ࡱ> Tstp{c%` #9bjbjNN J,,003444<$<$<$@|%' m 1242225CGFmHmHmHmHmHmHm$oh;r(lm4fP5@5fflm22`mkkkfR2(42FmkfFmkk"+"4;21 <$h0D(m0mb1 csics ;;cs4;I S*kZ`UIIIlmlmjvIIImffffD<$<$  Model Process for Developing a Business Continuity Plan Guidance for Oregon Agencies (Document #1 of 2) Provided by Enterprise BCP Program, DAS May 2008 This page was intentionally left blank. Table of Contents BACKGROUND 1 Purpose of this Document 1 State Policy BCP Requirement 1 Planning Assumptions 2 GETTING STARTED 2 Elements Necessary for a Successful Planning Process 2 Designate Two Critical Positions 3 Designate Two Types of Teams 4 Gather Team Information 4 Develop Succession Plan 5 COMPLETE A BUSINESS IMPACT ANALYSIS 5 Identify Critical Business Functions Form A 5 Complete Business Impact Analysis Form B 6 WRITE THE RECOVERY STEPS OF THE PLAN 8 The Process 9 Focus on a Single Situation When Writing Recovery Steps - Form C 9 Write the Plan 12 Create Checklists for Critical Personnel 12 Prepare Phone Lists 13 Copy and Distribute the Final Plans 13 REVISE AND UPDATE THE PLAN 14 TEST THE BCP AND WRITE A DISASTER RECOVERY PLAN 14 Exercise the BCP 14 Write a Disaster Recovery Plan 14 APPENDICES Map of a Critical Business Function 15 Example of a Completed Business Impact Analysis This page was intentionally left blank. BACKGROUND Purpose of this document This document is designed to help Oregon agencies create a business continuity plan (BCP). Business continuity is the ability of an agency to recover from a disruption in business. Specifically, these plans help ensure that agencies can respond effectively to disruptions and emergencies and restore essential services to the public as quickly as possible. State Policy BCP Requirement DAS Statewide Policy #107-001-010 requires each executive branch agency to develop and implement a Business Continuity Plan to ensure that critical state services will continue despite their interruption by an emergency, disaster, or other unplanned event, whether natural or manmade. This policy was signed by the director of DAS in March, 2006 and requires agencies to have developed and tested business continuity plans by June 30, 2009. Specifically, this policy requires that business continuity plans should at a minimum take into account the following: identification of critical business functions and recovery time objectives dependencies, both internal and external alternate work site response to loss of power, phone, and computer networks response to loss of critical (key) staff response to loss of workforce critical equipment failure vital records preservation emergency communications disaster recovery planning succession planning delegation of authority The policy also provides the following definitions: Business Continuity Plan (BCP) Advance arrangements and procedures that enable an organization to respond to an event in such a manner that critical business functions continue with planned levels of interruption or essential change. SIMILAR TERMS: Contingency Planning, Planning, Business Resumption Planning, Continuity Planning, Continuity of Operation Plans (COOP). Business Impact Analysis (BIA)/ Risk Assessment The Business Impact Analysis/Risk Assessment is a process designed to identify critical business functions and workflow, determine the qualitative and quantitative impacts of a disruption, and to prioritize and establish recovery time objectives. SIMILAR TERMS: Business Exposure Assessment, Risk Analysis. Critical Business Functions (CBF) Business functions or information that could not be interrupted or unavailable for one month or less without significantly jeopardizing the mission of the agency, and the health, welfare or safety of Oregonians. Disaster Recovery The technology and telecommunication aspect of a business continuity plan. The advance planning and preparations necessary to restore needed IT infrastructure, minimize loss and ensure continuity of the critical business functions of an organization in the event of disaster or unplanned event. Planning Assumptions When drafting an agencys initial plan, DAS recommends that agencies start with the following assumptions: Assume that your entire facility has been lost, including power and IT/network functions Assume that there has been no loss of life Assume that the State Data Center is operational Focus on your own facility only; do not try to plan for disruptions beyond your own agency or facility Also, remember that the purpose of the business continuity plan is to recover essential functions as quickly as possible, not immediately replicate all functions. Although you obviously want to get all agency operations back in place as soon as practical, that overarching goal is not the purpose of a business continuity plan. Instead, while writing the plan, continue to ask, What is the minimum we have to do in order to restore the most essential services to the public as soon as possible? Dont focus on restoring all agency functions immediately; focus on just the most critical elements. II. GETTING STARTED Elements Necessary for a Successful Planning Process Buy-in from top management In order to develop a successful plan, you must have the support of management within your agency. Given the attention that business continuity planning has received from the governor and agency directors, you hopefully already have this top-level commitment within your organization. However, if you would like assistance meeting with your agencys management team to discuss the benefits and process of developing a business continuity plan, please contact the Enterprise Business Continuity Planning staff at DAS. Communication Throughout Agency For a business continuity plan to be effective, it must be communicated throughout the entire agency. All employees must be aware of the BCP and understand their responsibilities under the plan. Ideally, a policy statement would be issued within your agency that: Affirms the value of business continuity planning Acknowledges and accepts the associated costs Documents management responsibilities Includes the goals and expectations of the plan Designate Two Critical Positions BCP Coordinator The BCP Coordinator is responsible for coordinating the development and maintenance of the agencys business continuity plan. As part of this responsibility, the BCP Coordinator should: Direct the development of the business continuity plan Provide regular status updates to the BCP Coordination Team Coordinate access to distribution of the final plan Coordinate any revisions to existing business continuity plans or procedures necessitated by technological or organizational changes Ensure that agency staff are trained on business continuity planning Ensure that all technical components of the business continuity plan are successfully tested at least annually, or whenever significant changes are made to those components. BCP Sponsor The BCP Sponsor is the person who is ultimately responsible for the project within an organization. Sometimes this role is held by the project manager, but ideally it is held by someone in senior management. As part of this responsibility, the BCP Sponsor should: Champion the project within the agency Have authority to advise the agency director in the event of a disruption Obtain budget approval for the project as needed Ensure that staff throughout the agency are involved in this project, as needed A good sponsor is a good problem solver, and is also someone who has the position and ability to exert pressure within an organization to ensure that the work gets completed. Designate Two Types of Teams In a large agency, multiple teams are generally established, in order to perform a variety of tasks. In a smaller agency, you will most likely have fewer teams, with individuals filling multiple roles. BCP Coordination Team This team will oversee the business continuity planning process and will have primary responsibility for completing the Business Impact Analysis and helping to write the business continuity plan. This includes developing a project work plan outlining the steps necessary to draft the plan and ensuring that each step is completed. This team will finalize the questions to be asked as part of the Business Impact Analysis (BIA) process. Each team member will fill out a BIA questionnaire and will also assign staff within their own divisions to answer BIA questions, as necessary. This team will meet periodically to review project progress, will revise work plan as necessary, and will edit and approve the final plan. To create this team: Determine which staff members will make up the BCP Coordination Team that will oversee the process for drafting the plan and will also review and sign off on the final plan(s). Decide which staff will answer the questions that will be used to write the sections of the plan(s). These will need to be your staff experts the staff who understand the business processes that support each critical business function. This team will likely consist of a variety of staff, including division managers and lead program staff, information technology staff, facilities management, HR staff, communications staff and applications support. BCP Response Team(s) This team would step into action in the event of an actual crisis and would have major tasks to complete to restore business functions. These tasks are outlined later in this document. You will need to determine who would be responsible for performing each of the tasks necessary to recover your critical business functions. Gather Team Information For each team that you designate, list: General purpose and responsibilities of the team Name and position of team leader, the person responsible for scheduling meetings, making assignments, etc. Name and position of each team member Role and specific responsibilities of each team member Contact information of team members include normal work information, as well as emergency contact information. List phone numbers, e-mail addresses, and pager numbers. Develop Succession Plan In addition to designating staff to handle each task, if possible, back up staff should be identified in case initial personnel are not available or not able to perform their functions. Ideally, it is best to identify two staff to serve as back up and perform each function, if necessary. Of course, for a small agency, it will likely be difficult to have two back-up personnel for each function. Instead, you may need to cross train members of your primary teams so these staff can back each other up, and potentially handle multiple roles. COMPLETE A BUSINESS IMPACT ANAYLSIS A. Identify Critical Business Functions CBF Worksheet (Form A) Most agencies have already identified their critical business functions and filled out the Agency Critical Business Functions (CBF) Worksheet. The purpose of this worksheet is to list your organizations critical business functions and determine how quickly these functions would need to be restored. The goal is to determine which business processes cannot be interrupted or unavailable for a month without having a significant negative impact on the organization. Although most agencies have already filled out these worksheets, many agencies are finding that conditions within their agencies have changed since these documents were originally written. Thats fine; good business continuity planning means constantly reviewing and updating your document, as necessary. Your original CBFs are not written in stone; if you need to amend those documents, please just make those changes and then inform the Enterprise Business Continuity Planning Program that you have designated new critical business functions. If you need to write or modify your list of critical business functions, it is recommended that the BCP Coordinator work closely with the BCP Coordination Team to fill out the following form for each critical business function. Form A Agency Critical Business Functions (CBF) Worksheet: For each CBF, please answer the following:Critical Business Function/Service:Function Description:Function must be restored within: ( 2 days ( 1 wk ( 2 wks ( 1 month Priority Ranking: ( Priority 1 ( Priority 2 ( Priority 3 (1 = highest priority) Who are the customers this function serves?How many customers does this function serve?Major Impact Type: ( Life, Health & Safety Impact ( Financial Impact ( State Economic Impact Life, Health & Safety Impact impacts the life, health, safety and welfare of Oregonians Financial Impact financial impact to the State of Oregon or its citizens State Economic Impact impacts Oregons economy or commerceWhat are the impacts to customers if this function or service is unavailable for longer than the specified time?Are there fines or penalties due to missed deadlines of production? If yes, what?Is there legal liability due to non-performance of this function? If yes, what?Would there be loss of good will, poor public image and embarrassment for non-performance of this function? Explain?Does this function depend on any statewide applications, outside services or products, or other state agencies for its successful completion (i.e. partners)?Do any external partners (i.e. other state agencies, local government, private sector, business partners) depend on this function to provide their services? If yes, who and why? Map Specific CBF Processes This step is not required, although strongly recommended. In addition to filling out the worksheet, try also to map out the critical business functions on paper, showing all of the processes involved and identifying what steps have to occur before the function can take place. Mapping each critical business function by drafting flow-charts can help you to understand and prioritize the steps and processes involved. Although this will take extra time, you may find that this step helps tremendously to understand all of the steps and processes that make up each critical business function. (See Appendix A for an example.) B. Complete a Business Impact Analysis Once you have identified your agencys critical business functions, you will need to determine the processes involved in each critical business function and answer questions as part of a business impact analysis processes. Involve Staff Again, it is recommended that the BCP Coordinator work closely with the BCP Coordination Team to answer the questions on the following form. First, review these questions and determine if there are any questions you want to modify or add to suit your agency. Then, ask the members of the coordination team to answer the questions. It is suggested that the coordinator also work with the BCP Coordination Team to determine which other staff throughout the agency should answer questions, as well. You should identify staff who are the most familiar with the different functions of the agency and are best able to provide specific information about the details of these functions. The BCP Coordinator should meet first in person with all staff who will be asked to answer questions to describe the process and present the questions. Even though background information and questions can also be provided by e-mail, it will probably be most effective to present information and ask the questions in person. This will help ensure that you get answers in a timely fashion and can ask follow-up questions directly. Note: Even if your agency hires a consultant to write the plan, the staff familiar with the processes will need to be involved and will have to spend the time to answer questions and identify the steps for recovery. Once the BCP Coordinator gets answers from all staff, the coordinator should compile these answers and take them to the BCP Coordination Team for review. It is likely that the committee and/or the coordinator will then have additional questions for staff to clarify recommendations. Expect to repeat this process (perhaps several times) to develop answers that are both clear and complete. Form B Business Impact Analysis Questions: StepDescriptionKey ProcessesList the key processes which are necessary to continue the identified critical business function. Describe each process in a single phrase, if possible. Prioritize these processes note those that are the most important. Note that these processes can include internal operations as well as operations within other agencies, outside vendors, etc.Volume of WorkWhat is the average work volume (e.g., number of businesses registered, number of audits completed, number of timesheets entered, etc.) processed by this program? Does the program have a peak volume or other critical timeframes? (e.g., elections are held in November, payments are processed at the end of the month, etc.)Recovery Time Objectives (RTO)Identify the RTO for each key process. RTO is defined as how quickly the process must be restored following a disaster; this is an estimate of how long the process can be unavailable. List the RTO by hours, days or weeks, as appropriate decide how long the process could be down before you would have a serious problem functioning.FacilitiesWhere does this critical function occur? Provide address and directions if necessary. List applicable job titles and contact numbers of staff responsible for this facility. List any other facilities necessary for this function?StaffWho is the key staff position responsible for this function? Provide the job title and contact information. List the approximate number of staff involved in this business function. List applicable job titles and contact numbers. What are the programs normal work hours? Provide a description of the function or type of work key person/ persons perform.Key DependenciesWhat services from within your agency or an external organization do you need in order to restore this function? In order to provide this service, what other resources or information have to be provided?Manual Work AroundCan this function be performed manually, if necessary? If yes, how can this be done and for how long?Computer SystemsWhat computer systems/applications are required to perform this process?Vital RecordsDescribe the vital record(s) required and the location where these records can be found. Provide address and directions, if necessary. Include all types of records electronic, paper, microfilm, etc.Equipment and Office SuppliesDescribe the pieces of equipment or supplies required. If a purchase is required, method of payment should be specified. Describe the location where these items can be found or acquired. Provide address and directions if necessary.Suppliers/VendorsList the agencys key suppliers which may need to be contacted in the event of an emergency. List the key goods or services provided by these vendors. List the usual contact information for these vendors, as well as emergency contact information. If possible, list the name and contact information for alternate suppliers/vendors.Budget ConsiderationsWhere applicable, relate work volume to dollars or revenue. (Revenue going out, revenue retrieved from registration fees, etc.) If you had to store data files, hard copy documents, or supplies off-site, do you know the costs of various off-site options? IV. WRITE THE RECOVERY STEPS OF THE PLAN This section involves identifying exactly what your agency would do in the event of different types of disasters. The goal is to write a narrative that describes who does what tasks when and where? The purpose is to end up with a list of steps describing what you would do to restore your critical business functions. A. The Process How many plans do you need to write? In a large agency, you will likely need individual continuity plans for each division, program, or facility. However, in a smaller organization, you may be able to combine steps into a single plan (or at least a fewer number of plans). What is the best process for writing the plans? Again, it is important for the BCP Coordinator to work closely with the BCP Coordination Team and staff familiar with each critical business function. The BCP Coordinator should use the completed Business Impact Analysis to answer the questions in Form C below and draft the recovery steps of the plan. The coordinator will likely need to meet with individual staff to get specific information needed to answer some of these questions. Providing staff with the completed Business Impact Analysis in advance can give them a background for answering questions and help them understand this part of the process. Focus on a Single Situation When Writing the Recovery Steps Draft plans explaining the steps that your agency will take to recover should your facility be completed destroyed. Assume that your entire facility is down, whether due to structural problems, loss of power, or loss of IT or computer networks. Dont attempt to think through every type of disaster (i.e., earthquake, terrorist attack, cut power lines, etc.). Instead, use an all hazards approach and assume that the facility cant be used, regardless of what caused the problem. Dont try to anticipate all possible emergencies outside of your own organizations control. Instead, focus on what to do if your own facility and functions are affected. Form C Recovery Steps: StepDescriptionActivating the Plan Who would initially respond and assess the impact of the event on your agencys facility? List the triggers that would need to occur for your agency to determine that a disaster has occurred. What would need to have happened before your agency decides that the business continuity plan will need to be implemented? Who would make the decision to declare an emergency for your agency and activate your plan? This would most likely be your agency director or designated back-up. What is the chain of command during an event and who is in control during the crisis? Again, are you a large enough organization to be able to designate two back-up staff positions for each key role, just in case your lead staff people are not able to fulfill the designated duties?Designate the Agency Operations Center (AOC) Once a crisis has occurred, the BCP teams will need a place from which to make decisions and coordinate agency response activities. If you are not able to work from your primary office, what other location will you designate as the Agency Operations Center? Provide the address and telephone number(s) of the location and detailed instructions on how to get there. Also list an alternate site to use in case both your main office and primary AOC site are unavailable. Provide the address and telephone number(s) of the location and detailed instructions on how to get there. Recognize that you may not be able to handle all agency decisions from a central control point during an actual crisis. Depending on communication ability, regional offices and divisional units may have to make decisions independently.CommunicationsWho would notify staff if an event occurred? Do you have a calling tree to use to contact all staff? Identify numbers to call for staff if event occurs during work hours and also numbers to call if event occurs during non-duty hours. In addition to using phones, does the agency have other ways to keep staff informed? Updates on agency website, e-mail list, local radio station? Who provides information to external parties, including other agencies, vendors and public authorities? Do you have a calling tree for external parties? Who is the single point of contact for talking to public? As the event continues, who will keep staff/board informed? Who will keep suppliers informed?Alternate SitesIf you could not work at your current site, where would you go? Ideally, you should identify two sites: (1) one that is local, within commuting distance of the regular business address; and (2) another that is out of the immediate area. Both sites should be ready for emergency use within 12 hours of notification. Do you have a written agreement with the owners of the alternate sites? Who are the key staff who would have to be re-located to these alternate sites, in order to maintain the critical business functions of the organization? Alternate space and support will likely be limited. Therefore, staff assigned to the alternate site should be restricted to only personnel needed to maintain critical business functions. (Remember that you only need to have an alternate site capable of housing the key staff needed to restore critical functions; you do not need a site large enough to accommodate all the staff in the agency.) If both your normal office and your designated alternate site can not be used due to a disaster, you may decide to contact DAS Facilities at the time of the event to find additional space options. Perhaps state that the agency director will make this decision at the time of a declared emergency. During an event, you can use the DAS Emergency Lease Form attached as an appendix to the Plan Example document to find other facilities options. TransportationWho will ensure that staff are safely transported away from the site, as necessary? Who will transport equipment and documents to another location, as necessary? How will you relocate people and equipment?SalvageIf your facility has been affected, who will work to salvage as much as possible from your office? SecurityHow would you provide physical security for the facility?SafetyHow would you provide for the safety of employees and the public during an event?Staffing functionsWhat is the minimum number of people you would need to make decisions and operate? Which specific staff positions should do this work? Which staff positions should act as back-up if initial personnel are not available?Vital records, equipment and suppliesWhich vital records are going to be required to restore critical functions? What equipment and supplies will be required to restore critical functions?Designing the recovery stepsWhat steps will need to be taken to restore each critical business function as quickly as possible? Who/how will you continue running your agency as effectively as possible during recovery? Is there a work around that you can use until restored? (For example, perhaps a certain task can be done manually until computer function is restored.) How will dependencies (identified in Form B CBF Processes) affect the order in which you restore your processes? (For example, do you require access to special facilities controlled by another department; or do you require a list of suppliers from IT?)VendorsWhat kind of support will you require from outside sources and vendors?Resuming normal business Who will decide that it is appropriate/possible to resume normal business? Who will decide when staff can move out of the emergency/ alternate site and move back to your primary office(s)?Other considerationsDescribe any other factors that should be taken into consideration or that might affect the recovery process. (For example, this particular recovery process could involve an extensive financial outlay - this might require pre-approval). C. Write the Plan It is recommended that the BCP Coordinator compile all of the answers to the above questions in a narrative format, listing each of the steps that would need to take place to respond to each of the four following situations. Keep plans concise and outline clear steps. Dont include background information or analysis with the actual procedures. Develop clean, readable lists that will be easy for staff to pick up and follow even when they are under pressure. Try to list one line per step, outlining the steps involved in each procedure. For example: Step 1 - Contact backup site and arrange delivery of backup tape. Step 2 - Contact printer for emergency supply of preprinted invoices. Step 3 - Arrange for delivery of laptop from computer retailer. Etc. After drafting the recovery steps, the coordinator should take these steps back to the BCP Coordination Team for review and approval. Create Checklists for Critical Personnel Design checklists that include all of the potential steps that a specific staff position might have to fulfill. These checklists will be easier for staff to carry with them and also easier for them to use during an actual emergency. These checklists are a subset of the entire plan, with each checklist focused on a specific staff position. Take the tasks listed in the plans developed above, and split the tasks out for each key position. Each person with assigned tasks will then have their own checklist listing their own tasks under each scenario. Be sure to assign checklists/tasks to job titles/positions and not just to individuals. Since certain individuals may not be available during the event, you will (ideally) have at least two back-up staff who can handle a given task if the primary person is not available. Prepare Phone Lists Prepare three different phones lists: The direct phone numbers for police, fire, ambulance, hospital, hazardous materials team, government authorities, and utilities. A call tree that lists the contact information for each staff person in the agency, and specifies how each staff member will be contacted. Ideally, the task of contacting staff will be spread across the organization, so that no one individual has to call a large number of co-workers. Emergency contact information for critical personnel. This emergency contact sheet should contain the office, home, cell, and pager numbers for each critical staff person. Each individual manager should have only the phone lists and contact information that he or she would require should an event occur. This contact information should be kept in secure locations separate from the plan itself. Copy and Distribute the Final Plan The BCP Coordinator should not be the only person who ends up with a copy of this plan! Plans should be stored both electronically and on paper. Keep plan document in different forms and places hard copies, files on your computer (at work and at home, if possible), and on flashdrives. Ideally, the critical staff with recovery responsibilities, as well as all management staff, should have copies of the plan. List the names and positions of staff with copies of the plan, as well as the exact location of each plan copy. Many staff people will not need a copy of the entire plan; instead, provide them only with the appropriate checklist(s) applicable to their position. Each management staff member should have a small packet for their briefcase, containing the call tree and plan checklists. Information Security Issue: Business continuity plans often confidential information that must be properly protected - - this includes names, home telephone numbers and addresses, and any other sensitive information. Privacy is an important consideration and whenever possible, documenting confidential information in the plan should be kept to an absolute minimum. The plan and planning documents should be provided only to the individuals who have a right and need to access the information whether in electronic or hardcopy formats -- and obsolete copies should be appropriately destroyed. Each agency is accountable for tracking copies of the plans in their organization. Individuals with access to confidential plan information are responsible for the appropriate protection of that information. Any breaches of confidentiality must be handled in accordance with state and federal privacy protection laws (Oregon ID Theft Protection Act ORS 646A.600-628) and all applicable DAS enterprise policies. In addition to protecting confidential information, integrity and availability also are critical components of information security. Plans must contain current, accurate information and be updated on a regular basis so they are reliable and actionable. Designated individuals must be able to access appropriate sections of the plans at any time so they can fulfill their responsibilities. V. REVISE AND UPDATE THE PLAN It is important to update this plan periodically, in order to keep the content current. Ideally, the phone lists should be checked every few months. The entire plan should be reviewed and revised any time that a new business process or program is put into place, with a complete review at least once a year. It is recommended that the front of the plan list: Date plan was created: mm, dd, yyyy Date plan was revised: mm, dd, yyyy VI. TEST THE BCP AND WRITE A DISASTER RECOVERY PLAN A. Exercise the BCP Business continuity plans need to be tested to identify and fix problems. It is best to exercise and update your plans at least annually, or when major programmatic or technological changes occur within your organization. The Enterprise Business Continuity Planning Program with DAS can help you develop scenarios to test your plan. The program is also developing a guidance document for agencies to use when testing business continuity plans. B. Write a Disaster Recovery Plan In addition to writing this Business Continuity Plan, you will also need to write a Disaster Recovery Plan for your agency, identifying the infrastructure (processes, records, IT applications) necessary to perform and restore the critical business functions. Guidance for writing a Disaster Recovery Plan will be provided separately. Appendix A: Process Flow Map of a Critical Business Function (Example from Department of Revenue) Appendix B: Example of a Completed Business Impact Analysis Oregon Youth Authority Business Impact Analysis OYA Central Office Table of Contents  TOC \o "2-3" \t "Heading 1,1,BCP Big,1,BCP Small,2,BCP Super Small,3"  management summary 2 scope 2 participants 2 methodology and approach 2 General Business Function Description and Strategies 2 Central Office Processes  PAGEREF _Toc161817089 \h 3 Business Process Criticality Ranking 5 Primary Computer System Requirements  PAGEREF _Toc161817091 \h 9 Recovery Point Objective  PAGEREF _Toc161817092 \h 10 Key Dependencies  PAGEREF _Toc161817093 \h 15 Vital Records  PAGEREF _Toc161817094 \h 17 Equipment and Supplies  PAGEREF _Toc161817095 \h 21 Regular Suppliers and Vendors  PAGEREF _Toc161817097 \h 23 alternative Suppliers and Vendors  PAGEREF _Toc161817097 \h 23 recovery point objective - current position 24 recovery time objective - current position 25 business unit interdependencies 26 findings 28 plan of action 29 next steps 30  Management Summary The primary purpose of the Business Impact Analysis (BIA) is to identify the criticality of the key business processes used by the Oregon Youth Authority (OYA). The BIA represents the first step in the development of an overall BCP program at OYA. The study identified key business processes, associated computer systems, tangible/intangible impacts if a process couldnt be performed, critical interdependencies, and essential vital records. Most importantly, it identified how soon (e.g., 12 hours, 24 hours, 5 days, etc.) after an unplanned disruption a business process must be recovered. The results of this analysis will be used to develop appropriate recovery strategies consistent with the critical needs of the organization in the event of a declared disaster. Scope The scope of the BIA was restricted to the OYA Central Office in Salem, Oregon. Participants The OYA business units and personnel interviewed are listed in Attachment A Participant List. Methodology and Approach An industry best practice BIA Questionnaire template was developed by the OYA BCP Office to meet organizational standards and terminology. The OYA Budgets and Contracts department established the quantitative impact scale within the questionnaire. This scale is commensurate with the current OYA revenue stream to ensure accurate financial impact measurements were made when estimating the dollar impact of a business process not being performed over a period of time. The strategic objectives of the BIA study were to identify the existence and relative criticality of: Key Business Processes Computer Systems Interdependencies Vital Records Each participant was provided with the BIA questionnaire and appropriate instructions during their scheduled interview. Initial interviews were conducted only with OYA managers. Separate interviews may have been held within each business units key management to review the BCP Office planning process and complete the BIA questionnaire. A copy of the BIA Questionnaire Template and/or completed BIAs for each participating business unit may be requested from the BCP Office. General Business Function Description and Strategies The Central Office is the administrative hub of the Oregon Youth Authority. Central Office houses the Directors Office, Business Services, and Program Office divisions of the agency, as well as the executive management of the two remaining divisions: Facility Operations and Field Services. Central Office business processes directly, and indirectly, allow for the completion of the agencys four critical business functions. Though most Central Office business processes serve the Program Support critical business function, without these processes, the achievement of the remaining critical business functions would not be possible. The Directors Office includes the Director and Deputy Director, the Professional Standards Office, Minority Services, and Internal Auditing. The Business Services division includes Facilities Management, Budgets and Contracts, Accounting, Employee Services, Information Systems, and Research and Development. The Program Office division includes the Training Academy, Rules and Policy Coordination, Program Evaluation and Quality Assurance, Community Resources, Health and Treatment Services, and Foster Care programs. Some of the primary business processes completed at Central Office include: Agency-wide data communications and Information Technology services Development of the Juvenile Justice Information System (JJIS) and JJIS Reporting Oversight and management of all OYA youth correctional facilities, field offices, and residential programs Budgeting, contracting, accounting, and purchasing Interstate Compact-Juvenile Central Office Processes A critical business process is an activity that is indispensable in fulfilling the critical mission functions of Oregon Youth Authority. It is the minimum set of services required to provide the basic needs of the agencys critical mission functions. Central Office critical business processes were identified in the agency-wide Business Impact Analysis (BIA). This analysis identified the critical business processes conducted at each agency location, how those processes were inter-related, what computer systems were necessary to complete the processes, and most importantly, the recovery time objective for each process. The critical business processes have been identified and divided by Central Office Business Unit. Ranking the Criticality of the Business Processes It is the goal of this plan to provide management and staff with the means to restore Central Office operations as quickly as possible and to limit the impacts of a disruption on the rest of OYA operations. During an incident, it is expected that the most critical of central office operations will be restored within 2 days. This will restore 25% of Central Office Operations. The first processes recovered will be those that impact the Critical Business Functions of Supervision of Offenders and Health, Safety, and Welfare of Offenders. Within one month, 80% of Central Office Operations must be restored. The criticality ranking or Recovery Time Objective (RTO) is a determination of how quickly the process must be recovered following a disaster. This is influenced by factors such as: the ability to provide a reasonable approximation of the services provided by this process through alternative means; financial impacts that would result from the loss of the process over a period of time; intangible impacts such as the loss of public confidence or employee confidence during the outage. The BCP Office defined six (6) levels to categorize the recovery criticality and RTO of each business process at OYA: RTO 0 - The business process must be recovered within 12 hours of a declared disaster. RTO 1 - The business process must be recovered within 24 hours of a declared disaster. RTO 2 - The business process must be recovered within 2 days of a declared disaster. RTO 3 - The business process must be recovered within 5 days of a declared disaster. RTO 4 - The business process must be recovered within 1 month of a declared disaster. RTO 5 - The business process may be recovered after 1 month of a declared disaster. The critical business processes for Central Office are shown in the following table. Central Office Business Process Criticality Ranking CENTRAL OFFICE PROCESS CRITICALITY RANKINGRTO 0 0 to 12 hoursRTO 1 12 to 24 hoursRTO 2 24 to 48 hoursRTO 3 48 hours to 5 daysRTO 4 5 days 1 monthRTO 5 1 month +Reception Desk Answer, Redirect Phone Calls (4 hours) Accounting Purchasing (4 hours) Employee Services Respond to Safety Issues (Urgent)Field Services Interstate Compact-Juvenile (ICJ) (24 Hours) Foster Care Programs Monitoring of Foster Homes (24 hours) Treatment Services Medicaid Eligibility Determination (24 hours) Accounting Payroll Check Distribution (1 day IF day after Payroll cut-off) Payroll Processing (1 day) Business Services Address Space Planning and Building Issues (1 day) Coordinate State-wide Communications (phone, cell, etc.) (2 days) Physical PlantFacilities Management Receive and process routine work orders (1 day) Repair Failed Equipment (1 day) Contact outside vendors, suppliers, contractors, and agencies (1 day) Receive equipment and supplies (1 day) Information Systems Data communication between OYA and rest of the world (2 days) Network and Email Security (2 days) Backup and Recovery (2 days) Employee Services Consultation with Supervisors and Mangers (24 hours) Labor Relations Employee Issues (24 hours) Workers Compensation-SAIF (24 hours) Accounting Financial Reporting (1 day IF Mid-August) AllotmentEnter Batch in SFMA quarterly (2 days IF end of March, June, Sept., Dec.) Budgets and Contracts Contracting (2 days) Budget Development (Jan.-July odd numbered years) (2 days)Information Systems Support / OYA Helpdesk (3 days) Purchasing (5 days) Business Services Process criminal history check for Statewide Volunteers (3 days) Accounting Process Payments to vendors/employees (3 days) Random Moment SamplesDownload and Distribute samples to Treatment Services Staff (1 week IF 3rd week of month) Deposits (5 days or $1000 in receipts) Business Services Purchase Supplies for Central Office and assist other offices with purchasing info/advice (1 week) Track and Process Risk Management Claims, Vehicle Incidents, and Citizen Complaints (2 weeks) Assist Asst. Director with tracking Fiscal Status/Budget (1 month) Assist managers with Contract Requests (1 month) Back Up Authorization of Purchase Orders (1 month) Employee Services Maintain Employee Records (1 week) FMLA / OFLA Administration (1 week) Recruitment (1-2 weeks) Collective Bargaining Agreement Administration (1-2 weeks) OAR & Policy Administration (1-2 weeks) LEDS / OSP / Criminal Back Ground Checks (1-2 weeks) Progressive Disciplinary Process (2-4 weeks) Professional Standards* Investigating Serious Staff Misconduct (2-4 weeks) Tracking and Responding to Complaints (1 month) Budgets and Contracts Budget Development (Jan to Dec even numbered years) (1 week) Budget Execution (1 week) Budget Development (Aug to Dec. odd numbered years) (1 month) Physical PlantFacilities Management Prepare and Process Purchase Orders (1 week) Treatment Services Referrals to Division of Child Support (1 week) Random Moment Sampling Process (1 month) Contract Administration (1 month) Psychiatric Services to Burns, Tillamook (1 month) Foster Care Programs Criminal History Check for Providers (1-2 weeks) Documentation of Foster homes Certification / Approvals, Certificates, Incidents (1-2 weeks) Fingerprint checks for providers (1 month) Field Services Service Contract Administration (name-youth contracts) (1 month) Community Resources Onsite Program Monitoring (2-4 weeks) Develop Corrective Action Plans (1 month)Physical PlantFacilities Management Improve Building, Grounds, and Infrastructure (1 month +) Create and Amend Contracts (1 month +) Program Evaluation and Quality Assurance Coordinate and Evaluate Programs (1 month +) Develop QA measures, create QI plans, and monitor projects (1 month +) SB 267 Coordination and report writing (1 month +) Rules and Policy Coordination (1 month +) Treatment Services Social Security applications for Youth (2 months) Community Resources Contract Requests (2 months) Onsite Program Evaluations (2 months) Training Academy (2-3 months) New Employee / Basic Training OYA Training Records System Safety/Security Training Treatment Training Contracted Training Develop / Maintain Training Curriculum Professional Standards* Policy Creation and Revision (3 months) Training OYA Staff (3 months) Internal Auditing Risk Assessment (6 months) Audit Plan (6 months) Engagement Reports (6 months) Primary Computer System Requirements PRIMARY COMPUTER SYSTEM REQUIREMENTSRTO 0 0 to 12 hoursRTO 1 12 to 24 hoursRTO 2 24 to 48 hoursRTO 3 48 hours to 5 daysRTO 4 5 days 1 monthRTO 5 1 month +OYA WAN to Statewide Financial Management Application (SFMA), ORPIN; OYA Salem; Telephones; ComputersInterstate CompactJuvenile Data System; DHS Mainframe (employment division, child support, social security admin. information, etc.); WAN; OYA WAN to Oregon State Payroll System (OSPS); JJIS, TelephonesOYA WAN to SFMA; DAS servers; MP2 Server; OYA Salem Server; Email Exchange; FileNet Server; Active Directory; Computers; Internet Access; Brio; Excel; Word; TelephonesLEDS; OYA WAN to SFMA; OYA WAN to TSO; JJIS; OYA Salem Server; Brio; Excel; TelephonesLEDS; DAS State Data Center; DHS CICS; OSP/FBI system; Adpics; Division of Child Support Information System; WAN; JJIS; OYA Salem Server; PSO Server; AIM; Email Exchange; Excel; Word; FileMaker Pro Server; Brio; Internet Access; Telephones; Video-conferencing capabilitySocial Security Admin. Information System; JJIS; OYA Salem Server; PSO Server; AIM; Email Exchange; Word; Excel; Telephones Recovery Point Objectives Recovery Point Objective (RPO) is a determination of how much data loss is tolerable before a key business process is significantly impacted. The date of the most recent backup of a system or application determines the maximum data loss. The BIA rating of maximum data loss or Recovery Point Objective (RPO) is expressed in number of days (e.g., 1 day, 2 days, 5 days, etc.). This prioritization provides Information Technology with a blueprint to recover servers, applications, and infrastructure in criticality order to the organization following an unplanned disruption. The restoration priority and RPO of the Oregon Youth Authority Central Office business processes are as follows: BUSINESS PROCESS RTO and RPOBusiness Area-Process: System DependenciesRecovery Time ObjectiveRecovery Point ObjectiveReception Desk-Answer, Redirect Phone Calls: Phones, JJIS (helpful, not necessary), WAN01Accounting-Purchasing: OYA WAN to State Financial Management System, ORPIN, OYA Salem, Phones0XEmployee Services-Respond to Safety Issues: Phones, Email Exchange03Field Services-Interstate Compact: JJIS, ICJ Data system, WAN11Foster Care Programs-Monitoring of Foster Homes: JJIS, Phones, WAN11Treatment Services-Medicaid Eligibility Determination: JJIS, DHS Mainframe, WAN11Accounting-Payroll Check Distribution: OYA Salem, Employee Directory, Printers, LAN14Accounting-Payroll Processing: OYA WAN to Oregon State Payroll System (OSPS)13Business Services-Address Space Planning and Building Issues: Email Exchange, Phones2XBusiness Services-Coordinate Statewide Communications: Phones, Cell phones, Email Exchange22Physical PlantFacilities Management-Receive and Process Routine Work Orders: MP2 server, OYA Salem24Physical PlantFacilities Management-Repair Failed Equipment: MP2 server, OYA Salem2Physical PlantFacilities Management-Contact Outside vendors, suppliers, contractors, and agencies: Phones, PCs, Internet access21Physical PlantFacilities Management-Receive equipment and supplies: Phones2XInformation Systems-Data Communication between OYA and rest of the world: OYA DC222Information Systems-Network and Email Security: OYA WAN, Email Exchange, Active Directory22Information Systems-Backup and Recovery: Archive Server22Employee Services-Consultation with Supervisors and Managers: Phones21Employee Services-Labor RelationsEmployee Issues: OYA Salem, PC for Word21Employee Services-Workers Compensation--SAIF: Salem Server, PC for Word21Accounting-Financial Reporting: OYA WAN to SFMA, OYA Salem, PC for Brio, Excel, FileNet Server, phones23Accounting-AllotmentEnter Batch in SFMA quarterly: OYA WAN to SFMA25Budgets and Contracts-Contracting: Internet Access to DAS systems, WAN, OYA Salem, PC for Word, Excel25Budgets and Contracts-Budget Development (Jan-July odd-numbered years): OYA Salem, PC for Excel22Information Systems-Support / OYA Helpdesk: telephones35Information Systems-Purchasing: Internet Access, telephones35Business Services-Process Criminal Background check for Statewide Volunteers: LEDS, WAN34Accounting-Process Payments to Vendors/Employees: OYA WAN to SFMA, JJIS, OYA Salem, PC for BRIO, Excel34Accounting-Random Moment SamplesDownload and Distribute samples to Treatment Services Staff: OYA WAN to TSO, OYA Server, PC for Excel34Accounting-Deposits: WAN to RStars/Adpics, JJIS32Business Services-Purchase Supplies for Central Office and assist other offices with Purchasing info/advice: OYA Salem, Email Exchange, PC for Word, Excel, Phones44Business Services-Track and Process Risk Management Claims, Vehicle Incidents, and Citizen Complaints: OYA Salem, Email Exchange, PC for Word, Excel, Internet Access, Phones4 2Business Services-Assist Assistant Director with tracking Fiscal Status/Budget: Email Exchange, PC for Word, Excel4 4Business Services-Assist managers with Contract requests: Email Exchange, PC for Word, Excel, Phones44Business Services-Back Up Authorization of Purchase Orders: OYA Salem, Email Exchange, PC, Word, Excel, Phones4 4Employee Services-Maintain Employee Records: OYA Salem, FileMaker Pro Server45Employee Services-FMLA / OFLA Administration: OYA Salem45Employee Services-Recruitment: LEDS, WAN, OYA Salem, FileMaker Pro Server, Email Exchange, Phones45Employee Services-Collective Bargaining Agreement Administration: OYA Salem, Email Exchange, PC, Word4 5Employee Services-OAR & Policy Administration: OYA Salem, WAN, DAS Servers, PC, Word, Email Exchange45Employee Services-LEDS / OSP / Criminal Background Checks: LEDS, WAN45Employee Services-Progressive Disciplinary Process: OYA Salem, FileMaker Pro Server, PC, Word, Email Exchange45Professional Standards-Investigate Serious Staff Misconduct: PSO Server, AIM, PC, Word43Professional Standards-Tracking and Responding to Complaints: PSO Server, AIM, PC, Word45Budgets and Contracts-Budget Development (Jan-Dec even-numbered years): OYA Salem, PC, Excel42Budgets and Contracts-Budget Execution: DAS Data warehouse, Computer large enough to download data, OYA Salem45Budgets and Contracts-Budget Development (Aug-Dec odd-numbered years): OYA Salem, PC, Excel45Physical PlantFacilities Management-Prepare and Process Purchase Orders: Adpics, WAN45Treatment Services-Referrals to Division of Child Support: JJIS, Division of Child Support Information System, WAN45Treatment Services-Random Moment Sampling Process: OYA Salem, Email Exchange45Treatment Services-Contract Administration: JJIS, OYA Salem, WAN45Treatment Services-Psychiatric Services to Burns, Tillamook: OYA Salem, Email Exchange, Videoconference systems, Internet Access, WAN41Foster Care Programs-Criminal History Check for Providers: LEDS, DHS CICS, OYA Salem, WAN42Foster Care Programs-Documentation of Foster homes Certification/Approvals, Certificates, Incidents: OYA Salem, JJIS, FileMaker Pro Server, WAN42Foster Care Programs-Fingerprint Checks for Providers: OPS/FBI system, WAN45Field Services-Service Contract Administration (name-youth contracts): JJIS, OYA Salem, WAN, Brio, Outlook45Community Resources-Onsite Program Monitoring: JJIS, Email Exchange, WAN45Community Resources-Develop Corrective Action Plans: JJIS, Email Exchange, WAN, Word45Physical PlantFacilities Management-Improve Building, Grounds, and Infrastructure: Telephones5XPhysical PlantFacilities Management-Create and Amend Contracts: JJIS, WAN51Program Evaluation and Quality Assurance-Coordinate and Evaluate Programs: OYA Salem, JJIS, Email Exchange, PC, Word55Program Evaluation and Quality Assurance-Develop QA measures, create QI Plans, and monitor projects: OYA Salem, PC, Word, Excel55Program Evaluation and Quality Assurance-SB 267 Coordination and report writing: OYA Salem, PC, Word, Excel55Rules and Policy Office-Rules and Policy Coordination: OYA Salem, Email Exchange, PC, Word, Excel55Treatment Services-Social Security applications for Youth: OYA Salem, Internet access to Social Security Administrations system, PC, Word, WAN55Community Resources-Contract Requests: JJIS, Word, Email Exchange, PC, WAN54Community Resources-Onsite Program Evaluations: JJIS, PC, Word, WAN55Training Academy-New Employee/Basic Training: OJJDA Server, Email Exchange, Phones, PC, Word55Training Academy-Maintain OYA Training Records System: OJJDA Server, FileMaker Pro Server, PC, Word, Excel, Email Exchange, Phones55Training Academy-Safety/Security Training: OJJDA Server, Email Exchange, Phones55Training Academy-Treatment Training: OJJDA Server, Email Exchange, Phones55Training Academy-Contracted Training: OJJDA Server, Phones54Training Academy-Develop / Maintain Training Curriculum: OJJDA Server, PC, Word, Excel, Email Exchange55Professional Standards-Policy Creation and Revision: Word, PC55Profession Standards-Training OYA Staff5XInternal Auditing-Risk Assessment: OYA Salem, Word, PC55Internal Auditing-Audit Plan: OYA Salem, PC, Word55Internal Auditing-Engagement Reports: OYA Salem, Word, PC55 Key Dependencies The following table details those external agencies, vendors, and service providers upon which OYA Central Office Processes are dependent. The table is divided by Agency Division and then by individual Central Office Business Units. In the event services provided by any of the following agencies are disrupted, a point of contact is provided for each. Agency DivisionBusiness UnitDependent on:For:Point of contact:Directors OfficeProfessional StandardsOregon State Police and local law enforcement agenciesInvestigation, Coordination, prosecution of serious offensesDAS PhonesReceiving complaints, conducting investigationsBusiness ServicesAccountingState Financial Management System Purchasing, Financial Reporting, Allotment, Processing Payments to Vendors and Employees ORPINPurchasingOregon State Payroll System (OSPS)Payroll Check Processing RStars/AdpicsDepositsJJIS at the State Data CenterProcessing Payments to Vendors and Employees, DepositsBudgets and ContractsDAS Systems ContractingDAS Data WarehouseBudget ExecutionBusiness ServicesDAS PhonesAgency communicationOregon State Police LEDSProcess Criminal History checks for statewide volunteersDAS Risk ManagementTracking and processing risk management claims, vehicle incidentsEmployee ServicesOregon State Police LEDSRecruitment and Background checksNicole Kidman is the agency contact LEDSDAS serversOAR & Policy AdministrationFacilities ManagementAdpicsPrepare and process purchase ordersJJIS at the State Data CenterCreate and amend contractsLocal Utility companies and vendors, contractors, and suppliersPower, Water, Sanitation, services as neededSee site specific Appendix for contact information.Information Systems/JJIS/Research & DevelopmentState Data CenterMaintenance, Back-up, and service to the JJIS server Program OfficeCommunity ResourcesJJIS at the State Data CenterOnsite Program Monitoring and Evaluations, Developing corrective action plans, contract requestsFoster Care ProgramsJJIS at the State Data CenterMonitoring of Foster HomesOregon State Police LEDS Criminal History Check for ProvidersDHS CICSCriminal History Check for ProvidersOregon State Police/FBI systemFingerprint checks for ProvidersHealth and Treatment ServicesDHS MainframeMedicaid Eligibility DeterminationDivision of Child Support ISReferrals to Division of Child SupportJJIS at the State Data CenterMedicaid Eligibility Determination, Referrals to Division of Child SupportSocial Security AdministrationApplications for youthReception DeskDept. of Administrative ServicesPhone ServiceJodie Foster is the agency rep. for DAS Phones.Training AcademyOJJDA ServerNew Employee / Basic Training; Maintaining Training records; Developing and Maintaining Training curriculum; Safety/Security, Treatment, and Contracted TrainingField ServicesField ServicesJJIS at the State Data CenterMonitoring Interstate Compact (ICJ) and Service Contract AdministrationBen Stiller and Owen Wilson are the agency reps. for the State Data Center Vital Records Agency DivisionBusiness UnitVital Record NamePhysical LocationElectronic Back-up?Recovery Possible?Directors OfficeInternal AuditingAll IA products for five year reviewall work-papers and reportsInternal Auditors Office File cabinetYes Server Minority ServicesProfessional StandardsStaff Misconduct InvestigationsInterview notes or tapes, investigative reports, history of letters sentPSO Managers Office File cabinetYes C Drive of PSO Manager computerBusiness ServicesAccountingBudgets and ContractsContract Documents2nd FloorYes OYA server and DAS data centerSolicitation Documents2nd FloorYes OYA server and DAS data centerSOS Data2nd FloorYes OYA server and DAS data centerBudget narrative documents2nd FloorYes OYA server and DAS data centerBudget files2nd FloorYes OYA server and DAS data centerFiscal Status Reports2nd FloorYes OYA server and DAS data centerBudget execution files2nd FloorYes OYA server and DAS data centerSFMA data2nd FloorYes OYA server and DAS data centerBusiness ServicesEmployee ServicesEmployee RecordsEquitable Center 3rd FloorProgressive Disciplinary ProcessEquitable Center 3rdWorkers Comp / SAIF recordsEquitable Center 3rdLikelySAIF will have duplicate recordsFacilities ManagementContractsElectronic only ?Yes JJIS Likely Vendors probably have hard-copies of the contractsInformation Systems/JJIS/Research & DevelopmentElectronic back-up tapes for OYA Central Office data backup and recoveryEquitable Center 2nd Floor SafeYes ONLYNo.Program OfficeCommunity ResourcesList of and contact information for Residential Youth Programs, Independent Living Services, and County BRS Programs Foster Care ProgramsCase FilesFile Cabinets (where?)Yes what server?LikelyLEDS and DHS CICS server should have some duplicate informationCertificationFile Cabinets (where?)Yes what server?LikelyLEDS and DHS CICS server should have some duplicate informationHealth and Treatment ServicesMedicaid Eligibility DeterminationsIncome information, citizenship proof, identity proofElectronic only.Yes JJIS, Vital Statistics from Health Division, Employment Dept. system, Division of Child Support SystemVery Likelyother agencies will have the same information.Referrals to Child SupportParent informationField case files (move with youth)Yes JJISRandom Moment SamplesElectronic only.Yes JJIS, OutlookTreatment Services Contracts2nd floorContracts unit file cabinets.Yes JJISLikelyService providers will have a copy of their contractsSocial Security ApplicationsReferral info. in Facility / Field Office case files and medical records Application copies at Fed. Rev. Specialist Workstations on 2nd FloorYesSocial Security Administration systemPatient records for psychiatric services in Burns and TillamookOYA Central and Burns and TillamookNo.No.Program Evaluation and Quality AssuranceProgram Evaluations ReportsProgram Eval. and QA Managers Office, 2nd FloorYes what server?CPC Excel DatabaseYes what server?QI PlansProgram Eval. and QA Managers Office, 2nd FloorYes what server?QA MeasuresProgram Eval. and QA Managers Office, 2nd FloorYes what server?Previous SB 267 ReportsProgram Eval. and QA Managers Office, 2nd FloorYes what server?Reception Desk and Support ServicesOYA DirectoryReception DeskYes Lists folder in Outlook, document on Reception Desk C DriveVery LikelyA hard copy directory wont be hard to find.Master Forms2nd Floor file cabinets near Carol Burnetts cubicle Yes Forms folder in Outlook, documents on Karens C DriveUnlikelyit is unlikely that all forms will be found if Masters are destroyed and electronic copies arent availableRules and Policy CoordinationPolicy ManualYes Policy folder in OutlookOregon Administrative RulesSecond Floor Central Support (what does that mean?)Yes Secretary of State ServerYes.Training AcademyTraining RecordsTraining Academy at MYCF (where?)Yes Training Academy ServerUnlikely.Training CurriculumTraining Academy at MYCF (where?)Yes Training Academy ServerUnlikely.Training ContractsTraining Academy at MYCF (where?)Yes JJISLikelyThose holding contracts will have a copies.Field ServicesField ServicesICJOpen Case Files in ICJ Coordinators File Cabinet 2nd Floor Closed Case Files kept for 1 year in File Cabinet near receptionYes JJIS caseload for ICJ Coordinator Excel document with complete status Access serverVery LikelySecondary files are with JPPOs and individual statesContracts File Cabinets near Contracts unit 2nd floorYes JJISLikely Contract providers will likely have copies. Equipment and Supplies The following table lists those supplies and equipment necessary for full capacity operations at Central Office. Agency DivisionBusiness UnitComplete Work Stations NeededAdditional Technical EquipmentAdditional SuppliesIT needsDirectors OfficeDirector and DeputyInternal AuditingMinority ServicesProfessional Standards2 (PSO Manager and 1 Support staff)Phone line for Reporting HotlineAIM ServerBusiness ServicesAccountingBudgets and ContractsBusiness ServicesEmployee ServicesFacilities ManagementInformation Systems/JJIS/Research & DevelopmentProgram OfficeCommunity ResourcesFoster Care ProgramsHealth and Treatment ServicesProgram Evaluation and Quality AssuranceReception Desk and Support ServicesRules and Policy CoordinationTraining AcademyFacility OperationsFacility Operations and Support3 (Asst. Director, Facility Operations Coordinator, and 1 Support Staff)Field ServicesField ServicesICJ Regular Suppliers and Vendors NAME OF SUPPLIER/ VENDORKEY GOODS OR SERVICES PROVIDEDNORMAL CONTACT DETAILSEMERGENCY CONTACT DETAILSDell ComputerComputers and printers[phone number]  HYPERLINK "http://www.dell.com" www.dell.comBrad Pitt [phone number]ABC Banking SupplyCheck Stock521 N. Main Street Ashland, OR Jackson County [phone number]Marlee Matlin [phone number]DASFacilitiesXYZ Janitorial ServicesJanitorial Services Alternative Suppliers and Vendors NAME OF SUPPLIER/ VENDORKEY GOODS OR SERVICES PROVIDEDNORMAL CONTACT DETAILSEMERGENCY CONTACT DETAILSDisaster Recovery Yellow PagesListings of all types of clean-up, restoration and disaster recovery serviceshttp://www.disaster-help.com/toc.htmlAcme Temp AgencyTemporary Staffing123 Carpet CleaningCarpet Cleaning and Water Damage Cleanup456 Electrician CompanyElectrical Work and Restoration Recovery Point Objective Current Position OYA Central Offices current RPO does not meet the requirements of its RTO 0, RTO 1, and RTO 2 business processes. The Information Technology unit currently backs up incremental data on a nightly basis. Every two weeks the IT unit backs up all data. The data is stored on-site in a non-fire proof safe. In the case of a minor disruption, data is easily retrieved and restored. However, this current process methodology leaves the agency completely exposed in the event Central Office must be vacated or is destroyed. Any event that damages or destroys the Central Offices back up data will make data recovery impossible. This RPO is inconsistent with the requirements of the business processes that require no more than one (1) days worth of data be lost due to an unplanned disruption. The current status of today versus target RPOs is as follows:  EMBED Visio.Drawing.11  Recovery Time Objective Current Position OYA Central Offices current recovery situation does not meet the requirements of RTO 0, RTO 1, and RTO 2 business processes. The current recovery times for these key business processes are unknown because the agency has never initiated contingency planning. It can be assumed that there are major deficiencies in the agencys recovery strategies. It is highly likely that any unplanned disruption will extend Oregon Youth Authoritys recovery time from days to weeks due to the complexity and size of the organization.  EMBED Visio.Drawing.11  Business Unit Interdependencies In the process of gathering data for this report, it was possible to identify the internal business units, in-house central computer systems, data processing service bureaus, or other external entities from which a department receives work and/or sends work to in performing its key business processes. The internal interdependencies of OYA Central Office are shown in the table below. The table lists each internal unit and those units/processes dependent on that internal unit. Internal interdependencies: Internal Unit:Dependent Units/Processes:Professional Standards OfficeComplainant, employees, Employee Services, the Director and Assistant Directors for internal and external investigations;Business ServicesEntire agency for Risk Management Claims; Central Office staff for supply purchases; All staff, stakeholders, and public for telephone repairs and general communications maintenance;Physical Plant Facilities ManagementAccounting for Purchase orders; Budgets and Contracts for Contract Administration;Budgets and ContractsAgency Managers for Fiscal Status reports and Analysis; Agency managers for budget tracking; Agency Managers for Budget Development; Entire agency for contract development, solicitation, and administration;AccountingAll managers and employees for processing payroll; All managers for submitting purchase orders; Treatment Services for Random Moment Sampling Process data; Employees and JJIS for processing payments; Staff for payroll distribution; Agency managers and employees for purchasing; Agency for financial reporting:Employee ServicesProfessional Standards Office for staff investigations; Agency managers for recruitment; Agency managers for Criminal Background checks; Union employees for Collective Bargaining Agreement Administration; Agency Managers for Maintenance of Employee Records; Supervisors and Managers for Consultation; Agency managers for OAR & Policy Administration; Agency Managers for Progressive Disciplinary Process; Employees for Labor Relations issues; Employees for Workers Compensation/SAIF issues; Training Academy for information on new hiresInformation Systems/JJIS/Research and DevelopmentAgency-wide staff for data communication between OYA and the rest of the world; All staff for Support/HelpDesk; All Business Units and Staff for Network and Email Security; All OYA units and staff for Data Backup and recovery; Accounting for maintenance of WAN connectionsProgram OfficeEntire agency for reception desk coverage;Training AcademyAgency managers for employee orientation training; Agency staff for employee orientation training; Employee Services Safety Coordinator for employee training to comply with OSHA;Rules and Policy CoordinationAll OYA staff for rules and policy updatesProgram Evaluation and Quality AssuranceFacility and Field office staff for Evaluation and program assessment; Program Office Managers for Quality AssuranceCommunity ResourcesBudgets and Contracts for contracts requests;Health and Treatment ServicesBudgets and Contracts for contracts requests;Foster CareBudgets and Contracts for contracts; External Entities upon which OYA Central Office Process are Dependent The BIA data also revealed a number of external entities upon which OYA processes are dependent. OYA Central Office processes are highly dependent on processes completed by and systems maintained by the Department of Administrative Services, the Department of Human Resources, the Oregon State Police LEDS computer system, and the Department of Revenue. External Entities dependent on OYA Central Office Processes A number of outside entities were found to be dependent on OYA Central Office Processes. Many external entities, including County Juvenile Departments are dependent on OYA maintenance of the Juvenile Justice Information System. Every service provider, vendor, and contractor that serves OYA is dependent on Central Office processes for contract development and for payment. The Interstate Compact-Juvenile is an agreement between a number of U.S. states to track youth offenders traveling between states. The states involved in this agreement are dependent on OYA Central Office processes to notify them of youth offender movements. There are many more external entities dependent on OYA Central Office processes. Findings The BIA study identified numerous critical findings that warrant immediate OYA management attention. These concerns include, but are not limited to: Inadequate Off-Site Data Storage OYA Central Office does not currently store data off-site. This exposes OYA Central Office to unnecessary risk. If the data stored on-site was inaccessible, damaged, or destroyed, Recovery Point Objectives at any level would be impossible. Centralized Facilities OYA has centralized its administrative functions and business processes in the Central Office of the Equitable Center. A regional or localized event that disrupts operations at the Central Office will critically impede the on-going business of the Oregon Youth Authority, as there is no diversification of facilities or staffing to minimize the effects of an unplanned disruption. Interdependent Business Units OYA Central Office Business units are highly dependent on each other. Few units can complete their processes without the involvement of another business unit. At the current time, this does not present a problem. However, in the event an unplanned disruption forces the relocation of staff from central office - sufficient space may be an issue. Any alternate site must have sufficient space and infrastructure to support the majority of OYA Central Office staff. Lack of Alternate Site Capability The current OYA Central Office Alternate Site plan involves moving all critical Central Office functions to either Hillcrest Youth Correctional Facility in Salem, or MacLaren Youth Correctional Facility in Woodburn. Because these plans have only been discussed, no formal arrangements have been made at either facility. The current infrastructure of these facilities is only sufficient enough to support an emergency short-term relocation of a small number of staff. Long-term and/or large staff relocations are not currently possible. Any extended disruption that requires relocation would force OYA to purchase and install equipment and infrastructure at the time of the event. Purchasing equipment after a disruption will increase recovery time objectives. Relation s would also cause a significant disruption to the operations of either facility. This inadequacy leaves the agency unable to support and restore OYA Central Office RTO 0, 1, and 2 critical business operations following an unplanned disruption. Dramatic Dependency on Technology Oregon Youth Authority, due to the nature of its mission, has a critical dependence on its technology platforms to execute the strategic objectives of the organization. Any extended disruption to the technology that supports the RTO 1 and 2 business processes will have significant quantitative and qualitative impacts to Central Office and to the Oregon Youth Authority. If Central Office is non-functioning, all OYA field offices and facilities will lose email capability. If the State Data Center is non-functioning, regardless of the condition of OYA Central Office, all OYA field offices and facilities will lose internet, JJIS and email capabilities. Reliance on and Responsibility for the Juvenile Justice Information System Oregon Youth Authority has the responsibility of developing and programming the Juvenile Justice Information System. This system is critical to many OYA Central Office functions. More importantly, outlaying OYA facilities and field offices, other state agencies, county courts and many others have a critical dependence on OYA Central to maintain this system. However, the responsibility for maintaining the JJIS belongs to the State Data Center. The data from JJIS is backed up completely every night and stored off-site at the Burns Center. The nightly back-ups with the transaction logs allow up to the minute data recovery. Plan of Action The BCP Offices evaluation of the findings generated a plan of action to further prevent or deter the effects of a disruption to the business. A summary of the key actions to take by timeframe to minimize the greatest risk in the shortest period of time is: Immediate (1 month) Create Crisis Management Teams Create OYA crisis management teams that will be responsible for different aspects of the agencys response and recovery plans. These teams will plan to respond to and manage the recovery from an unplanned disruption. Locate and implement Off-Site Storage of Critical Data Expend the capital to augment the existing data storage system to permit regular off-site storage and reduce the data loss exposure. The quantitative and qualitative losses associated with the recreation of days of lost data will easily exceed the cost of augmenting the data storage system. Complete Business Impact Analysis Report for Facilities and Field Offices Conclude data collection process and compile data. Address Plan of Action and recommendations to Facility Management and Central Office Administration. Explore security options for Central Office Server room Consider purchase and installation of fire suppression system and remote power source to increase the security of the Server room and minimize the impact of a disruption on Agency-wide functions. Intermediate (2-5 months) Develop Disaster Recovery Plans Document technical recovery plans for the computer systems and infrastructure required to support business processes. Develop Alternate Site Technological Capability at Hillcrest Youth Correctional Facility Expend the capital to create a wireless back-up connection between the State Data Center and Hillcrest Youth Correctional facility to allow fully functional capabilities in the event Central Office becomes non-functional. Consider expending the capital, or develop plans for the emergency purchase of critical hardware and infrastructure. Develop Business Continuity Plan Compile data from Business Impact Analyses, Crisis Management Teams and knowledgeable staff to create the Business Continuity Plan. Document Strategic Facility & Space Plans Develop a strategic space and facility plan that includes alternate site and transportation plans for every Oregon Youth Authority facility and field office.     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( RpArialArial Symbol2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% T>J@B@BI L`Sorted by % FpdEMF++@ @4(?@ @ `jCIBCIB: $$==_888"% % W$GN% % $$AA( : FEMF+*@$BBC+oB6@ Envelope Size=>)E>>T>>>>>>i>>)>> ?>?>$?>@7?>@??>@M?>??   % TI U@B@BT LhEnvelope Size% FpdEMF++@ @4(?@ @ CةBRDةB: $$==_888"% % W$Q YO O% % $$AA( : F4(EMF+ @$;Ah Bk6BA( $$=='% % V0#@4~~44% % $$AAFEMF+@D8 ף>@@H<;A.J~BC.J~BCh B;Ah B;A.J~B@$$==_888% % V0"A~~44% % $$AA( FEMF+*@$BB;Ah B@0$=ARIAL6@|pRevenueh>=}>=!>= ?=@?=m+?=>;?=??   ( RpArialArial Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% Tx<#e0@B@B<.L\Revenue% FEMF++@ *@$BB;Ah B6@xBasement3>}>$>}>>}>?}>?}>*?}>@r:?}>DJ?}>??   % T|90g=@B@B9;L\Basement % F@4EMF++@ @$-$Ch BB^.A$$==% % V0#7C 4C bYbY4C 4% % $$AAFEMF+@D8 ף>@@H<-$C~XB*ȊC~XB*ȊCh B-$Ch B-$C~XB@$$==_888% % V0"8C bYbY4C 4C b% % $$AA( FEMF+*@$BB-$Ch B6@Basement Receiving=>>>7^>>>>1>>>>8>> ?>?>?>F1?>@A?>@QO?>#_?>te?>s?>y?>?>??   % T% 2@B@B0LpBasement Receiving % F@4EMF++@ @$Ch B 3D^.A$$==% % V01#74b@b@44% % $$AAFEMF+@D8 ף>@@H<C~XBD~XBDh BCh BC~XB@$$==_888% % V00"8b@b@44b% % $$AA( F<0EMF+*@$BBCh B6@First Floor ReceivingN@>S@>`T@>W@>Z@>\@>`^@>`b@>d@>@th@>hl@>n@>p@>`u@>y@>f}@>@@>xw@>>@>@>@>??   % Th%2@B@Bh0LxFirst Floor Receiving% F@4EMF++@ @$aBJ˨Ch$D`.A$$==% % V08QeH,H,% % $$AAFEMF+@D8 ף>@@H<aB0>CZ2D0>CZ2DJ˨CaBJ˨CaB0>C@$$==_888% % V07PfH,H,H% % $$AA( FXLEMF+*@$BBaBJ˨C6@$First Floor Mail OpeningH5@>9@>`5;@>=@>!A@>C@>`E@>`mI@>K@>@N@>R@>HU@>BW@> /]@>#a@>b@>pLd@>0Ff@>0k@>o@>s@>w@>?y@>`4}@>??   % THS`@B@BH^L|First Floor Mail Opening % F@4EMF++@ @$̙OGD3`CHB\.B( $$=='% % V0`,11551% % $$AAFEMF+@D8?@@H<OGD~CWD~CWD3`COGD3`COGD~C@$$==_888% % V0b.15511% % $$AA( FEMF+*@$BBOGD3`C@0$=ARIAL6@@4(4t=>??   ( RpArialArial Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TT#&@B@B#LP(% F|EMF++@ *@$BBOGD3`C6@H<2 =>>>??   % TX&*@B@B&LP2 % FEMF++@ *@$BBOGD3`C6@ of Syntron J >>P>>g>>>>5>>>>E>> >>U>>>>@e ?>R?>??   % T,T@B@B, Ldof Syntron J% FtEMF++@ *@$BBOGD3`C6@@4-@?>??   % TTWY@B@BWLP-% F|EMF++@ *@$BBOGD3`C6@H<50>>@>>??   % TX9@@B@B9 LP50% FtEMF++@ *@$BBOGD3`C6@@4)>>??   % TTAC@B@BA LP)% F@4EMF++@ @$̙S-DC`.B 0> 0J U+J % % $$AAFEMF+@D8u?@@H<S-DCC9@DCC9@DCS-DCS-DCC@$$==_888% % V0U+> 0> 0J U+J U+> % % $$AA( FEMF+*@$BBS-DC@0$=ARIAL6@h\Thick>>>>>>>>>>??   ( RpArialArial Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% Tl@B@BLXThick% F@4EMF++@ @$OGDSCBBrB( $$=='% % V0G1s1> 8> 8s1s% % $$AAFEMF+@D8?@@H<OGDCCcDCCcDSCBOGDSCBOGDCC@$$==_888% % V0E1> 8> 8s1s1> % % $$AA( F$EMF+*@$BBOGDSCB@0$=ARIAL6@Mail Opened byq%>9>>9>>9>>9>[>9>)>9>i>9>?9>?9>F1?9>@A?9>@xR?9>@_Z?9>@k?9>??   ( RpArialArial Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% T-I}U@B@B-TLhMail Opened by % FtEMF++@ *@$BBOGDSCB6@@4:{?9>??   % TT|I~U@B@B|TLP:% FpdEMF++@ @4(?@ @ 0KD0B_D0B: $$==_888"% % W$)RY2Z7Z% % $$AA( : F4(EMF+ @$̙S-D3`C`.B\.B( $$=='% % V0,U+U+00U+% % $$AAFEMF+@D8u?@@H<S-D~C9@D~C9@D3`CS-D3`CS-D~C@$$==_888% % V0.U+00U+U+% % $$AA( FEMF+*@$BBS-D3`C@0$=ARIAL6@\PThin>>>>>>>>>>>>??   ( RpArialArial Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% Td @B@BLTThin% F@4EMF++@ @$u-C+oBBryC( $$=='% % V0; 6  TT % % $$AAFEMF+@D8?@@H<u-CCCCC+oBu-C+oBu-CC@$$==_888% % V0:8 TT  T% % $$AA( FEMF+*@$BBu-C+oB@0$=ARIAL6@ Mail SortedE2>9>>9>)>9>>9>>9>>9>>9>"?9>@4?9>@$?9>4?9>??   ( RpArialArial Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% T>J@B@BI LdMail Sorted % FtEMF++@ *@$BBu-C+oB6@@4:E?9>??   % TT>J@B@BILP:% FpdEMF++@ @4(?@ @ V>CIBua{CIB: $$==_888"% % W$GN % % $$AA( : FEMF+@D8?@@, Co8C"Co8C@$$==_888% % W$ ' E % % $$AA( F\PEMF+@<0߃C3CCo8C߃C2z=C߃C3C@( $$=='%  % V,#219  1 19 %  % $$AAF4(EMF+ @$D+oBBryC( $$=='% % V0:;6##T)T)#% % $$AAFEMF+@D8?@@H<DC=&DC=&D+oBD+oBDC@$$==_888% % V08:8#T)T)##T% % $$AA( FEMF+*@$BBD+oB6@ Sorted by wq>9>>9>m>9>>9>>9>?9>s?9>Z?9>/?9>??9>??   % TQ>J@B@BQI L`Sorted by % FpdEMF++@ @4(?@ @ TGDIB DIB: $$==_888"% % W$NGN%%(% % $$AA( : FEMF+*@$BBD+oB6@ Thicknessa>>>>I>>>>>>@?>@?>#?>3?>??   % TPIU@B@BPT L`Thickness% FpdEMF++@ @4(?@ @ DةB DةB: $$==_888"% % W$LQY$O=(O% % $$AA( : FEMF+*@$BBD+oB@0$=SYMBOL6@@4c=>??   ( RpSymbolArial Arial wK@ X|2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TT@_Bh@B@B@gLP% FEMF++@ *@$BBD+oB@0$=ARIAL6@@4(r>>??   ( RpArialSymbol Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TTX_[i@B@BXgLP(% F|EMF++@ *@$BBD+oB6@H<8 >>b>>??   % TXZ_^i@B@BZgLP8 % FEMF++@ *@$BBD+oB6@ of Model <>>>>>>>>@?>x?>U(?>34?>@8?>??   % Ta_~i@B@Bag L`of Model % FEMF++@ *@$BBD+oB6@TH203r>8 ?,>8 ?>8 ???   % T`Xgcq@B@BXoLT203% FEMF++@ *@$BBD+oB6@pdL and >8 ?\>8 ?@?8 ?x?8 ?U?8 ?3'?8 ???   % Tpegwq@B@BeoLXL and % FEMF++@ *@$BBD+oB6@Omation Model r>?>?,>?>?`????@????$??6??@hB??EN??"Z??^????   % TXoy@B@BXwLhOmation Model % FEMF++@ *@$BBD+oB6@h\Aprl r>@89?>@89?>@89?>@89?Q>@89???   % TlXyf@B@BXLXAprl % FEMF++@ *@$BBD+oB6@TH360,>@89?@?@89??@89???   % T`hys@B@BhLT360% FtEMF++@ *@$BBD+oB6@@4)?@89???   % TTvyx@B@BvLP)% FEMF++@ *@$BBD+oB@0$=SYMBOL6@@4c=@m???   ( RpSymbolArial Symbol2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TT@B@B@B@LP% FEMF++@ *@$BBD+oB@0$=ARIAL6@@4(r>@m???   ( RpArialSymbol Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TTX[@B@BXLP(% F|EMF++@ *@$BBD+oB6@H<2 >@m?b>@m???   % TXZ^@B@BZLP2 % FEMF++@ *@$BBD+oB6@ of Omation <>@m?>@m?>@m?>@m?n?@m?@3!?@m?-?@m?2?@m?7?@m?@C?@m?uO?@m???   % Ta@B@Ba Ldof Omation % FEMF++@ *@$BBD+oB6@pdModel r>?>?>?q>???@S????   % TpXm@B@BXLXModel % FEMF++@ *@$BBD+oB6@TH206@????%????   % T`p{@B@BpLT206% FtEMF++@ *@$BBD+oB6@@4)@1????   % TT}@B@B}LP)% FEMF++@ *@$BBD+oB@0$=SYMBOL6@@4c=ʝ???   ( RpSymbolArial Symbol2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TT@B@B@B@LP% FEMF++@ *@$BBD+oB@0$=ARIAL6@@4(r>ʝ???   ( RpArialSymbol Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TTX[@B@BXLP(% FEMF++@ *@$BBD+oB6@TH18 >ʝ?b>ʝ?>ʝ???   % T`Zb@B@BZLT18 % FEMF++@ *@$BBD+oB6@ of Omation >ʝ?>ʝ??ʝ?@ ?ʝ?@K?ʝ?-?ʝ?8?ʝ?>?ʝ?@C?ʝ?uO?ʝ?R[?ʝ???   % Tf@B@Bf Ldof Omation % FEMF++@ *@$BBD+oB6@pdModel r>@?>@?>@?q>@??@?@S?@???   % TpXm@B@BXLXModel % F|EMF++@ *@$BBD+oB6@H<50@?@??@???   % TXpw@B@BpLP50% FtEMF++@ *@$BBD+oB6@@4)%?@???   % TTy{@B@ByLP)% F@4EMF++@ @$mD B`.BHC$$==% % V0IRG;G;@@G;% % $$AAFEMF+@D8?@@H<mDJ˨CDJ˨CD BmD BmDJ˨C@$$==_888% % V0GTG;@@G;G;% % $$AA( FEMF+*@$BBmD B@0$=ARIAL6@ Mail Placed =9><>9>f{>9>>9>O>9>>9>>9>>9>@?9>?9> ?9>C2?9>??   ( RpArialArial Symbol2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TKW@B@BV LdMail Placed % FpdEMF++@ @4(?@ @ KoD3B}D3B: $$==_888"% % W$T[;xu?x% % $$AA( : FEMF+*@$BBmD B6@xon  The P<>>>>>>v>>>>>> ?>?>??   % T|Vb@B@BaL\on  The % FpdEMF++@ @4(?@ @ dqDMB{DMB: $$==_888"% % W$_fb<#>#% % $$AA( : FEMF+*@$BBmD B6@ Wall by />>>>$>>>>>>2>>>>@ ?>?>??   % Tam@B@Bl L`Wall by % FpdEMF++@ @4(?@ @ >9qDӢB4{DӢB: $$==_888"% % W$ipO<>% % $$AA( : FEMF+*@$BBmD B6@|pProgramB)>>%u>>>>v>>6>>Y>>?>??   % Txkw@B@BvL\Program% FpdEMF++@ @4(?@ @ qD#Bb |D#B: $$==_888"% % W$t{E>=>>o >>>8>>>c>>>??   ( RpArialArial Arial wKJ X|2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% Tl} @B@B}LXTrays% FEMF++@ @D8?@@, 3Co8CFCo8C@$$==_888% % W$  % % $$AA( F\PEMF+@<0(C3CCo8C(C2z=C(C3C@( $$=='%  % V,u9 d u u9 %  % $$AAF4(EMF+ @$&IC^CXB(B( $$=='% % V0EQ  %M %M % % $$AAFEMF+@D8u?@@H<&IC4-DigC4-DigC^C&IC^C&IC4-D@$$==_888% % V0GS %M %M  %% % $$AA( FEMF+*@$BB&IC^C@0$=ARIAL6@xCandling>>>>Y ?>?>.?>6?>=?>GO?>??   ( RpArialArial Arial wKM X|2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% T| *@B@B)L\Candling% FpdEMF++@ @4(?@ @ pC~ DC~ D: $$==_888"% % W$&". 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( RpSymbolArial Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TT a#m@B@B lLP% FEMF++@ *@$BB;A B@0$=ARIAL6@@4(r>s>??   ( RpArialSymbol Arial2||p|m|Z|m| L 0w| d||p|m|8wL! -w 0w dv% TT8a:n@B@B8lLP(% FtEMF++@ *@$BB;A B6@@46d>s>??   % TT;a?n@B@B;lLP6% F|EMF++@ *@$BB;A B6@H<' >s>>s>??   % TXAaCn@B@BAlLP' % FEMF++@ *@$BB;A B6@h\tall >s>>s> ?s>?s>@5?s>??   % TlEaSn@B@BFlLXtall % F|EMF++@ *@$BB;A B6@H<@ @!?s>@=?s>??   % TXWabn@B@BWlLP@ % FEMF++@ *@$BB;A B6@\Pmax @E?s>]?s>fm?s>{?s>??   % Tddaxn@B@BdlLTmax % FEMF++@ *@$BB;A B6@THof r>>>>>>??   % T`8kAx@B@B8vLTof % FEMF++@ *@$BB;A B6@TH800>>U>>@| ?>??   % T`CkSx@B@BCvLT800% F|EMF++@ *@$BB;A B6@H<# N?>-?>??   % TXUk[x@B@BUvLP# % FEMF++@ *@$BB;A B6@\Peach5?>D?>@T?>@b?>??   % Td^ksx@B@B^vLTeach% FtEMF++@ *@$BB;A B6@@4)r?>??   % TTukwx@B@BuvLP)% FEMF++@ *@$BB;A B@0$=SYMBOL6@@4c=@n2???   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