Distribution System And Drinking Water Treatment Report

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Distribution System and Drinking Water Treatment Report Resource: City of Kelsey City Drinking Water, Waste Water and Water Conservation Presentation Memo information available through the City of Kelsey Virtual Organizations Portal and the University of Phoenix Material: City Council Reports. This report outlines the anticipated approach the City of Kelsey will take to fully use its water resources portfolio. The plan must specify the treatment technologies needed for each major water source and the infrastructure and operational needs for the water distribution network. · Write a - word document outlining the distribution system and drinking water treatment technologies to be used in the City of Kelsey. · Include the following in your plan: · Outline a specific approach for distributing water by addressing each of the following: · Flows · Piping · Water quality · Flushing · Water conservation · Security · Adequate storage · Maintenance plan · Water main break repair · Fire hydrants · Fire flows · Valves · Cross connection control This sample template is designed to assist the user in performing a Business Impact Analysis (BIA) on an information system. The template is meant only as a basic guide and may not apply equally to all systems. The user may modify this template or the general BIA approach as required to best accommodate the specific system. In this template, words in italics are for guidance only and should be deleted from the final version. Regular (non-italic) text is intended to remain. 1. Overview This Business Impact Analysis (BIA) is developed as part of the contingency planning process for the SanGrafix Enterprise Inc. (SEI) . It was prepared on 9/13/2016. 1.1 Purpose The purpose of the BIA is to identify and prioritize system components by correlating them to the mission/business process (es) the system supports, and using this information to characterize the impact on the process (es) if the system were unavailable. The BIA is composed of the following three steps: 1. Determine mission/business processes and recovery criticality. Mission/business processes supported by the system are identified and the impact of a system disruption to those processes is determined along with outage impacts and estimated downtime. The downtime should reflect the maximum that an organization can tolerate while still maintaining the mission. 2. Identify resource requirements. Realistic recovery efforts require a thorough evaluation of the resources required to resume mission/business processes and related interdependencies as quickly as possible. Examples of resources that should be identified include facilities, personnel, equipment, software, data files, system components, and vital records. 3. Identify recovery priorities for system resources. Based upon the results from the previous activities, system resources can more clearly be linked to critical mission/business processes. Priority levels can be established for sequencing recovery activities and resources. This document is used to build the Strategic and business planning activities Information System Contingency Plan (ISCP) and is included as a key component of the ISCP. It also may be used to support the development of other contingency plans associated with the system, including, but not limited to, the Disaster Recovery Plan (DRP) or Cyber Incident Response Plan. 2. System Description Provide a general description of system architecture and functionality. Indicate the operating environment, physical location, general location of users, and partnerships with external organizations/systems. Include information regarding any other technical considerations that are important for recovery purposes, such as backup procedures. Provide a diagram of the architecture, including inputs and outputs and telecommunications connections. Note: Information for this section should be available from the system’s System Security Plan (SSP) and can be copied from the SSP, or reference the applicable section in the SSP and attach the latest version of the SSP to this contingency plan. 3. BIA Data Collection Data collection can be accomplished through individual/group interviews, workshops, email, questionnaires, or any combination of these. 3.1 Determine Process and System Criticality Step one of the BIA process - Working with input from users, managers, mission/business process owners, and other internal or external points of contact (POC), identify the specific mission/business processes that depend on or support the information system. Mission/Business Process Description E-commerce processes Process of performing the trade or transactions over the internet Communications Process to share necessary information using the IT media Maintenance and support services Post-sales support for maintenance and support Finance and treasury Department to administer the financial aspects Research and development activities Process to perform research and development of new games and designs. Human resources Department to manage all the human resources of the company, including salaries, payments, grievances and many more. Information technology services Process of using the information technology in the development of the games Accounting and reporting Managing all the information and report to the list of people authorized. Marketing and public relations Department to market the final products and communicate to the external people 3.1.1 Identify Outage Impacts and Estimated Downtime This section identifies and characterizes the types of impact categories that a system disruption is likely to create, as well as the estimated downtime that the organization can tolerate for a given process. Impact categories should be created and values assigned to these categories in order to measure the level or type of impact a disruption may cause. Outage Impacts Impact categories and values should be created in order to characterize levels of severity to the organization that would result for that particular impact category if the mission/business process could not be performed. These impact categories and values are samples and should be revised to reflect what is appropriate for the organization. ( Ex ample impact category = Cost Severe - temp staffing, overtime, fees are greater than $1 million Moderate – fines, penalties, liabilities potential $550k Minimal – new contracts, supplies $75k )The following impact categories represent important areas for consideration in the event of a disruption or impact. Impact category: Cost Impact values for assessing category impact: · Severe = $ 1M · Moderate = $ 0.5 M · Minimal = $ 0.25 M The table below summarizes the impact on each mission/business process if SanGrafix Enterprise Inc. were unavailable, based on the following criteria: Mission/Business Process Impact Category Vendor Relations Shareholder Confidence Customer Service Sales Impact E-commerce processes Moderate Moderate Moderate Minimal Minimal to Moderate Communications Severe Severe Moderate Minimal Minimal to Severe Maintenance and support services Minimal Minimal Severe Moderate Minimal to Severe Finance and treasury Severe Severe Minimal Moderate Severe Research and development activities Minimal Minimal Minimal Moderate Moderate Human resources Moderate Minimal Moderate Minimal Minimal to Moderate Information technology services Severe Moderate Minimal Severe Moderate to Severe Accounting and reporting Moderate Moderate Moderate Moderate Moderate Marketing and public relations Minimal Moderate Moderate Moderate Moderate Estimated Downtime Working directly with mission/business process owners, departmental staff, managers, and other stakeholders, estimate the downtime factors for consideration as a result of a disruptive event. · Maximum Tolerable Downtime (MTD). The MTD represents the total amount of time leaders/managers are willing to accept for a mission/business process outage or disruption and includes all impact considerations. Determining MTD is important because it could leave continuity planners with imprecise direction on (1) selection of an appropriate recovery method, and (2) the depth of detail which will be required when developing recovery procedures, including their scope and content. · Recovery Time Objective (RTO). RTO defines the maximum amount of time that a system resource can remain unavailable before there is an unacceptable impact on other system resources, supported mission/business processes, and the MTD. Determining the information system resource RTO is important for selecting appropriate technologies that are best suited for meeting the MTD. · Recovery Point Objective (RPO ). The RPO represents the point in time, prior to a disruption or system outage, to which mission/business process data must be recovered (given the most recent backup copy of the data) after an outage. The table below identifies the MTD, RTO, and RPO (as applicable) for the organizational mission/business processes that rely on SanGrafix Enterprise Inc. Values for MTDs and RPOs are expected to be specific time frames, identified in hourly increments (i.e., 8 hours, 36 hours, 97 hours, etc.). Mission/Business Process MTD RTO RPO E-commerce processes 24 hours 12 hours 8 hours Communications 72 hours 48 hours 12 hours Maintenance and support services 24 hours 12 hours 4 hours Finance and treasury 96 hours 48 hours 24 hours Research and development activities 48 hours 24 hours 12 hours Human resources 72 hours 48 hours 24 hours Information technology services 24 hours 12 hours 4 hours Accounting and reporting 36 hours 24 hours 12 hours Marketing and public relations 72 hours 48 hours 24 hours Include a description of the drivers for the MTD, RTO, and RPOs listed in the table above (e.g., mandate, workload, performance measure, etc.). Include a description of any alternate means (secondary processing or manual work-around) for recovering the mission/business process(es) that rely on the system. If none exist, so state. 3.2 Identify Resource Requirements The following table identifies the resources that compose SanGrafix Enterprise Inc . including hardware, software, and other resources such as data files. System Resource/Component Platform/OS/Version/Location Description Computers 220 Laptops HP EliteBook, Intel®COREâ„¢ i5-5200U CPU @ 2.20 GHz, 4 GB RAM, X64-based processor, 160GB HDD. Including docking station Monitors 103 Monitors excluding R&D Dell Ultrasharp 1907FP 19" LCD Flat Panel Monitor 48 Monitors for R&D Dell S2415H 24-Inch Screen LED-Lit Monitor Speakers/multimedia 220 headsets 220 Logitech Stereo Headset H110 headsets for each laptop 110 Speaker sets Bose Companion 2 Series III Multimedia Speakers Plotters 1 laser in each department 1 Impact printer and UPS printer in Order Processing, Shipping, and Receiving 1 multifunction color laser in R&D Epson WorkForce WF-7610 Wireless Color All-in-One Inkjet Printer with Scanner and Copier Epson LQ-590 Impact Printer HP Laserjet Pro M477fdn All-in-One Color Printer Printers Imaging devices Web servers/ File servers/ Print Servers 6 Web Servers in Server Rm/Tec Support PowerEdge R220 Rack Server. Intel® Xeon® processor E3-1220, 4GB memory and an enterprise class 500GB hard drive. Database servers 5 Database Servers in Server Rm/Tec Support Dell PowerEdge R920 has the following specifications: 60 cores, 6TB of memory, 8 PCIe flash drives, H730P PowerEdge RAID controller Support for up to 24 local storage drives Cabling CAT6 –STP Measured across the area to connect Power backups 8 in total , 1 for each department Apc Smart-ups Xl Modular 1500VA - US( External ) - Ac 230 V - 1500 Va - Ups Backup WAN connection T1 Dedicated Line AT&T BusinessDirect Backup devices Tape drive backup HP LTO-6 Ultrium 6.25TB Data Cartridge Backup media Optical devices (CD-ROMs, DVD-ROMs, CD-Rs, and so son) Devices already configured with the laptops and servers It is assumed that all identified resources support the mission/business processes identified in Section 3.1 unless otherwise stated. Note: Information for this section should be available from the system’s System Security Plan (SSP) and can be copied from the SSP, or reference the applicable section in the SSP and attach the latest version of the SSP to this contingency plan. 3.3 Identify Recovery Priorities for System Resources The table below lists the order of recovery for { system name } resources. The table also identifies the expected time for recovering the resource following a “worst case†(complete rebuild/repair or replacement) disruption. · Recovery Time Objective (RTO) - RTO defines the maximum amount of time that a system resource can remain unavailable before there is an unacceptable impact on other system resources, supported mission/business processes, and the MTD. Determining the information system resource RTO is important for selecting appropriate technologies that are best suited for meeting the MTD. Priority System Resource/Component Recovery Time Objective Network devices (Routers, Firewalls, Switches, Hubs) Cisco 24 hours to replace or recover Communication devices, messaging servers ATT/Avaya / Microsoft 24 hours to recover Database Server , Web Server, FTP Server MS SQL / IBM WebSphere / CoreFTP 36 hours to restore Print Servers, Multimedia Servers NVidia, AMD 48 hours to recover A system resource can be software, data files, servers, or other hardware and should be identified individually or as a logical group. Identify any alternate strategies in place to meet expected RTOs. This includes backup or spare equipment and vendor support contracts. Business Continuity Plan Policy Statement SanGrafix realize and recognizes the importance of implementing the business continuity plan in its primary San Francisco location and secondary Sunnyvale location. SanGrafix BCP should prepared to support the development, testing, and the maintenance in both the locations. Below are the for SanGrafix: · A comprehensive continuity plan including detailed risk assessment for all the operations involving all the departments is performed and the risks are categorized. · Risk mitigation and contingency is prepared encompassing all the critical business activities, the mitigation is based out of the available conditions and resources for the risks identified. · Effective communication, resource identification and countermeasures are identified and a step by step procedure is defined for facing any incidents. · All the departments are involved, contacts and backups are defined, trained effectively to support in the situations of crisis or any disruptions. · Periodical tests to the procedures defined are performed in a controlled environment, audit results are used to make any changes or improved the existing processes. · All the employees are made aware of the BCP. · The BCP is updated based on the results, changes to the team, changes to the work environment and other criteria, which will go through thorough review and shared with rest of the employees. The BCP policy is applicable to all the departments in various locations under the SanGrafix. The BCP is supposed to support and ensure that the business does not halt at any given point of time either during the disaster or after the disruption has occurred. The involvement of all the employees including senior management, president, vice president and manager ensures that the plan is covered across all the departments and personnel. Any changes to the SanGrafix or the departments in the company are quickly notified and updated in the BCP. Review and Approval: President, VP and GM. Date: September 3, . Why is biochemical oxygen demand important? How will it affect your work as an environmental professional? 2. In rural areas, wastewater is not typically treated in a centralized wastewater treatment plant. What happens to the sewage in these areas, and who is responsible for it? CH. 10 3. Why are solids a great concern to wastewater treatments? How are they dissolved in water, and what is the process to remove them? 4. What is biochemical oxygen demand, and how does it relate to dissolved oxygen? CH. 13 5. What are sanitary sewers, storm sewers, and combined sewer systems? 6. What is the processing of Jetting, when it comes to clearing out amounts of line blockage? 7. What is the process of Flushing, when it comes to sewers. 8. What is the process of Balling, when it comes to clearing out debris in the pipes with water pressure? 1. Where does your drinking water come from, how is it treated, and what residuals are generated? Is the treated water safe enough for consumers, or do you advocate the use of home filters or bottled water? Explain your answer 2. Why must surface water supplies be filtered, but not groundwater supplies? How does this affect decisions related to which water supply to choose? Ch. 5 3. Explain the process of coagulation and flocculation relating to water. CH. 7 4. Explain the process of filtration systems from waterborne illnesses. CH.8 5. What is cholera? How is one exposed to it and where can it be found? 6. Explain the Pump Handle Removal to water treatment and the process of disinfection. 7. What is chlorination? Why are its advantages and disadvantages? CH. 22 8. Explain the process of Alum Sludge Treatment relating to water treatments.