduce on-going insurance costs to the County
York County Initiates Continuity
Planning Project
 Jan. - June 2006
   Preliminary discussions coordinated by Information
     County-wide approach from the start
     Realization of AOPC mandate for COOP Planning as
      ideal starting point
     Countywide Steering Committee established
     Potential consultant support reviewed
York County Initiates Continuity
Planning Project
 July 2006 - Board of Commissioners approval to pursue
  development of a County-wide Continuity Plan
   Commitment of General Funds to initiate project Phase I
 August 2006 - begin Phase I: Courts Continuity Plan
 September 2006 – IS Project Administrator position
  dedicated to develop, test, & provide ongoing maintenance
  of plans
Phases of Continuity Planning
  Phase I - Development of County-wide
   Command and Management Structures
  Phase I – The Courts
    General Funds Committed for Consultant
    Priorities set by President Judge
    Departmental plans developed
    2 tabletop functional tests conducted
    Board of Commissioner Approval June 13, 2007
  Phase II – General Fund Departments
    Plans developed with internal staff
    Tabletop functional test conducted
    Commissioner Approval October 2008
Phases of Continuity Planning
  Phase III – Departments that Support the Courts
    Grant funding obtained for consultant assistance
    Priorities Set
    Departmental plans developed
    Tabletop functional tests conducted
    Commissioner Approval October 2008
  Phase IV – Other Departments/Divisions
    Plans being developed
    Test scheduled for early December
    Completion of all phases expected December 2009
County-wide Structure
  Planning Structure
  Phases
     General Funds Committed for Phase I
     Grant Funding for Phase III
     Phases II & IV done internally
  Incident Command
  Incident Management
  Management Succession
  Communications Plan
            Business Continuity Pyramid
                                           (Concorde Group Proprietary Methodology)


Priorities set by the President Judge                                                Priorities

Incident Command Structure
Incident Management Structure

Overview of available assets, Prioritization of Court Functions,
Coordinating individual plans into multiple office plans, Entire Judicial
Center relocation plans, Facilities and IT functions coordination, Site
relocation setup requirements                                               Integration and Coordination

Adult Probation, Clerk of Courts, Court Administration, Court
Appointed Special Advocates, Judges Chambers, District Attorney,
Divorce Masters, Domestic Relations, Juvenile Probation, Magisterial
District Justice Offices, Protection from Abuse, Prothonotary, Public        Department or Office Plans
Defender, Register of Wills, Sheriff’s Office
York County Command
 Incident Command Structure - York County
   Intended for use across York County
   Goes into effect after an incident occurs and first
      responders act
     Provides a structure for decision making
     Consists of a core group of decision makers
     Recognizes the involvement of the elected officials
     Not intended to usurp the power of the first responders
      (Sheriff, EMA, fire or the local policing authority)
York County Incident Command
 Decision Making Team consists of the following
 members and their designated backup
   President Commissioner
   Operational Decision Maker
   Administrator/Chief Clerk
   Representative of Row Officers
   Sheriff
York County Incident Management Structure
                                Decision Making

       Advisory Team

   Disaster            Operations        IT Restoration    Restoration
  Assessment           Restoration           Team         Support Team
     Team                Team
                                          IT Disaster       Money,
     First         Departmental          Recovery Plan    Manpower, &
  Responders         Teams                  Initiated      Logistics
         Communications Plan
 Initial Notifications
 Defines levels of communication from Decision
  Makers to Department Directors
 Establishes a feedback loop for sharing of information
 With departmental phone chains, allows
  communication down to all employees
 Allows for communication via phone, Internet, and
  media outlets
Keeping Management Informed

 WebSite hosted external to County network
 Management Information Line
 ALERT notification system – in development
Administrative Center Communications Plan
Planning for the Administrative
 Key functions defined based on statutes and legal
 requirements by Steering Committee
   Constituent Services – Treasurer, Recorder of Deeds, etc.
   Employee Services – Controller, Human Resources, IS
 Departmental plans support key functions as well as
  statutory and contractual financial requirements
 ‘Super Counter’ developed as the public interface to
  provide centralized area for filings and payments
Developing the Controllers’
Departmental Plan
 Critical Functions for the Administrative Center
 Interviews with Controller’s management
 Identification of Controllers’ critical functions and
  statutory requirements by time frame
   First 48 hours
   48 hours –> One Week
   One Week -> One Month
   One Month -> Permanent Relocation
 Identification of essential personnel
Developing the Controllers’
Departmental Plan
 Priorities Established:
     Remember Katrina
   Retirement checks
   Accounts Payable                Cash is King!

   Other payments
   Financial Transactions & Reporting
   Developing the Controllers’
   Departmental Plan
Questions to Answer?
  • Do you need to have someone at the Super Counter?
  • How will you process payroll if you are out of the building?
     • Alternate processing site?
         • Have you tested?
         • Check stock stored there?
         • What if Time & Attendance is down?
         • Do you have manual entries?
     • How will your paycheck distribution change?
Developing the Controllers’
Departmental Plan
Questions to Answer?
   Who do you need to notify?
       Financial institutions?
       Armored car?
       Auditors?
       Vendors?
   Departmental Dependencies
       Who do you work with/depend on?
         IS , Treasurer, etc.

         How will these processes change?
Rolling Out the Plan
 Line Staff Training
    Customized to each department’s plan in conjunction with
     department management
    Presented in partnership between IS & department
    Revise plan based on staff input
 Revisit the plan when there are changes in systems and
 Testing the individual departmental plan always brings
  up new items!
A Living Document
 Ongoing testing and maintenance planned
    Updates to department information, mobility bag
     contents and contact information 2x/year
    Testing once a year, involving more than one
     departmental plan
    Expanding testing from tabletop to evacuation &
     relocation test
 Plan revision based on changes in legal & statutory
 requirements, process, and location
 Can’t plan for all possible events
 Provide a framework to control the chaos and support
  decision making
 Move beyond Disaster Recovery to larger operations
 Approach from a County-wide perspective involving
  department management & line staff
 Plan development and revisions based on testing
  experience & departmental feedback
 Lessons Learned
 Developing a Continuity Plan is not quick
 It’s also not cheap
 Communicate, communicate, communicate and
  communicate some more!
 Checklists are invaluable – they help to control the
  chaos and focus people
 Practice and test the plan – like fire drills in school
 Test 2nds and 3rds in command
 Have multiple backup plans
    Don’t plan to have computer access: have people plan to
    only have paper at least initially
Question & Answer

 Mary Jane McCluskey –
  Project Supervisor 717-852-4910

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