NESD Board of Education · NESD Board of Education . Meeting Date: April 3, 2017 . Topic: Business Continuity Plan . MEETING AGENDA ITEM INTENT ☐ Board Meeting ☐New Business ☐Information

NESD Board of Education Meeting Date: April 3, 2017 Topic: Business Continuity Plan

MEETING AGENDA ITEM INTENT ☐ Board Meeting ☐New Business ☐Information ☐Committee of the Whole ☐Board Strategic Direction ☐Decision ☒Audit Committee ☐Monitoring or Reporting Items ☐Discussion ☐Information Items ☐Correspondence

BACKGROUND

According to Board Policy 113: Audit Committee, the Audit Committee has an oversight responsibility of the Business Continuity Plan for the North East School Division. The information technology department is responsible for this document.

CURRENT STATUS

Please find attached the updated document. The next step will be for the crisis management team to review and discuss the updated document at a meeting.

PREPARED BY DATE ATTACHMENTS Wanda McLeod, Superintendent of Business Administration

March 31, 2017 • Business Continuity Plan

BUSINESS CONTINUITY PLAN

[NORTH EAST SCHOOL DIVISION – READY PLAN] [PRINTED ON THURSDAY AUG 20, 2015] [Last Modified on Thursday March 30, 2017]

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Contents Incident Escalation Guide .................................................................................................................. 5

Plan Owner ........................................................................................................................................... 5

Introduction ........................................................................................................................................... 6

Plan Scope and Applicability ......................................................................................................... 6

Plan Objectives ................................................................................................................................ 6

Plan Assumptions............................................................................................................................ 6

EMERGENCY RESPONSE! ............................................................................................................. 7

Evacuation ........................................................................................................................................ 7

Emergency Situations ..................................................................................................................... 7

Bomb Threat ................................................................................................................................ 7

Fire / Smoke ................................................................................................................................. 8

Inclement Weather ...................................................................................................................... 8

Flood.............................................................................................................................................. 8

Immediately After the Storm ...................................................................................................... 8

Tornado ......................................................................................................................................... 9

Infectious Disease Outbreak ..................................................................................................... 9

Medical Emergency .................................................................................................................... 9

External Event, Terrorist or Criminal Activity .......................................................................... 9

Explosion (confirmed) ............................................................................................................... 10

Suspicious Package ................................................................................................................. 10

Utility Outage.............................................................................................................................. 10

Hazardous Materials Spill ........................................................................................................ 11

Crisis Management Team ................................................................................................................ 11

Responsibilities .............................................................................................................................. 11

Crisis Management Team Leader .......................................................................................... 11

Emergency Coordinator ........................................................................................................... 12

Crisis Communication ............................................................................................................... 12

Human Resources .................................................................................................................... 12

Facilities Management ............................................................................................................. 13

Finance ....................................................................................................................................... 13

Information Technology ............................................................................................................ 13

SaskTel Conference Call Instructions ........................................................................................ 13

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Plan Activation and Communication .............................................................................................. 15

During Normal Business Hours ................................................................................................... 15

Outside Normal Business Hours ................................................................................................. 15

Deciding to Activate the Ready Plan .......................................................................................... 15

Actions upon Activation ................................................................................................................ 16

Recovery Strategies.......................................................................................................................... 16

Business Departments Recovery Strategy ............................................................................... 16

Information Technology Recovery Strategy .............................................................................. 17

Business Continuity .......................................................................................................................... 18

Data Services ................................................................................................................................. 18

Critical Activities ........................................................................................................................ 18

Department Recovery Action Plan ......................................................................................... 18

Department Recovery Checklist .................................................................................................. 19

Facilities ........................................................................................................................................... 20



Department Recovery Checklist ............................................................................................. 21

Financial Services ............................................................................................................................ 22




Department Disaster Recovery Plan ............................................................................................ 24

Human Resources/Payroll ........................................................................................................... 25


Department Recovery Action Plan Human Resources ....................................................... 25

Department Recovery Action Plan Payroll ............................................................................ 26

Department Recovery Checklist Human Resources and Payroll ...................................... 27

Superintendents of Schools ......................................................................................................... 28




Transportation ................................................................................................................................ 29


Department Recovery Action Plan .............................................................................................. 30

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IT Recovery ........................................................................................................................................ 31

Respond to a Problem .................................................................................................................. 31

Event Occurrence...................................................................................................................... 31

Make an Initial Assessment of the Problem ................................................................................ 32

IT Recovery Procedures .............................................................................................................. 32

Loss of the NESD Data Centre at SaskTel .................................................................................. 32

Contact SaskTel and Arrange for Network Routing Changes (from Regina to Tisdale) ........ 33

Migrate Critical NESD Services (Reds <24 hrs)................................................................... 34

Priority A Services - 48 Hrs...................................................................................................... 35

Finalizing move to OffsiteDC ....................................................................................................... 37

Loss of IT and Backup Data Centre ....................................................................................... 37

Contact SaskTel for routing change (redirect to MUCC from TMSS) ........................... 37

Configure (New or Replacement) Hardware for Recovery Use ..................................... 37

Loss of Divisional Office Site ................................................................................................... 37

Restore VM File System to local site ................................................................................. 37

Verify connection to data centre and services .................................................................. 38

Process Normal System Operations at Technology Recovery Center ............................. 38

IT Resumption................................................................................................................................ 38

Assess Physical Damage to Computer Equipment ............................................................. 38

Order Hardware ......................................................................................................................... 39

Order Communications Lines .................................................................................................. 39

Move to Home Site.................................................................................................................... 39

Information Lists ................................................................................................................................ 40

Emergency Services - Melfort ..................................................................................................... 40

Emergency Services - Tisdale .................................................................................................... 41

Emergency Services - Nipawin ................................................................................................... 42

Assembly Points ............................................................................................................................ 43

Melfort ......................................................................................................................................... 43

Tisdale Garage .......................................................................................................................... 44

Nipawin ....................................................................................................................................... 45

Command Centers ........................................................................................................................ 46

Primary Command Center ....................................................................................................... 46

Technology Recovery Center ...................................................................................................... 46

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Off-site Storage ................................................................................................................................ 46

Disaster Recovery Box .................................................................................................................... 47

Teams and People ........................................................................................................................ 47

Teams ......................................................................................................................................... 47

Emergency Management Team (EMT) ............................................................................. 47

Crisis Management Team (CMT) ....................................................................................... 48

IT Recovery Team (ITRT) .................................................................................................... 48

Crisis Communications ......................................................................................................... 49

Staff List (by Department) ........................................................................................................ 49

Financial Services ................................................................................................................. 49

NESD Director ....................................................................................................................... 49

Superintendents .................................................................................................................... 49

Payroll - Melfort...................................................................... Error! Bookmark not defined. Transportation ........................................................................................................................ 50

Human Resources ................................................................ Error! Bookmark not defined. Facilities ................................................................................................................................... 51

Student Support Services .................................................................................................... 52

Curriculum ............................................................................................................................... 53

Other Work Locations and Contacts ...................................................................................... 54

External Contacts .......................................................................................................................... 54

Vendors ....................................................................................................................................... 54

School Contacts ........................................................................................................................ 54

Saskatchewan School Divisions ............................................................................................. 56

Technology ..................................................................................................................................... 57

Computer System Hardware and Network Equipment ....................................................... 57

Systems Software ..................................................................................................................... 57

Communications Circuits ......................................................................................................... 57

Backup Process Overview ........................................................................................................... 58

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Incident Escalation Guide This chart illustrates how to respond to an incident and activate some or all portions of the plan - emergency response, crisis management, IT recovery, business continuity.

Plan Owner Response Plan for North East School Division Address: Box 6000, 402 Main Street, Melfort SK S0E 1AO Plan Owner: Rob McKay, Superintendent of Operations Office #: (306) 752-1212 Home #: Mobile #: (306) 921-7504 Office e-mail: [email protected] Alternate e-mail: Document First Created by: Michael Smith, Readysmith Advisers Limited Office #: (877) 636-3596, Ext. 1001 Home #: (905) 844-3951 Mobile #: (647) 281-6162 Blackberry Pin: 2169ADF1 Office e-mail: [email protected] Alternate e-mail: [email protected]

Printed on Thu, 20 Aug 2015

Last modified on Thu, Mar 30, 2017

mailto:[email protected]



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Introduction This is our Ready Plan. It outlines the strategies, capabilities and procedures for our staff to implement in the event of a significant disruption to our day-to-day business operations.

Plan Scope and Applicability

The scope of this plan covers all departments located in our Melfort, Tisdale Garage, and Nipawin administrative office locations as well as the computer server room located at TMSS. The plan is applicable in the event that the site is physically inaccessible. It also responds to regional interruptions to operations. For instance, it can be used, in whole or in part, to respond to events such as:

• A city wide power failure • An approaching storm • A transit strike

The Ready Plan integrates with the existing safety plans and anticipates that the initial emergency may require activation of this plan.

Plan Objectives

The Ready Plan objectives are to facilitate the response to the incident and resumption of the critical business operations, functions, and technology in a timely and organized manner so that we can continue as a viable and stable business.

Plan Assumptions

Planning does not cover every eventuality and assumes knowledgeable staff is available to execute the plan. The plan, therefore, is developed with the following assumptions:

1. The building you work in is not available, be it either Melfort, Tisdale Garage, Nipawin, or the data center server room.

2. Qualified staff are available to recover operations. 3. The interruption will last for 8 weeks. 4. All documents and equipment at work stations and data centers at the impacted location are not

available. 5. The community and other schools district locations have not been directly affected by the disaster unless

it is a regionally based event.

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EMERGENCY RESPONSE! It is most important to make sure that staff, contractors and visitors are safe. This is the top priority. Every procedure in this Ready Plan makes personal safety the first response. Once people are safe, other responses can be initiated.

Evacuation

The movement of employees, visitors and contractors from a site and/or building to a safe place (assembly area) in a controlled and monitored manner at the time of an event. Depending on the type of event, the evacuation may need to take place immediately or in a slower structured way. For example in a fire, a fast evacuation takes place, but in a power outage or if a severe incident may occur in the future, a staged or slower evacuation can take place.

1. Remain calm. 2. Assist persons in immediate danger to safety if it can be accomplished without risk of injury to you. 3. Staff requiring special assistance should identify that they need evacuation assistance and designated

staff should assist them to either evacuate or stay with them until local authorities can assist them to evacuate if it is safe to do so.

4. Do not attempt to collect personal items, i.e. books, laptops, etc. Leave these items in the office. 5. Follow the directions of the emergency wardens and evacuate the building immediately using the

nearest emergency exit path. 6. Go to the primary assembly area. If the nature of the incident makes the primary assembly area

dangerous, go to the alternate assembly area. 7. Once at the assembly point, each department manager should:

1. Initiate head count and make note of missing and / or injured employees; and 2. Report missing and / or injured employees to the Crisis Management Team.

8. Do not attempt to re-enter the building until instructed to do so. 9. Personnel should remain at the assembly point until a determination is made by the Crisis Management

Team (CMT) whether or not the ready plan will be activated.

Emergency Situations

Bomb Threat

Any call, email, letter communicating a threat, a suspicious object (believed to be a bomb), or anything that suggests that a bomb is located in and/or in the vicinity of the facility.

1. Remain calm. 2. Record caller's id if it appears on your telephone display. 3. Try not to anger the caller. 4. Try to get as much information from the caller as possible. 5. Pay attention to any background noise, the sex of the caller, etc. 6. Note characteristics of the caller’s voice. 7. Attempt to obtain information on the time of detonation and type of detonator. 8. After call has ended, call 911 immediately. 9. Notify any member of the Emergency Management Team. 10. The Emergency Management Team will assess the level of threat (how credible is the threat or is it a

hoax) and decide whether to evacuate. 11. If a decision is made to evacuate, the Emergency Management Team will search evacuation routes,

assembly areas and building perimeter for suspicious packages or objects. 12. Make the evacuation announcement to all employees.

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13. Each employee should look around their work area to identify anything suspicious or out of place. 14. The Emergency Management Team will notify the police or local authorities of the threat and anything

identified as being out of place. 15. Evacuate the facility and proceed to the designated assembly point.

Fire / Smoke

A fire or smoke emergency requires immediate evacuation of the building or appropriate floors of the building to ensure employee safety. These are common emergencies that often originate from faulty wiring or overloaded electrical circuits.

1. Sound alarms or use pull stations. 2. Call 911. 3. Evacuate the premises. 4. Notify a member of the Emergency Management Team. 5. The Emergency Management Team will establish liaison with the Fire and Police Departments.

Inclement Weather

Inclement weather means any weather conditions including, but not limited to, ice, snow, heavy rains, excessive heat, etc., which is likely to cause unsafe travel or work conditions for employees/visitors or unsafe facility conditions (such as excessive snow loading on roofs, flooding, power outages, etc.).In the event of inclement weather, the Crisis Management Team will determine if a facility is to stop operations or close based on health and safety assessment.

Flood

A flood warning may be issued by local weather services. Floods may be caused by torrential rain or storms or by pipes within the facility bursting or failing.

1. If there is sufficient lead time, reduce orders for your raw materials and products before they are delivered to your site.

2. Move electrical equipment, such as computers, to a higher floor in your building or to higher ground. 3. If possible, move products and goods to a higher floor in your building or to higher ground. 4. Turn off water and power at mains if possible. 5. Avoid wet wires and electrical outlets. 6. Do not begin clean-up until after an inspection of electrical outlets is complete.

Immediately After the Storm

1. The Crisis Management Team with the assistance of the Emergency Management Team will: 1. Complete an initial assessment of damage to the office' facilities. 2. Establish communications with federal/state assistance offices. 3. Complete immediate survey of office to identify and isolate safety hazards (biological, electrical,

structural damage, gas leaks, etc.) 4. Authorize Departments to develop and carry out activities to resume office operations.

2. Other office personnel shall wait to report to office until notification by immediate supervisor, or through an announcement in the local media services. For information about office status during and following the storm, call the following numbers: 888.752.5741 or 306.752.5741

3. Go to the following website for emergency information: http://www.nesd.ca 4. Department Heads, through normal administrative channels, will initiate surveys of department status.

http://www.nesd.ca/

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Tornado

1. If there is a tornado warning in effect, assign a member of the Emergency Management Team to watch for a possible tornado approaching.

2. Take cover in a safe room, stairwell, bathroom, doorway or under sturdy furniture. 3. If you are inside, go to the basement, washroom area or stairwell immediately. If you are outside, find

shelter or lie down in a ditch or ravine, protecting your head. 4. Avoid glass, loose masonry and utility wires. 5. If in a car, get out of and away from the car. Lie down in a ditch or ravine, protecting your head. 6. Do not use candles, matches or other open flames. DO NOT SMOKE. 7. In order to minimize overload on the telephone system, do not make telephone calls unless they are

lifesaving. 8. Turn on radio or television for emergency bulletins. 9. Avoid entering damaged buildings.

Infectious Disease Outbreak

Outbreak of an airborne or physically spread bacteria or virus that can cause severe or fatal injury or illness.

1. Call local Public Health authorities to alert them to the situation and get advice on infection management.

2. Immediately alert the Crisis Management Team. 3. Isolate the person(s) with symptoms in a closed office or area and have them wear a mask to stop the

spread of germs. 4. Have a family member or friend assist them to return to their home if hospitalization is not required. 5. Contact cleaning services to have the facility properly disinfected and cleaned. 6. Discuss requirements with Public Health authorities to slow or eliminate the spread of the disease or

virus, such as increased cleaning or special hygiene measures.

Medical Emergency

1. Call 911 to request and ambulance. Provide them with as much information about injury as possible. 2. If you are trained to do so or if the Emergency Medical Services personnel (EMS) requests specific

actions, administer first aid. 3. Arrange for the ambulance to be met at the entrance to your facility. 4. Make sure that there is a clear pathway for the EMS stretcher to the individual with the medical

emergency. 5. Guide the EMS personnel to the location of the individual with the medical emergency. 6. Do not attempt to move a seriously injured person. 7. The Crisis Management Team notifies the immediate family if the employee is unable to do so. 8. The Crisis Management Team assists in transporting family to the hospital, as necessary. 9. The Crisis Management Team informs the family how media will be handled.

External Event, Terrorist or Criminal Activity

An event taking place outside your facility, criminal or terrorist act can create a situation where the safety of human lives may depend on occupants staying locked within the premises until the local authorities can eliminate the threat.

1. Call 911 if you identify the incident. If local authorities approach to advise of criminal activity and request a lock-down, ensure they tell you how the all clear signal will be given.

2. Notify building security and the Facilities Manager.

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3. Initiate internal security response to scene to investigate if external event and advise the Emergency Management Team.

4. Inform employees using a pre-established code. 5. All staff should proceed to nearest pre-determined safe room (without windows if possible) and wait for

the all clear signal. 6. Lock all doors or access to the floors occupied by the organization and cover windows if safe to do so. If

doors cannot be locked, use furniture to block doorway. 7. Remain calm and wait for the all clear signal.

Explosion (confirmed)

An explosion may be caused by a gas leak, chemical spill and ignition, or other combination of substance or a criminal act.

1. Call 911. 2. Be alert for possible second device or explosion. 3. Notify Emergency Management Team. 4. Emergency Management Team conducts immediate search of evacuation routes and building perimeter,

sound evacuation alarm, if safe to evacuate. 5. Emergency Management Team notifies security and Facilities Manager. 6. Emergency Management Team initiates internal security response to scene to investigate and advise

the Crisis Management Team.

Suspicious Package

A suspicious package is any item present in the site which cannot be accounted for and has not been placed there by employees.

1. Notify the Emergency Management Team. 2. The Emergency Management Team calls security and the Facilities Manager. 3. The Emergency Management Team initiates internal security response to scene to investigate and

advises the Crisis Management Team. 4. Do not touch the package or object. 5. Do not use radios or cell phones. 6. Evacuate area and restrict access to the area. 7. The Emergency Management Team will determine if a call to 911 is required.

Utility Outage

A utility outage is a loss of electricity, gas or water service.

1. Emergency Management Team assesses the extent of the outage in the area. 2. Emergency Management Team reports the outage to Facilities Management and ensures that they take

appropriate action to secure the facility and turn off main power supply, intake valves or other conduits. 3. Emergency Management Team informs the Crisis Management Team. 4. Help staff in affected or darkened areas to move to safe locations. 5. Shut down personal computers, and other electrical equipment and appliances if electricity is off. 6. Open windows for additional light and/or ventilation, if the incident warrants it. 7. The Crisis Management Team will make a determination to evacuate or shelter-in place based on the

type of outage and safety of employees.

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Hazardous Materials Spill

Any material which may cause danger to human health and safety if spilled.

1. Call 911. 2. Report your name, location, phone number, the material spilled if known, possible injuries. 3. Assist injured persons if trained to do so. 4. Isolate contaminated persons. 5. Avoid contamination or chemical exposure. 6. Close doors or control access to the spill area. 7. Alert Emergency Management Team. 8. Inform the Crisis Management Team. 9. Communicate spill information to responders. 10. Follow evacuation instructions.

Crisis Management Team The Crisis Management Team (CMT) is responsible for all of the tasks needed to respond to, manage and recover from any detrimental event seriously affecting the District.

Initially, the emergency will be handled by the Emergency Coordinator, who is a member of the Crisis Management Team. While the emergency is being handled by the Emergency Coordinator (with the help of the rest of the Emergency Management Team), the Crisis Management Team handles all subsequent aspects of the disruption. If the Emergency Coordinator is not needed for the crisis or disaster (imminent or current), the Crisis Management Team starts to act immediately.

Responsibilities

Members of the Crisis Management Team represent the following functions:

Crisis Management Team Leader

• Obtain information about the event from person who discovered the situation or the Emergency Coordinator.

• Ensure injured staff and families are taken care of (if required). • Evaluate impact to the District's operations (at a high level). • Obtain information regarding extent of damage and repairs required. • Estimate potential length of outage. • Activate the business continuity procedures (if required). • Ensure department managers are contacted to begin plan implementation. • Activate IT recovery procedures if required. • Establish regular communications with Fire, Police and Emergency Services. • Monitor media activity and plan responses. • Organize transportation and lodging as required. • Arrange for hotel and arrange necessary room(s). • Coordinate and assess emergencies and crises with Emergency Coordinator, local authorities such as

law enforcement agencies or Fire Marshal, security, environment, health and safety, and risk management and legal, as necessary.

• Ensure a chronological record of events is developed and maintained for each emergency or crisis. • Plan availability of manpower and other resources.

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• Make routine decisions related to the provision of resources and helping to anticipate future resource requirements to respond to the situation.

Emergency Coordinator

The following locations: Melfort, Tisdale Garage, and Nipawin will have assigned a site Emergency Coordinator. These individuals will be responsible for the following at the respective locations:

• Ensure that fire, police, and medical authorities are called and dispatched to the site during an emergency situation.

• Provide assistance to staff located at your site during an emergency situation. • Conduct fire drills on a periodic basis. • Contact and escalate the emergency situation to the Crisis Management Team Leader. • Maintain, administer, and request first aid to injured staff as necessary. • Maintain first aid kits at the location. • Ensure that medical emergency teams have been dispatched as necessary. • Ensure that ambulance personnel are met upon arrival to the site and direct them to the medical

emergency. • During site evacuations, if safe to do, search each floor to determine that all staff have evacuated the

building. • Communicate primary and secondary evacuation site information to staff. • Once evacuated, account for all staff and report to emergency authorities and the Crisis Management

Team. • Distribute evacuation information to all staff at the site.

Crisis Communication

• Provide a centralized source of expertise, judgment and accurate information for use by the spokespersons in response to media, public concerns, and inquiries.

• Set up media center for press (if required). • Schedule and handle media briefings, news conferences, statements and interviews as required. • Ensure a consistent message is delivered by all staff, update scripts frequently. • Compose information updates for staff. • Ensure applicable IT staff provide factual information for spokesperson(s). • Correct erroneous information and combat rumor. • Ensure key stakeholders are kept informed of the situation and status/progress of crisis. • For greater detail and draft messaging scripts, see the Crisis Communications Manual.doc in the

document library.

Human Resources

• Support needs of injured staff and families (if required). • Provide benefits administration. • Provide or arrange for stress and trauma counseling (if required). • Ensure regular employee information updates are prepared and circulated, in association with the crisis

communications role. • Ensure that staff participating in the recovery have sufficient money, food and comfort to carry on. • Monitor messages from staff concerning their issues, questions about continuity of the business.

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Facilities Management

• Secure, stabilize and contain damaged areas. • Implement damage minimization procedures as soon as access is possible. • Assess damage and confirm repair time frames. • Begin salvage operations in damaged site (furniture, fixtures, equipment, paper, etc.). • Confirm length of outage and requirement for alternate space. • Identify required space and look for alternate working location(s) in excess of that provided by known

and contracted alternate work locations. • Ensure necessary leasing arrangements are in place. • Equip alternate sites and facilitate staff moves. • Directly support the relocation of operations. • Order necessary supplies for contingency locations. • Monitor supply requirements. • Notify insurance agent regarding incident details. • Support claim reporting and loss verification process. • Work with facilities and construction crews where necessary to satisfy insurance requirements. • Re-direct courier and mail services.

Finance

• Provide for and monitor funding, cash and credit for the recovery operation as required. • Document extraordinary operating expenses during the crisis. • Generate emergency manual checks as required. • Escalate and report on any issues of financial nature to senior management. • Ensure that Crisis Management Team is aware of any audit or control related issues that may need to be

considered.

Information Technology

• Restore supporting computer services as defined in the IT Recovery section.

SaskTel Conference Call Instructions

Conference Details: Conference Title: On Demand Moderator Name: Linda Hipkins Company Name: North East School Division Client ID: 1936651 Web Password: password (To change your password, log on to your account via the website.) Conference Passcodes: Moderator Passcode: 9282372 Participant Passcode: 928237 Conference Access: Int'l Toll: 1-306-781-5995 Toll free: 1-866-296-5646

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To conduct a SaskTel conference call:

1. Tell your participants the date and time of your call, the dial-in number and participant passcode. Do not share your moderator passcodes with your participants. SaskTel will not be held responsible for unauthorized calls made with your moderator passcode.

2. At the time of your conference, simply call your dial-in number and enter your moderator passcode to begin your conference.

3. End your conference by just hanging up.

Please note that codes do not become active until 10 minutes prior to the start time for all scheduled (Unattended) calls.

Shortcut touch-tone commands for the SaskTel Conferencing features that you may use at any time during your call:

Schedule Your Conference through Outlook

The Outlook Conferencing Toolbar is the most convenient place to schedule and start Reservation less meetings.

Scheduling meetings through the Conferencing Toolbar means your access numbers and Participant Passcode will automatically populate in the meeting invitation. Starting Phone-only meetings through the Toolbar provides you the ability to mute a participant line, increase a participant's volume, record the conference and more!

To download the Conferencing Toolbar, go to http://toolbardownload.mymeetingroom.com

Schedule: This Conference is available for your use 24 hours a day, 7 days a week.

Features: - Tone on Entry - Tone on Exit - Participants on hold until the moderator passcode is entered - Auto Disconnect

Conference Shortcuts - Press *1 to hear a help menu. - Press *0 to reach an operator. - Press *6 to mute or "un-mute" line. - Press *4 to increase conference volume. - Press *7 to decrease conference volume. - Press *5 to increase your voice volume. - Press *8 to decrease your voice volume.

http://toolbardownload.mymeetingroom.com/

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Moderator Features:

- Press *91 to hear a participant count. - Press *92 to hear a roll call of participants. - Press *93 to disconnect all participant lines. - Press *94 to lock or unlock conference. - Press *96 to mute all participant lines. - Press *97 to un-mute all participant lines. - Press *21 to activate Sub conferencing. - Press *22 to initiate record and playback (*22 again to pause/stop the recording) - Press *31 to turn Conference Security Code on/off. - Press *32 to record your Conference Introduction. - Press *39 to toggle tones on/off in conference

Plan Activation and Communication The Crisis Management Team (CMT) will assess the situation and direct Departments to implement their business continuity and IT recovery procedures.

During Normal Business Hours

If a crisis occurs during working hours, it may be necessary for all personnel at the facility to evacuate the building.

If it is determined that the facility cannot be re-entered, the Crisis Management Team will instruct District personnel what to do. The employees may be instructed to go home to await further instructions or to activate their business continuity procedures.

Outside Normal Business Hours

Any member of the Crisis Management Team may be informed of a problem at the District's offices or become aware of a situation that may affect the District’s business operations. It is important to gather as much information as possible about the situation from the person who is contacting you. Specifically:

• Who is reporting the problem? • Where can they be reached? • Is anyone injured? Who? How? • What measures have been taken for those with injuries? • Have all staff and visitors been evacuated? • What measures have been taken to deal with the problem situation? • What activities were going on in the building at the time? • Are the premises safe to enter? • Have the Police or Fire Department been notified? • Arrange a mutually agreeable time to talk again and obtain an update on the status of the situation.

Deciding to Activate the Ready Plan

As soon as a member of the Crisis Management Team becomes aware of any significant event with the potential to disrupt operations, the member should convene a meeting of the Crisis Management Team. The meeting may

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be in person (at the assembly point, in the office or at the alternate office location if one has been established) or by conference call using a conference bridge if it is available. Call each Crisis Management Team member to inform them of the time of the conference call.

The first (and every) meeting of the Crisis Management Team should include at least the following in the agenda:

1. Who will be the scribe of this meeting to record what we decided and why? 2. What do we know now about the situation?

o People o Facilities o Information technology o Customers o Critical events and processes currently underway

3. Can we determine the impact? 4. What is the combination and range of things we could do? Including:

o Do nothing o Gather more information o Alert our service providers (alternate computing services) that there might be a serious problem

and we might be activating their services shortly o Activate some or all of the business continuity and/or IT recovery procedures

5. What will we do? 6. Who else needs to know about the situation? Stakeholders can be employees, the Board, regulators,

the surrounding community, customers, vendors, key shareholders, the media. See the Crisis Communications role above.

7. When and where and how will we meet again?

The Crisis Management Team will assess the situation and decide whether or not to activate the business continuity and/or IT recovery procedures. Typically, if the situation will be resolved and the District can continue to work in its own offices within one to two business days, the plan will not be activated. If the situation may last longer, the Crisis Management Team may choose to activate the plan.

If a crisis occurs outside normal business hours and the Crisis Management Team has decided to activate the plan, the Crisis Management Team will contact the department managers and instruct them to activate the procedures, starting with the initial departmental assessment as described in their section of this plan.

Actions upon Activation

Upon activation of the business continuity and IT recovery procedures, the Crisis Management Team will be responsible for notifying the alternate office sites of their impending arrival. The Information Technology group will be responsible for notifying and working with the providers of technology recovery services.

The Crisis Management Team will assemble at MUCC and coordinate at that location.

Recovery Strategies Business Departments Recovery Strategy

The duration of an outage resulting from an incident is assumed to be up to 8 weeks. It is very unlikely that one or more offices or the server room would be simultaneously impacted by a disaster event. These recovery strategies reflect these assumptions.

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Relocation Strategy: The goal is to reduce relocation travel time for staff to no more than one hour. Schools in the district will provide alternate offices to staff displaced from either the Melfort, Tisdale, or Nipawin offices. Generally, staff from the Melfort office will relocate to MUCC. Staff at the Tisdale office will relocate to TMSS. Some staff may be able to work from home. Final staff relocation assignments will be determined by the Crisis Management Team at the time that recovery commences.

Equipment Strategy: Limited quantities of replacement equipment such as computers, phones, scanners, printers, etc. will be available at relocation sites. Staff working from home will use laptop or personally owned computers. Cell phones will be a primary replacement for telephone extensions until PBX recovery. Additional equipment will be acquired at the time recovery commences.

Telephone and PBX Recovery Strategy: Contact SaskTel immediately for technical support for recovery of telephone, fax, and PBX systems.

Location Based Network Share Drive Server Recovery Strategy: One backup server is stored at TMSS for purposes of recovery. The server installed and data is reloaded to new server. Server data for all sites are supposed to be backed up daily.

Furthermore, each department is responsible for maintaining and implementing their respective Department Recovery Action Plan. The Department Recovery Plan details procedures and information to assist the department to resume critical business activities.

• Information Technology Services • Facilities • Financial Services • Human Resources/Payroll • Superintendent • Transportation

Information Technology Recovery Strategy

As of January 2013, the main NESD production data centre is located at SaskTel's co-location facilities in Regina, SK.

This significantly reduces the risk of the NESD IT infrastructure and services being effected by any interruptions that may affect their locations in Tisdale or Melfort, which is the basis for the Business Continuity strategy.

The following IT Recovery Strategies were identified and IT recovery procedures developed to address them.

• Loss of the NESD Data Centre at SaskTel • Loss of IT and Backup Data Centre • Loss of Business Office Site

NESD has identified spare equipment at Tisdale that can be used for recovery purposes and will allow NESD's most critical services and applications - identified as the Red's to be restored and recovered within 24 hours, the next most critical, the Blues to be recovered from 24 hrs. to 1 week; and the Greens that will be recovered in > 1 week.

A key element for this strategy to work is the ability of SaskTel to change the network routing from Regina to Tisdale (in the case of the first strategy) and routing TMSS to MUCC (in the case of the IT and Backup Office Centre), and procedures will be documented in the IT recovery procedures.

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Click on the link for a list of the IT Recovery equipment list.

The Information Technology (IT) group is also responsible for maintaining and implementing the IT recovery procedures. The IT Recovery procedures detail the steps that the IT group will execute at time of disaster to restore the systems and equipment.

Systems and applications will be restored at the technology recovery center within 48 hours.

Business Continuity Each department will need to resume business operations under the direction of the Crisis Management Team. It is the responsibility of the designated department manager to undertake the recovery strategies that are documented in the previous section. To guide department recovery of operations, a comprehensive recovery plant has been devised to assist management and staff. The checklist and plan are not meant to be all-inclusive of the steps to take to recover. Depending upon the nature, timing, and extent of the incident, the recovery team will need to exercise best judgment to determine courses of action to take and decisions to make under the circumstances of the incident:

Data Services

The following Recovery Action Plan and the Department Recovery Checklist will aid the Recovery Coordinator to manage recovery of this departments critical activities. This plan refers to your recovery strategy document and incorporates information that may need to be devised at the time of recovery (due to the circumstances of the disaster, initial assessments, etc.). Report the final action plan to the Crisis Management Team.

Critical Activities

1) Check on server data backup processes - 24 hours RTO 2) Maintenance, input of data, and verification of data to SIS and SDS - 3 days RTO 3) Maintenance, input of data and verification to Student Achieve - 1 week RTO 4) Input of data from schools into the COR system and the roll over - 1 month RTO 5) Preparation of the Continuous Improvement Framework Report - > 1 month RTO

Department Recovery Action Plan

Recovery Dependency Recovery Details and Procedures Location (If known in advance, indicate the address and contact information of the site where your staff will work during the recovery period; include travel directions and/or maps of the location.)

Data Services and office admin will relocate to TMSS.

Applications/Critical Systems Management (Coordinate with IT as required to determine when critical applications and systems will be available to you. For applications and systems not part of the IT recovery plan, indicate how those systems will be resumed; Also indicate procedures for staff to perform transactions or do work when technology is not available to them (manual workarounds.)

Web hosted applications would be available via any computer. Input could be captured on spreadsheets and would entered to the application after recovery.

https://raas.readysmith.com/NESD/Ready_Plan#Recovery_Strategies

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Recovery Dependency Recovery Details and Procedures Telecommunications (Document procedures to resume e-mail, fax, and telephone communications if IT or another department is not responsible to do so.)

Use cell phones and web-based e-mail.

Equipment (Identify procedures to work without required equipment and/or procure special equipment that will not be provided via the IT recovery plan.)

NA

Data/Vital Records (List procedures to resume operations without vital electronic and hardcopy files and records available to you. If the department is responsible to do so, list procedures to recall or recreate lost data and vital records.)

Share drive data would need to be restored by IT. Could also restore PC hard drive data from an external hard drive backup device.

Staffing (Identify specific individuals that will be part of the department's recovery team; indicate roles and responsibilities for staff.) NA

3rd Parties, Internal and External (Indicate which internal departments and vendors need to be contacted to assist the department with recovery; indicate procedures to re-direct third parties support during the recovery period.)

If web hosted applications are not available would need to wait until restoration.

Department Recovery Checklist

# Task Assigned To

1. Once notified by the Crisis Management Team and based upon initial assessment of the business interruption communicated by the Crisis Management Team, finalize your Recovery Action Plan.

2. Notify staff of the status of the disaster event and where to report to work. 3. Assist staff with travel arrangements to the alternate work site if necessary. 4. Check into the alternate work site and notify the Crisis Management Team.

5. Communicate alternate work site contact information to the appropriate entities (other departments, other Divisions, Ministry, etc.).

6. Contact vendors to arrange for procurement of recovery resources to aid in resumption of critical activities.

7. Ensure that telecommunication lines are re-directed to the alternate work site.

8. Work and coordinate with other department recovery teams and the Crisis Management Team to resume operations.

9. Determine the status of work-in-process; identify work volumes and backlogs resulting from the business interruption.

10. Determine the impact on work or production deadlines resulting from the business interruption. 11. Coordinate and assign recovery and operating procedures to staff. 12. Initiate manual workaround procedures as necessary until information technology is available.

13. Monitor progress of recovery activities and resumed operations. Track and manage recovery issues you identify. Report this information to the Crisis Management Team.

14. Track expenses associated with recovery efforts.

15. Once applications and systems have been recovered, determine that the applications are functioning properly. Perform data validation procedures as necessary.

16. Immediately report IT issues to IT at the technology recovery center.

17. Ensure that office supplies, vital records, and equipment are procured and delivered on a timely basis.

https://raas.readysmith.com/NESD/Ready_Plan#Technology_Recovery_Center

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Facilities

The following Recovery Action Plan and the Department Recovery Checklist will aid the Recovery Coordinator to manage recovery of this department's critical activities. This plan refers to your recovery strategy document and incorporates information that may need to be devised at the time of recovery (due to the circumstances of the disaster, initial assessments, etc.). Report the final action plan to the Crisis Management Team.

Utilize the Damage Assessment Form to record damage to facilities.

Critical Activities

The list of critical activities are the same for the Facilities functions at the Melfort Office and the Tisdale garage.

1) Damage assessment - 0 downtime RTO 2) Respond to emergency maintenance requests from schools and other properties - 4 hour RTO 3) Respond to routine maintenance requests from schools and other properties - 1 month RTO


Recovery Dependency Recovery Details and Procedures

Location (If known in advance, indicate the address and contact information of the site where your staff will work during the recovery period; include travel directions and/or maps of the location.)

The staff based in the Melfort Office will relocate to MUCC. The staff based at the Tisdale Garage will relocate to another school facility to be determined at the time of recovery. The staff work primarily in the field and travel much of the time.


Emergency request work orders can be performed with a cell/smart phone/tablet with internet connectivity. Access web-based e-mail if Exchange servers are down.

Telecommunications (Document procedures to resume e-mail, fax, and telephone communications if IT or another department is not responsible to do so.)

Rely on cell phone.


NA


Melfort - Floor plans and mechanical floor plans are housed in Melfort (building documents). Need to duplicate documents. No vital records are in the Tisdale Garage.

Staffing (Identify specific individuals that will be part of the department's recovery team; indicate roles and responsibilities for staff.)

To be determined.

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Recovery Dependency Recovery Details and Procedures 3rd Parties, Internal and External (Indicate which internal departments and vendors need to be contacted to assist the department with recovery; indicate procedures to re-direct third parties support during the recovery period.)

Vendors will be identified at the time of recovery based upon specific needs and requirements.


# Task Assigned To

1

Perform damage assessment. Utilize to the Damage Assessment Form to facilitate the exercise. Coordinate with other departments as necessary to perform the assessment. Depending upon the location of the incident, assess damage and create cost estimates to repair and replace damaged assets.

2 Communicate with the Crisis Management Team Leader the results of the preliminary damage assessment and cost estimates.

3 Contact the Division's Insurance companies and report the incident and potential losses.

4 Identify potential vendors and contractors, etc. that can provide cost estimates to repair and replace damaged assets.

5 Obtain cost estimates and seek approval for payments.

6 Once notified by the Crisis Management Team and based upon initial assessment of the business interruption communicated by the Crisis Management Team, finalize your Recovery Action Plan.

7 Notify staff of the status of the disaster event and where to report to work. 8. Assist staff with travel arrangements to the alternate work site if necessary. 9 Check into the alternate work site and notify the Crisis Management Team.

10 Communicate alternate work site contact information to the appropriate entities (other departments, other Divisions, Ministry, etc.).

11 Contact vendors to arrange for procurement of recovery resources to aid in resumption of critical activities.

12 Ensure that telecommunication lines are re-directed to the alternate work site.

13 Work and coordinate with other department recovery teams and the Crisis Management Team to resume operations.

14 Determine the status of work-in-process; identify work volumes and backlogs resulting from the business interruption.

15 Determine the impact on work or production deadlines resulting from the business interruption. 16 Coordinate and assign recovery and operating procedures to staff. 17 Initiate manual workaround procedures as necessary until information technology is available.

18 Monitor progress of recovery activities and resumed operations. Track and manage recovery issues you identify. Report this information to the Crisis Management Team.

19 Track expenses associated with recovery efforts.

20 Once applications and systems have been recovered, determine that the applications are functioning properly. Perform data validation procedures as necessary.

21 Immediately report IT issues to IT at the technology recovery center.

22 Ensure that office supplies, vital records, and equipment are procured and delivered on a timely basis.

https://raas.readysmith.com/@api/deki/files/11400/NESD_Damage_Assessment_Form.doc

https://raas.readysmith.com/NESD/Ready_Plan#Teams


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Financial Services


Critical Activities

1) Payroll funding - 3 days RTO 2) Accounts Payable - 1 week RTO 3) Budgeting - 1 week RTO 4) Accounts Receivable (receiving payments) - 1 week 5) Financial Budgeting - 1 month RTO 6) Accounts Reconciliation - 1 month RTO 7) Board Reporting - 1 month RTO 8) Accounts Receivable (billings) > 1 month RTO



Staff would relocate to MUCC.


Use online banking to fund accounts; could fund an employee account via EFT with same salary as previous pay period; write manual checks or print from template on file; Board chair signature stamp is available and manual signature of Superintendent of Business Administration obtaining necessary approvals would follow standard procedures.

Would use web hosted e-mail until Exchange server is restored. Research last posting to spreadsheets and applications to determine what backup did not capture. Refer to Department Disaster Recovery Plan section for more detail.


Transfer calls; expectation that telephones and fax options would be available at relocation site; could use cell phones.


Could use facility at MUCC.

https://raas.readysmith.com/NESD/Ready_Plan#Department_Disaster_Recovery_Plan

https://raas.readysmith.com/NESD/Ready_Plan#Department_Disaster_Recovery_Plan

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If hard copy invoices are lost, must contact vendors to send duplicate invoices. Schools would be requested to resend any invoices. Division website has copies of un-signed School Board minutes. May need to restore/recreate up to one day's input to shared drive files.


Could go without additional staff for a few weeks; would determine additional staff needs at that time.


AESOP transactions would be performed manually; Use of FAME would not be required immediately. Refer to Vendor List for vendor contact information.


# Task Assigned To


Wanda

2. Notify staff of the status of the disaster event and where to report to work. Wanda 3. Assist staff with travel arrangements to the alternate work site if necessary. Wanda 4. Check into the alternate work site and notify the Crisis Management Team. Wanda

5. Communicate alternate work site contact information to the appropriate entities (other departments, other Divisions, Ministry, etc.). Director/Wanda

6. Contact vendors to arrange for procurement of recovery resources to aid in resumption of critical activities. Tanya

7. Ensure that telecommunication lines are re-directed to the alternate work site. Linda/Ryan W

8. Work and coordinate with other department recovery teams and the Crisis Management Team to resume operations. Wanda

9. Determine the status of work-in-process; identify work volumes and backlogs resulting from the business interruption. Tanya/Wanda

10. Determine the impact on work or production deadlines resulting from the business interruption. Tanya/Wanda

11. Coordinate and assign recovery and operating procedures to staff. Tanya

12. Initiate manual workaround procedures as necessary until information technology is available. Tanya/Wanda

13. Monitor progress of recovery activities and resumed operations. Track and manage recovery issues you identify. Report this information to the Crisis Management Team. Wanda

14. Track expenses associated with recovery efforts. Tanya

15. Once applications and systems have been recovered, determine that the applications are functioning properly. Perform data validation procedures as necessary. Tanya

16. Immediately report IT issues to IT at the technology recovery center. Tanya

17. Ensure that office supplies, vital records, and equipment are procured and delivered on a timely basis. Wanda


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Department Disaster Recovery Plan

Scenario One

Tisdale Office Disaster

The Navision server is located at the Data Centre in Regina. Current technology plan is to restore a one day old back up to another server within 24 hours. Process to follow to determine what information needs to be re-entered once we are back up and running:

Determine the last transactions recorded within Navision:

• Record the following: o Last GL Register Entry Number o Next Cheque o Next EFT o Next Number in each series o Record the last bank statement that was posted.

Determine what needs to be re-entered by reviewing paperwork that is available within the office and comparing to the data that has been recorded within Navision.

Scenario Two

Melfort Office Disaster

This scenario assumes that most or all paper has been destroyed in the office. The process below indicates the steps to follow in order to re-create the paper as best we can.

What is missing?

• Accounts Payable o Invoices

Both Processed/Non-Processed Schools/Central Office

• Accounts Receivable o Deposit Information

Both Processed/Non-Processed Schools/Central office

o Cash/Cheques o Bank Records

• Financial o Journal Entries o Scholarship Files o Investment Files

• Technology o Computers/Monitors/Printers

The information that will be the most difficult to re-create are those items that are in the office but have not been processed.

• Communication

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o Send some form of communication to the vendors/staff advising that a disaster has occurred and if they sent invoices within the 1 week period there is a chance that the paperwork was destroyed.

We don’t necessarily want businesses/staff to start re-submitting automatically as we would be taken over by paper.

How far back do we need to re-create the paper?

Human Resources/Payroll


Critical Activities

1) Compensation management (including benefits) - 24 hours RTO 2) Labor relations - 3 days RTO 3) Staffing - 3 days RTO 4) Performance management - 3 days RTO 5) HR budgeting - 1 month RTO 6) Occupational Health and safety compliance to legislation - > 1 month RTO 7) Strategic planning - > 1 month RTO

2) 1) Payroll Processing - 24 hours RTO 2) Absence management - 24 hours RTO 3) Payroll deductions to AP for remittance… - 24 hours RTO 4) Employee contact/communications - 3 days RTO 5) Benefits Admin - 1 week RTO 6) Nipawin building management - 1 month RTO

Department Recovery Action Plan Human Resources


Director and Assistant would relocate to the Tisdale garage facility. These individuals could possibly work from home for the initial recovery period.


Procedures can be performed manually.


Use cell phones; schools are aware of cell numbers. Assistant would need to be assigned an analog extension. Would need access to a fax machine.

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Recovery Dependency Recovery Details and Procedures Equipment (Identify procedures to work without required equipment and/or procure special equipment that will not be provided via the IT recovery plan.)

NA


Benefits documents can be restored from service providers. Copies of performance management documents may be retained at the school level. Meeting minutes can be recovered from the Workers Compensation Department.


Work and staff will relocate to another facility.


AESOP has application redundancy 3x. Risk is low.

Department Recovery Action Plan Payroll


First choice would be to relocate to LP Miller school; if a regional incident could relocate to Tisdale or Melfort offices; another possibility is to work from home.


1) Hard copy payroll reports and hard copy deployment sheets could be used to determine amounts to manually generate checks. 2) AESOP is web hosted and would be available for absence management processes. Bus drivers are not included on AESOP but are manually processed. 3) Payroll deductions could be estimated for all types; Government of Canada legislative deductions are most critical; the provincial and local deductions could be delayed in remittance without incurring substantial penalties. 4) Employee contact/communications could be sent via division courier to the schools and telephone. 5) Benefits admin could be processed manually; The Saskatchewan school board association (SSBA); SSBA would have copies of all originals for coverage, claims, billings, etc.


Cell phones would be used. The department has a land line that operates without power.


NA

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Recovery Dependency Recovery Details and Procedures Data/Vital Records (List procedures to resume operations without vital electronic and hardcopy files and records available to you. If the department is responsible to do so, list procedures to recall or recreate lost data and vital records.)

Check supplies are in Melfort office. Most, if not all, hard copy reports could be restored from original sources.


Would need additional staff for data entry tasks and other support functions. Could utilize idle staff from other departments or could temp staff.


If AESOP were not available, option is to manually process payroll as was previously done. Manual forms are available via the website.

Department Recovery Checklist Human Resources and Payroll

# Task Assigned To















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Superintendents of Schools


Critical Activities

1) Schools leadership and direct support to principals - 3 days RTO 2) Day-to-day management of activities of coordinators and consultants - 3 days RTO 3) Strategic planning - 1 month RTO



Could work from home initially (if need be); could work from Naicam school and eventually to MUCC.


If e-mail and the network share drives are not available, then would need to rely on telephone communication. Could use web-hosted e-mail.


Use cell phone or iPad.


NA


Would need to have network files recovered.


Substituting staff would not be an issue.


Dependency on vendors is not essential. No real critical external dependencies.

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# Task Assigned To














Transportation


The information for the Transportation Recovery Plan combines both locations of Melfort and the Tisdale Garage.

Critical Activities

1) Maintenance of buses - 24 hours RTO 2) Communications with bus drivers, parents and school administrators - 4 hour RTO


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Location (If known in advance, indicate the address and contact information of the site where your staff will work during the recovery period; include travel directions and/or maps of the location.)

Some employees would work from home until an alternate work facility can be identified. This could be sustained for a day or two. Employees could relocate to multiple sites as determined at the time of recovery. Buses would go to Nipawin for maintenance. Tisdale mechanics would follow buses to Nipawin. The former Melfort garage would be reopened and used along with Nipawin during the recovery period. If Nipawin suffers an incident, the 2 mechanics would transfer to the Tisdale garage. The buses serviced in Nipawin would be serviced at the Tisdale garage.


Work orders are prepared manually and entered into system after the fact. Cell phone and land lines would take calls for requests.


Rely on cell phones if land lines are not available. Request for transportation would be taken manually by land line or cell number. All contact numbers are published on the web site.


If dispatch radio is out, then reliance on hand-held radios would be made. NEOtera GPS server would need to be replaced but would take a couple of weeks. Manual work around procedures would prevail in this situation. Garage equipment and parts inventory that could not be salvaged would need to be replaced. The former Melfort garage would be reopened and used along with Nipawin during the recovery period.


SGI inspections, maintenance records, bus registrations could be replaced. These vital records are captured electronically and can be duplicated as necessary.


1 mechanic to Nipawin. Office in the Melfort maintenance shop could house the secretary, dispatcher and manager.


Loss of a single vendor would not impose a hardship. There are multiple vendors from which to quick ship and could use an alternate vendor.

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# Task Assigned To














IT Recovery Respond to a Problem

Event Occurrence

From the onset of an actual or potential disaster, you may learn of the occurrence through various means, such as:

• A call from the Crisis Management Team - If you have been notified of the event in any way other than by the CMT, you must assess the event and its magnitude and determine immediately if you should inform the Crisis Management Team

• Call to IT Manager (server outage, network outage, etc.) • IT outage that remains unresolved and is escalated through the regular IT escalation process • Facility security guard call


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• Facility fire alarm or emergency evacuation announcement • Denial of access to building • Radio or other broadcast alert • Observed event, such as power outage, storm or earthquake

You will be using this set of procedures to react to and evaluate the situation and possibly recover the critical information systems as defined in this plan.

DO NOT GO INTO THE PREMISES OR THE COMPUTER ROOM IF THERE IS ANY RISK TO YOUR SAFETY!

Make an Initial Assessment of the Problem

Contact any additional expertise from areas such as Facilities, Building Engineering, Building Management, AC, Fire and Police to assist you in the assessment/resolution of the problem.

Consult with your additional expertise on-site if possible. Make an initial assessment of the condition of the computer room and its facilities. Determine if the computer room is functional/accessible or if you will have to use your alternate recovery site if you declared a disaster.

You will do one of the following as a next step:

1. The Problem Gets Resolved: If the problem will be resolved within the maximum allowable outages, then the full IT Recovery Procedures will not be necessary. You may, however, decide to implement some components of the plan depending on the circumstances of the event (i.e.: if one server has been damaged).

2. Continue to Evaluate the Incident: If you are not certain how long the outage will last then continue to evaluate the incident until such time the problem gets resolved or you start the recovery procedures.

3. Start the Recovery Procedures: If the problem will last more than the maximum allowable outages then start executing the Recovery Procedures section below.

IT Recovery Procedures

Determine which set of procedures to execute, depending on the situation at hand.

1. Loss of the NESD Data Centre at SaskTel 2. Loss of IT and Backup Data Centre 3. Loss of Business Office Site

Loss of the NESD Data Centre at SaskTel

Restore Critical NESD Services (Reds <24 hrs)

The following procedures restore NESD's most critical services and applications within 24 hours as defined by the business RTO's. The IT DR Team Leader will determine and allocate the procedures based on the event occurring. Not all Procedures may be required.

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Contact SaskTel and Arrange for Network Routing Changes (from Regina to Tisdale)

The following procedure will enable SaskTel to change the routing to enable the TMSS backup computer room to be used for production. It will include all routing changes and also include Internet Access.

Phone C-Net helpdesk: 1-866-933-8333

Regina back to Tisdale. Here's how to do it.

1. Confirm with SaskTel that Regina has, in fact, gone down. 2. Log in to the backup cluster in Tisdale by logging in via ssh to 10.181.242.66 (username: root,

password: r@ckett1me) 3. Enable everything that is disabled in the config. This will include interfaces and some routing options

(see below) 4. Do any troubleshooting the server guys need done.

Activate all of the reth1 192-199 sub interfaces

Activate routing options -> aggregate

Activate Policy options -> policy statement all local-> term from static, term from-local

Verify connectivity from TMSS to several outlying schools by opening a command prompt and typing:

ping 10.181.0.1

ping 10.181.4.1

ping 10.181.30.1

Verify connectivity to the internet (this step also tests DNS):

ping www.google.ca

ping sasktel.com

Failover VM's should only run for a day or two before they are Failed Back or Permanently Failed Over.

The failback process is similar to failover in that it is managed from the VEEAM client.

Right-click the VM, click Failback

The permanent Failover option is on the same menu

Here is the link to VEeam explaining the process of:

Planned failover. - https://helpcenter.veeam.com/docs/backup/vsphere/planned_failover.html?ver=95

Permanenet Failover - https://helpcenter.veeam.com/docs/backup/vsphere/permanent_failover.html?ver=95

http://www.google.ca/

http://sasktel.com/

https://helpcenter.veeam.com/docs/backup/vsphere/planned_failover.html?ver=95

https://helpcenter.veeam.com/docs/backup/vsphere/permanent_failover.html?ver=95

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Migrate Critical NESD Services (Reds <24 hrs)

The following procedures restore NESD's most critical services and applications within 24 hours as defined by the business RTO's. The IT DR Team Leader will determine and allocate the procedures based on the event occurring. Not all Procedures may be required.

Failover Services to NESDOffsiteCluster

Remote Desktop to VeeamDR1.nesd.local Open Veeam Backup and replication ConsoleGo to Replicas - Ready

Failover can be done on a VM by VM basis. Under Replicas-Ready in the Veeam client - right click on a Replica and click Planned Failover. This will shut down the Source VM and replicate and changed blocks (Snapshot) to the Target VM. It will then start the target VM on the most recent snapshot. First VM's to Failover - NESDAD1, NESDAD2, NESDAD3, ADFS1

Priority A Services - 4 hours

Right click on a Replica (Veeam) and Click Planned Failover.

Exch2016-rgn2, barracuda

Verify Email access is working

Connect a web browser to mail.nesd.ca and login

Contact Transportation to Verify Dispatch Radio System

Phone Transportation @ 306 873 4555 and ask them to test the Radio System

Priority B Services - 24 hours

Failover VM's and Verify data integrity - SQL Servers first


Failover the following SQL VM's in the order listed:

SQL08

SQL04

SQL05

SQL06

SQL07

Mysql03

Failover the following VM's once the SQL Servers (above) Have Been Started


Vtrans

Navision - Navapp1, NavMT1, NavWeb2, KTSVR1

http://mail.nesd.ca/

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Maplewood - Maplefile, Mapleapp2, Mapleapp1, Mapleweb2

Sharepoint - Sharepointfont, sharepointBack, OfficeWebApps

Helpdesk2016

Verify the Data Integrity

The following procedures Verify the data integrity of the applications before allowing user access.

Verify Verstatrans - Fleet Vision, RP

Call Transportation @ 306 873 4555 to verify Application is working and data is valid

Verify Maplewood - verify SDS is accessible

Contact Linda Hipkins or Connie Miller to connect to the software and verify data is Valid

Verify Division Websites

Browse to www.nesd.ca

Verify Navision

Contact Tanya Biesenthal in the Finance department to connect to the software and verify data is valid.

Verify Webhelpdesk

Get an IT Technician to connect.

Restore Important NESD Services (Blues 24 hrs - 1 Week)

The following procedures restore NESD's most next most important services and applications from 24 hours to 1 week as defined by the business RTO's. The IT DR Team Leader will determine and allocate the procedures based on the event occurring. Not all Procedures may be required.

Priority A Services - 48 Hrs

Contact Transportation Dep't to Verify Zonar, Neotera System (needs Internet)

Call Transportation @ 306 873 4555 to verify Application is working and data is valid

Failover VM's to NESD Offsite Cluster Right click on a Replica (Veeam) and Click Planned Failover. Moodle Helpdesk IDM - Nesddss, nesdarms, nesdfms, nesdiddb, dss-exchange Destiny File Servers - NesdEmployees, NESDStudents Infrastructure - Jcontrols, Pagescope, Milestone1, Overwatch2 Verify Moodle - Call David Vishloff to Verify Application is working and data is valid

http://www.nesd.ca/

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Priority B Services - up to 1 week Contact Payroll to verify AESOP

Contact Payroll department at 306 752 1234 to verify connection to Aesop

Verify VIVID

Contact Donna Eberle @ 306 752 5741 to verify Application and that data is valid


Failover and Verify Students Achieve

StudentsAchieve - StudentsAchieve, SAFilestore

Contact Linda Hipkins to verify Application is working and data is valid

Restore Remainder of NESD Services (Green 1 week - 3 months)

The following procedures restore NESD's remaining services and applications from 1 week to 3 months as defined by the business RTO's. The IT DR Team Leader will determine and allocate the procedures based on the event occurring. Not all Procedures may be required.

Contact schools to verify SynreVoice

Call MUCC, TMSS, and LP Miller to verify connections are working

Contact Maint Dep't to verify FAME

Contact Jeff Zenner to Verify connection to Fame System

Contact Data Services to verify CLEVR

Contact Linda Hipkins to Verify connection to CLEVR

Verify Barager (requires connectivity) Call Keith Chapman or Rob McKay to verify Connection to Baragar

Start Skopus VM's


SQL03

Skopus

Verify PCG - Skopus

Contact Linda Hipkins to Verify

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Finalizing move to OffsiteDC

Each Virtual Machine will need to have its move finalized.

Loss of IT and Backup Data Centre

The following procedures restore NESD's services and applications within 24 hours the RTO as defined by the business. In this scenario, MUCC is the alternate recovery/backup site. The IT DR Team Leader will determine and allocate the procedures based on the event occurring. Not all Procedures may be required.

Contact SaskTel for routing change (redirect to MUCC from TMSS)

Backup data centre move to MUCC will be a manual move. We will need to prepare the existing server to act as the backup data centre. Contact SaskTel to assist with routing changes and build backups for essential services until the new equipment arrives to backup all services.

The following have been added to the IT Recovery Strategy Section List

• Existing Equipment will work in the short term • Determine if NESD additional equipment would need to be ordered

Configure (New or Replacement) Hardware for Recovery Use

Loss of Divisional Office Site

The following procedures restore desktop connectivity to a NESD Divisional Office (i.e. Payroll). The IT DR Team Leader will determine and allocate the procedures based on the event occurring. Not all Procedures may be required.

Move staff to nearest School

Business Office is destroyed:

Step 1: All staff will relocate to Melfort and Unit Comp, Room #138. Wireless access is available. Staff will use existing furniture in the room.

Step 2: IT will deliver and set up laptops (CIA cart located at TMSS). Some of the staff have division laptops that will become their work stations in the interim.

Step 3: Restoration of Backup to MUCC server of Business Office Data files

Step 4: New servers and desktop equipment will be ordered.

Step 5: Plans will be put in place to find a long term solution for rebuilding of Office. (Supervisor of Facilities and Maintenance)

Restore VM File System to local site

RDP to Veeambackup1.nesd.local

Open the Veeam console

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Click Restore - Entire VM (1-2 days)

Browse - type in name

Restore to New Location

Host - MUCEsxi01, TMSEsxi01, or LPMESXI01

Choose Datastore

Choose Network

Finish

Once it is restored, login as local admin, change the IP address and reboot.

Verify the server it connected to the network. Change the DNS Address if needed. Verify that staff have access to files.

Verify connection to data centre and services

Log into computers and open connections to Websites and RDP sessions

(Navision, Maplewood, etc.)

Process Normal System Operations at Technology Recovery Center

It is now time to return to your normal processing schedule using the replacement computer system(s).

1. Turn on your normal operating security provisions for logical access control on the replacement computer systems.

2. As much as possible return to the normal operating routine. Take backups in the normal pattern. Make sure that backups are sent off-site in the normal pattern.

IT Resumption

Assess Physical Damage to Computer Equipment

You need to assess the physical damage to the computer room and user workstations. You may only execute this procedure if there are no restrictions on entry to the premises.

1. Determine if it is necessary to have insurance adjusters on-site during inspections. 2. Contact and work with the equipment service representative to evaluate damage to computer

equipment. The service representatives can be reached using the Vendors list in External Contacts 3. Use a copy of the equipment lists in the Technology section of this plan to mark which pieces of

equipment are usable, salvageable, repairable, or scrap. Note other damaged equipment and facilities in the rest of the premises.

4. Contact and work with the representatives of the communications carriers to evaluate damage to communications lines. Representatives can be reached using the Vendors list.

39

Order Hardware

You may have to order additional and/or replacement hardware for either the Technology Recovery Center or the new replacement site.

If the computer hardware damaged in the disaster is not repairable and must be replaced:

1. Contact the insurance company (identified in Vendors) to inquire how the hardware should be acquired. The insurance company may require a short-term rental.

2. Use Vendors to identify potential suppliers of the required hardware. 3. Using the technology list that was used to assess the physical damage in the computer room, document

a list of the hardware required. 4. Contact the potential suppliers and initiate discussions about acquiring the necessary computer

hardware. 5. Order the new hardware from the selected vendor. 6. Make sure the vendors understand that this is a disaster and that emergency service is required.

Order Communications Lines

You may have to order communications lines for the Technology Recovery Center or the replacement site.

1. Review the facilities of the recovery site and/or the new site. 2. Review Communication Circuits installed in your computer room. 3. Review the discrepancy between the two sites. Decide, based on the discrepancy and the expected

duration of the disaster, whether or not to order additional communications circuits. 4. Contact the relevant communications carriers for the circuits to be ordered to design and order the

circuits. The names and numbers of the carriers' representatives can be found in Vendors. 5. Make sure the carriers understand that this is a disaster and that emergency service is required.

Move to Home Site

It is time to plan for the return of computer processing to your own servers in your own computer room. This may be your original home site or your new home site.

1. You may now start planning for the return because you have confidence in the planned availability date of the home site computer configuration.

2. In your planning, you should consider the following issues: 1. Review the activities in the "Work with Users to Prepare for Use of the Recovered Applications"

section. Similar actions will be necessary to plan the return to the home site in conjunction with the users.

2. Take one full system backup of all the recovery systems. If you have time and the option is available, use a VERIFY option for the backup to ensure that the backup has integrity.

3. Once you have restored and initiated processing onto the home site system, wait for several days before clearing the replacement system of data.

https://raas.readysmith.com/NESD/Ready_Plan#Communications_Circuits

https://raas.readysmith.com/NESD/Ready_Plan#Work_with_Users_to_Prepare_for_Use_of_the_Recovered_Applications

40

Information Lists Emergency Services - Melfort

Emergency Services are contacts that may be required in a disaster that deal with Emergencies only (i.e. not internal). Most of the contact numbers can be found in the blue pages of your local telephone book.

Service Telephone Number Emergency 911 Fire Department Emergency Non-Emergency

911

306-752-5253 Police Emergency Non-Emergency

911 306-752-6420 Royal Canadian Mounted Police: 306.752.6420

Ambulance 911

Hospitals 306-752-8700 510 Broadway Ave. N.

Electrical utilities Sask Power 306-310-2220 SaskTel 306-752-8301

Building and inspection 306-752-5911 Natural Gas Emergency Non-Emergency

Sask Energy 306-752-8157 1888-700-0427

Water Utilities Emergency Non-Emergency

City of Melfort 306-752-5911 After Hours 306-752-5921

Public Health Authority 306-752-6310

Municipal offices

www.cityofmelfort.ca Melfort City Hall 202 Burrows Avenue West 306.752.5911 Emergency (after hours) 306.752.5921 email address: [email protected]

Public Works Emergency Non-Emergency

City of Melfort 306-752-5911 After Hours 306-752-5921

http://www.saskpower.com/

http://www.sasktel.com/wps/wcm/connect/content/home/for-business

http://www.saskenergy.com/

http://www.cityofmelfort.ca/


41

Emergency Services - Tisdale


Service Telephone Number Emergency 911 Fire Department

Emergency

Non-Emergency

911

306.873.4444

Police

Emergency

Non-Emergency

911

306.953.4222

Royal Canadian Mounted Police: 306.878.3810 Ambulance 911 Hospitals

(Include the address)

Tisdale Hospital 2010 - 110th Avenue West 306.873.2621

Electrical utilities

Non-Emergency

Sask Power 306.873.3535 SaskTel 306.8301

Building and inspection 306.873.2681 Natural Gas

Emergency

Non-Emergency

Sask Energy

306.752.8157

888.700.0427 Water Utilities Town of Tisdale 306.873.2681

Public Health Authority

Tisdale Public Health Office 800 - 101st Street East 306.873.8282 www.kelseytrailhealth.ca

Municipal offices

Town of Tisdale306.873.5681 www.townoftisdale.com Tisdale civic Centre 901 100 Street

Public Works

Emergency

Non-Emergency

Town of Tisdale Public Works Department

306.873.8441

306.873.2033




http://www.kelseytrailhealth.ca/

http://www.townoftisdale.com/

42

Emergency Services - Nipawin


Service Contact Information Emergency 911 Fire Department Emergency Non-Emergency

911

306.276.2310 Police Emergency Non-Emergency

911

306.953.4222

Ambulance 911 306.862.2717

Hospitals (Include the address)

Nipawin Hospital 800 6th Street East 306.862.4643

Electrical utilities Emergency Non-Emergency

Sask Power 306.862.3808 SaskTel 306.752.8301

Building and inspection 306.862.3174 Natural Gas Emergency Non-Emergency

Sask Energy 306.752.8157 888.700.0427

Water Utilities Emergency Non-Emergency

Town of Nipawin 306.862.7903 306.862.7903

Public Health Authority

Nipawin Public Health Office 210 2nd Street West 306.862.0761 www.kelseytrailhealth.ca

Municipal offices

Nipawin Town Office 210 Second Avenue East 877.647.2946 www.nipawin.com

Public Works 306.862.7902




http://www.kelseytrailhealth.ca/

http://www.nipawin.com/

43

Assembly Points

Melfort

Primary Assembly Point

Staff parking lot

Secondary Assembly Point

Melfort & Unit Comprehensive Collegiate, 801 Assiniboia Street (after head count is taken at primary assembly point)

44

Tisdale Garage

Primary Assembly Point Fairburn Tire


Tisdale Middle & Secondary School 800 101 Street

45

Nipawin

Primary Assembly Point

Parking lot at LP Miller Comprehensive School 535 6th Street East


Central Park School 501 2nd Street East (after head count has been taken at the primary assembly point)

46

Command Centers

The Command Center is used for the Crisis Management Team to manage the incident. It may be a virtual command center or a real physical location. If the primary location is not available, then use the alternate command center.

Primary Command Center

Address: MUCC - 800 Assiniboia Street, Melfort, SK Phone Number: 306.752.2891 How To Find It: 800 Assiniboia Street, Melfort, SK What it looks like:

Technology Recovery Center

The Technology Recovery Center is where the initial recovery of the critical servers will occur should a disaster affect the main data center.

Address: Tisdale Middle and Secondary School (TMSS) 800 101st Street, Tisdale, SK S0E 1T0

Contact and Phone Number:

Randy Kerr, Principal, Terry Andrusiak, Vice Principal Carmen Messer, Vice Principal

How to find It: 800 101st Street, Tisdale, SK S0E 1T0

Off-site Storage

The off-site storage location stores copies of the computer systems backup media, vital records (including paper records) as well as the disaster recovery box.

Address: 402 Main Street Melfort, SK. S0E 1A0

Phone Number: 306-752-5741 Fax Number: 306-752-1933 Who can recall: Linda Hipkins, Keith Chapman, David Vishloff, Ryan Woolsey

47

Disaster Recovery Box

The following items are stored in a disaster recovery box which is located at the off-site storage location. These items may be required to assist with the response to the incident.

Vital Record Description

Ready Plan 1 complete printed copy 1 backup on CD

Windows license keys

Microsoft license papers/proof of ownership Passwords file sealed envelope Spreadsheet of server & services passwords Windows install media Server OS Install CD’s All server CDs Windows desktop install media MS Office install media Backup and recovery documentation Product documentation/install guide Microsoft Product Documentation Blank computer media District phone list

Teams and People

The Teams and People lists contain the names and primary and alternate phone numbers of individuals who may participate in the restoration of services in a disaster.

Teams

This list contains the contact information for the Emergency Management Team, the Crisis Management Team, as well as the IT Recovery Team. These will be internal staff.

Name Contact Numbers

Work and Personal E-Mail Addresses Role Title

Emergency Contact Person

Emergency Management Team (EMT)

Jeff Zenner (O)306.752.1246 (C)306.921.4282

[email protected] Emergency Coordinator Triki Zenner

Doug Monette (O)306.752.1203 (C)306.921.6600

[email protected] [email protected]

Alternate Emergency Coordinator

Lorrie Monette 306-873-5731

Rob McKay (O)306.752.5741 (C)306.921.7504

[email protected]

Primary Emergency Coordinator - Melfort Pam McKay

Nicole Lambert

(O)306.873.4584 (C)306.852.8338


Emergency Coordinator - TisdaleGarage/NipawinSSS

Scot Perry 306.873.7773




48




Crisis Management Team (CMT)

Rob McKay (O)306.752.1212 (C) 306.921.7504 [email protected] CMT Leader Pam McKay

Eric Hufnagel (O)306.752.5741 (C)306.874.7055 [email protected] Alternate CMT Leader Ardis Hufnagel

Jeff Zenner (O)306.752.1246 (C)306.921.4282 [email protected] Facilities Triki Zenner

Lance Martin (O)306.752.1203 (C)306.921.3395 [email protected] Facilities Alternate

Heather Shwetz

(O)306.752.1204 (C)306.920.8277

[email protected] [email protected] Human Resources Jeff Turetsky

306-921-8201

Melissa White (O)306.752.1213

[email protected] [email protected] Human Resources Alternate Jason White

306.921.6086 Wanda McLeod (O)306.752.1201 [email protected]

[email protected] Finance Willard Biliske 306-873-7752(c)

Tanya Biesenthal (O)306.752.1214 [email protected]

[email protected] Finance Alternate Dean Biesenthal

Linda Hipkins (O)306.873.4584 (C)306.873.8760

[email protected] [email protected] IT

Garry Hipkins 306.886.2077 306.873.9568

Keith Chapman

(O)306.873.4584 (C)306.873.0383

[email protected] [email protected] IT Alternate Jessica Steadman,

306.873.1060 IT Recovery Team (ITRT) Office Number 306-873-4584

Linda Hipkins (H)306.886.2077 (C)306.873.8760

[email protected] [email protected] Supervisor of IT and Data

Garry Hipkins 306.886.2077 306.873.9568

Keith Chapman

(H)306.873.1060 (C)306.873.0383

[email protected] [email protected] System Administrator Jessica Steadman,

306.873.1060

David Vishloff (H)306.752.9448 (C)306.921.4400

[email protected] [email protected] Systems Specialist

Myra Vishloff, (H)752.9448, (C)752.9277,

A J Mamer (H)306.862.3445 (C)306.276.8518

[email protected] [email protected] Computer Technician

Frane or Lorne Mamer (H)863.2213, (C) 921.5660

Tyler Weisgerber

(H) 306.768.3241 (C) 306.768.8404


Systems Specialist Patricia Weisgerber, (H)306.768.3241, (W)306.768.2725

Ryan Sklapsky

(H)306.873.2997 (C)306.921.3186

[email protected] [email protected] Computer Technician Darla Sklapsky,

306.873.1490

Ryan Woolsey (H)306.873.8010 (C)306.921.6269

[email protected] [email protected] Systems Specialist Trevor Woolsey,

306.873.4934

Cory Bloom (H)306.873.3159 (C)306.852.8503

[email protected] [email protected] Computer Technician Kristin Willerton,

306-852-8203 Nicole Lambert (C)306.852.8338 [email protected]

[email protected] Administrative Assistant Scot Perry, 306-873-7773























49




Crisis Communications

Don Rempel (O)306.752.1207 (C)306.921.3149 [email protected] Crisis Communications

Leader

Rob McKay (O)306.752.1212 (C)306.921.7504 [email protected] Alternate Crisis

Communications Leader Pam McKay

Staff List (by Department)

Internal Staff list of all employees by department:

NESD Director

Name

Contact Numbers

Personal E-Mail

Addresses

Role Title Emergency

Contact Person

Don Rempel (O) 306.752.1207 Director

Triki Zenner (O) 306.752.5741 Admin Assistant Jeff Zenner

Superintendents

Name

Contact Numbers

Personal E-Mail Addresses

Role Title


Rob Mckay (O)306.752.1212 (C)306.921.7504 Superintendent

Eric Hufnagel (O)306.752.1206 (C)306.874.7055 Superintendent

Wanda McLeod (O)306.752.1201 (C)306.920.999 [email protected] Superintendent Willard Biliske

306-873-7752(c)

Heather Shwetz (O)306.752.1204 (C)306.920.8277 [email protected]

Superintendent Jeff Turetsky 306-921-8201

Connie Miller (O)306.752.1209

Administrative Assistant

Chantelle Berg (O)306.752.1205

Administrative Assistant

Cassandra Ash (O)306.752.1214 [email protected] Administrative Assistant

Scott Loyns 306-360-8522

Financial Services





50


Personal E-Mail Addresses Role Title


Wanda McLeod (O)306.752.1201 (C) 306.920.9999

[email protected]

Superintendent of Business Services & CFO & Readiness Coordinator

Willard Biliske 306-873-7752(c)

Tanya Beisenthal (O) 306.752.1211 (H) 306.752.3874 (C) 306.774.3846

tanya.maurer@ sasktel.net

Supervisor of Financial Services & Alternate Readiness Coordinator

Dean Biesenthal

Donna Eberle (O) 306.752.1248 (H) 306.872.2289 (C) 306.231.5049

[email protected] Manager of Finance & Internal Auditor/Senior Accountant

Lois Eberly 872-2289

Amber Schellenberg

(O) 306.752.1218 (H) 306.277.2129 (C) 306.920.7711

amberschellenberg@ staffcomm.com Accounting Clerk

Bernie Schellenberg 277-2129 (h), 921-1328 (c)

Laura Blandin (O) 306.752.1202 (H) 306.752.5954 (C) 306.921.8352

[email protected] Accounting Clerk

Grant Blandin 275-4848 ext 121(w) 921-5711 (c), [email protected]

Erin Norris-Pott (O) 306.752.1217 [email protected] Accounting Clerk Aaron Pott 306-873-0223

Employee Services/Payroll


Personal E-Mail Addresses Role Title Emergency

Contact Person

Heather Shwetz (O) 306.752.1204 (C) 306.920.8277 [email protected]

Superintendent Jeff Turetsky 306-921-8201

Melissa White (O) 306.752.1213 [email protected] Human Resources Officer

Jason White 306.921.6086

Sharlene Serhan (O)306.752.1234 [email protected] Payroll Manager Randy Serhan, 306-862-6910

Trena Puetz (O)306.752.1234 [email protected] Payroll Technician

Michael Fleischhacker 306-682-4805 306-231-7132 (c)

Jacqui Broeckel (O)306.752.1234 [email protected] Payroll Technician Troy Broeckel 306-863-4389(h) 306-921-5349(c)

Transportation













51


Personal E-Mail Addresses

Role Title


Tanya Beisenthal (O)306.873.4555 (H) 306.752.3874 (C)306.873.0101

[email protected]

Supervisor of Transportation Services

Dean Biesenthal

Michele Cragg (O) 306.873.4555 (H) 306.769.8584 (C) 306.276.7703

[email protected] Administrative Assistant

Mark Cragg 769.8584 (C)862-7633

Bryan Morgan (O) 306.873.4555 (H) 306.752.9689 (C) 306.873.1837

[email protected]

Manager of Transportation Services

Margo Poulin 306.921.6907

John Brown (O) 306.873.4555 (H) 306.873.2776 (C) 306.873.0755

[email protected] Dispatcher Julie Stewart 306.873.4511/2776

Nick Koturbash (O) 306.873.4555 (H) 306.863.2245 (C) 306.873.7758

Shop Foreman Joyce Koturbash 306.873.0715

Mark Backstorm (O) 306.862.3866 (H) 306.276.2136

Mechanic Debbie Backstorm 306.276.2136 or 306.862.7879

Dave Kendall (O) 306.873.4555 (H) 306.873.3596 (C) 306.873.0012

Mechanic Bonnie Kendall 306.873.9880

Jeremy Carrington (O) 306.873.4555 (H) 306.278.2820 (C) 306.276.3073

[email protected] Mechanics Helper Kristal Carrington 306.278.2820

Casey Randall (O) 306.873.4555 (H) 306.873.0160 (C) 306.921.6021

[email protected] Mechanic Allix Randall 306.921.6021

Ross Woods (O) 306.873.4555 (C) 306.276.7566 [email protected] Mechanic

Colin Woods 306.688.2005(H) 204.687.0302(C)

Facilities


Personal E-Mail

Addresses


Contact Person

Jeff Zenner (O) 306.752.1246 (C) 306.921.4282 Supervisor of Facilities

Lance Martin (O) 306.752.1203 (C) 306.921.3395 Maintenance Manager

Doug Monette (C) 306.921.6600 [email protected] Operations Manager Lorrie Monette 306-873-5731

Dwight Kozun (O) 306.862.4610 (C) 306.862.7623 Maintenance Foreman









52


Personal E-Mail

Addresses


Contact Person

Michael Simons (O) 306.862.4610 (C) 306.862.7103 Maintenance Foreman

Jesse Ouellett (C)306.921.3608 Maintenance Foreman John LamMa (C)306.852.7920 Caretaker Foreman Warren Bayliss (C)306.812.7860 Caretaker Foreman Andrew Farwell (C)306.921.5145 Caretaker Foreman Shawn Dawson (C)306.812.8320 Maintenance Helper Stephen Chetwynd (C)306.921.4036 Maintenance Helper

Ward Gorkoff (C)306.852.7820 Maintenance Journeyman (Electrician)

Greg Romaniuk (C)306.921.4946 Maintenance Journeyman (Plumber)

Craig Friswell (C)306.852.8770 Maintenance Journeyman (Plumber)

Garvin Todosichuk (C)306.921.3250 Maintenance Journeyman (Carpenter)

Bryan Rodgers

Student Support Services

Name

Contact Numbers

Personal E-Mail

Addresses


Contact Person

Theresa Rederburg-deBoth

(O) 306.873.3676 (C) 306.865.7609

Coordinator of Integrated School Services TMSS Office

Lisa Nystuen (C) 306.921.3794 EAL Consultant - MUCC Office

Judy Curry (C) 306.921.7622 Educational Psychologist - MUCC Office

Kendra Nesbitt (O) 306.873.3676 (C) 306.812.8635 Educational Psychologist -

LPM Office

Kailey Yaremy (C) 306.921.3676 Speech Language Pathologist (West) MUCC Office

Dayna Rogers (O) 306.873.3676 (C) 306.812.7133

Speech Language Pathologist (North) LPM Office

Kelsey Bell (O) 306.873.3676 Speech Language Pathologist (North) LPM Office

53

Name

Contact Numbers

Personal E-Mail

Addresses


Contact Person

Kristin Willerton (O) 306.873.3676 (C) 306.852.7450

Speech Language Pathologist (Central) TMSS Office

Meaghan Bell (O) 306.873.3676 (C) 306.852.7570

Speech Language Pathologist (Central) TMSS Office

Kirsten Dinsdale (C) 306.921.5102 Occupational Therapist - MUCC Office

Robert Nystuen (C) 306.874.8343 [email protected] Digital Learning Consultant - MUCC Office

Kirk Kezema (C) 306.921.5860 [email protected] Digital Learning Consultant - MUCC Office

Stephanie Pipke-Painchaud (O) 306.852.8089 Learning Consultant -

TMSS Office

Jamie Snorro (O) 306.873.3676 (C) 306.812.9016 Counselling Consultant -

LPM Office

Briana Panchyshyn (O) 306.873.3676 (C) 306.812.7400 Counselling Consultant -

LPM Office

Trish Relland (O) 306.873.3676 (C) 306.768.8856 Counselling Consultant -

TMSS Office

Katrina Adair (O) 306.873.3676 (C) 306.921.5518 Counselling Consultant -

TMSS Office

Tasha LeBlanc (C) 306.921.4255 Counselling Consultant - MUCC Office

Chelly Ewanus (O) 306.921.4428 Counselling Consultant - MUCC Office

Rachele Kendrick (O) 306.873.3676 Speech Language Pathologist (North) LPM Office

Curriculum

Name

Contact Numbers

Personal E-Mail

Addresses


Contact Person

Katie White (O) 306.752.1200 (C) 306.921.3638

Coordinator of Learning - Curriculum, Instruction & Assessment

Mark Jensen (O) 306.752.1247 (C) 306.921.3748

Coordinator of Continuous Improvement & Reporting



54

Name

Contact Numbers

Personal E-Mail

Addresses


Contact Person

Reanne Usselman (O) 306.752.1215 (C) 306.921.4806 Coordinator of Learning -

Early Learning

Stephanie Rutley (O) 306.752.1220 (C) 306.921.9272

Coordinator of Learning - Student Support Services

Perry Mamer (C) 306.401.7828 Home School Instructor (Home Office)

Sharon Meyer (C) 06.401.7848 FNMI Education Consultant (LPM Office)

Other Work Locations and Contacts

This table lists any other locations and contacts that may need to be notified during or following an outage.

Location Contact Name(s) Office Phone Number Address

MUCC Jerry Heffernan, Principal Jeff Peterson, Vice Principal Michelle Strube-Hauser, Vice Principal

306.752.2891 800 Assiniboia Street,Melfort, SK

TMSS Randy Kerr, Principal Terry Andrusiak, Vice Principal Carmen Messer, Vice Principal

306.873.2352 800 101st Street,Tisdale, SK

LP Miller Cory Froehlich, Principal Kevin Stene, Vice Principal Nicole Stadnek, Vice Principal

306.862.4671 501-535 6th Street East,Nipawin, SK

External Contacts

The following tables list possible external contacts that may need to be notified during or following an outage.

Vendors

For a list of all IT specific Vendors, please click on the following link: IT Vendor List

School Contacts

School Main Contacts Telephone Numbers Address E-Mail Fax Number

Arborfield School

Desirea Binning, Principal

306.769.8784

311- 3rd Avenue, Box 70 Arborfield, SK S0E 0A0

[email protected] 306.769.8931

Bjorkdale School

Geoff Goldsworthy, Principal

306.886.2123

105 Hara Avenue, Box 98 Bjorkdale, SK S0E 0E0

[email protected]

306.886.4348

https://raas.readysmith.com/@api/deki/files/11723/Vendor_spreadsheet_Jan_2013.xls

http://arborfield.nesd.ca/




http://bjorkdale.nesd.ca/




55


Brunswick School

Rodney White, Principal Jodi Allen, Vice Principal

306.752.5771

501 Bemister Avenue East, Box 6100 Melfort, SK S0E 1A0

[email protected]

306.752.1989

Carrot River Elementary School

Candace Panchyshyn, Principal

306.768-2481

Box 700, 1040, 1st Street NE Carrot River, SK S0E 0L0

[email protected] 306.768-3993

Carrot River High School

Sari Carson, Principal

306.768-2433

2201-2nd Street West, Box 759 Carrot River, SK S0E 0L0

NA 306.768-2633

Central Park Elementary School

Shelley Pierlot, Principal Len Lorenz, Vice Principal

306.862-5303

501-2nd St. East Box 10 Nipawin, SK S0E 1E0 [email protected] 306.862-3584

Gronlid School

Cassandra Neufeld, Principal

306.277-4633

1 Railway Ave, Box 114 Gronlid, SK S0E 0EW [email protected] 306.277-2170

Hudson Bay Community School

Louis Gel, Principal Michelle Gulka, Vice Principal

306.865-2515

401 Main St, Box 639 Hudson Bay, SK S0E 0Y0 [email protected] 306 865-2660

L.P. Miller Comp. School

Cory Froehlich, Prinicpal Kevin Stene, VP Nicole Stadnek,VP

306.862-4671

501-535 6th St. E, Box 2650 Nipawin, SK S0E 1E0


Maude Burke Elementary School

Randy Steciuk, Principal

306.752-2391

202 Melfort St. E, Box 6300 Melfort, SK S0E 1A0

[email protected]

306.752-6364

MUCC

Jerry Heffernan, Principal Jeff Peterson, VP, Michelle Strube-Hauser, VP

306.752-2891

800 Assiniboia St., Box 99 Melfort, SK S0E 1E0


Naicam School

Tammy Riel, Principal Chris Chudyk, Vice Principal

306.874-2253

203-3rd St. N, Box 220 Naicam, SK S0K 2Z0

[email protected]

306.874-5736

Porcupine Plain Comp. School

Principal:Dan Mielke Vice Principal: Stacey Irving

306.278-2288

408-3rd Ave. E., Box 579 Porcupine Plain, SK S0E 1H0


Reynolds Central School

Principal: Yvonne Day Vice Principal: Bev Kezema

306.752-2525

900 Alberta St., Box 2829 Melfort, SK S0E 1A0

[email protected]

306.752-5980

Star City School

Principal: Rob Unruh

306.863-2353

501-3rd Ave, Box 400 Star City, SK S0E 1P0 [email protected] 306.863-4161

Star City Colony School

Principal:Robert Moore

306.863-2611

Box 340 Star City, SK S0E 1P0 NA 306863-2259

http://brunswick.nesd.ca/




http://cre.nesd.ca/

http://cre.nesd.ca/


http://crhs.nesd.ca/

http://crhs.nesd.ca/

http://cpes.nesd.ca/

http://cpes.nesd.ca/


http://gronlid.nesd.ca/


http://hbch.nesd.ca/

http://hbch.nesd.ca/


http://lpmiller.nesd.ca/

http://lpmiller.nesd.ca/


http://maudeburke.nesd.ca/

http://maudeburke.nesd.ca/




http://mucc.nesd.ca/


http://naicam.nesd.ca/



http://ppchs.nesd.ca/

http://ppchs.nesd.ca/


http://reynolds.nesd.ca/

http://reynolds.nesd.ca/



http://starcity.nesd.ca/


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Tisdale Elementary School

Principal: Sandra Norum Vice Principal: Stacy Lair

306.873-4533

513-105th Ave, Box 1928 Tisdale, SK S0E 1T0 [email protected] 306.873-5005

Tisdale Middle and Secondary

Principal: Randy Kerr Terry Andrusiak, VP Carmen Messer,VP

306.873-2352

800-101st St, Box 1000 Tisdale, SK S0E 1T0 [email protected] 306.873-2941

Wagner Elementary School

Principal: Trevor Norum Vice Principal: Graham Comfort

306.862-5434

301-9th Ave W, Box 460 Nipawin, SK S0E 1E0

[email protected]

306.862-4715

White Fox School

Principal: Trevor McIntyre

306.276-2140

401-Rustad Ave, Box 250 White Fox, SK S0J 3B0

[email protected]

306.275-5799

William Mason School

Principal: Darren LaRose

306.428-2157

100-7th St. E, Box 219 Choiceland, SK S0J 0M0


Saskatchewan School Divisions

Saskatchewan School Boards Association

Division

Phone Number

Chinook SD #211 (306) 778-9200 877-321-9200

Christ The Teacheer RCSSD #212 (306) 783-8787 Creighton SD #111 306-688-5138 Conseil des écoles fransaskoises (306) 757-7541 or 1 877 273-6661 Englefeld P.S.S.D. #132 (306 ) 287-3568 Good Spirit S.D. #204 306.786.5500 or 866.390.0773 Holy Family RCSSD #140 306-842-7025 Holy Trinity RCSSD #22 (306)694-5333 Horizon S.D. #205 306.365.4888, 866.967.2325 Ile A La Crosse S.D. #112 306-833-2141 Light of Christ RCSSD #16 (306) 445-6158 Living Sky SD #202 (306)937-7702 Lloydminster RCSSD #89 (780) 808-8585 Lloydminster SD #89 780.875.5541 Northwest SD #203 (306) 236-5614 Northern Lights SD #113 (306) 425-3302

http://tes.nesd.ca/

http://tes.nesd.ca/


http://tmss.nesd.ca/

http://tmss.nesd.ca/


http://wagner.nesd.ca/

http://wagner.nesd.ca/



http://whitefox.nesd.ca/



http://wms.nesd.ca/

http://wms.nesd.ca/


http://www.saskschoolboards.ca/index.php?id=school-divisions-list-of-divisions

57

Division

Phone Number

Prince Albert RCSSD #6 306-953-7500 Prairie South SD #210 306-694-1200 Prairie Spirit SD #206 (306) 683-2800 Prairie Valley SD #208 (306) 949-3366 Reginia RCSSD #81 (306) 791-7200 Reginia SD #4 306.523.3000 Saksatchewan Rivers SD #119 (306) 764-1571 Saksatoon SD #13 (306) 683-8200 St. Paul's RCSSD #20 (306) 659-7000 South East Cornerstone SD #209 (306) 848-0080 Sun West SD #207 866.375.2677

Technology

Computer System Hardware and Network Equipment

Click on the following link for a list Computer System Hardware and Network Equipment located in the NESD data center.

Systems Software

This information list shows all software running on the servers in the data center. The “Vendor Help Needed” can be filled in if Vendor assistance is required for recovery. The Vendors should be listed in the External Contact table.

Server Software

Product Vendor

Release

Level Vendor Help Needed? Comments

Veeambackup1 Veeam Backup and Recovery Veeam 6.1

NEDSCM01 SCCM2007R2 Microsoft 2007 r2 NESDVC1 Vsphere 5.0 Vmware 5.0

Communications Circuits

https://mynesd.nesd.ca/group/gft33zd/_layouts/15/WopiFrame.aspx?sourcedoc=/group/gft33zd/Lists/SharedDocuments/Computer%20Hardware%20list%20as%20of%20March%2030,%202017.xls&action=default

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This information list shows all data communications circuits in the data center. The ID, circuit type and carrier should be identified. The Vendors/Providers should be listed in the External Contact table. This table will assist with setting up similar links and circuits at the recovery site, if not already in place.

Please see the file named ipaddressbreakout.xls for circuit number information.

Backup Process Overview

Software used is Veeam Backup and replication

Servers are: Backup 1 - 72TB filestore shared over SSH and smb

Backup2 - 36TB filestore shared over SSH and smb

VeeamBackup1 - Server that manages backups

Veeamproxy1,2,3,4 - Servers that process backup jobs and traffic

Backup Process is:

Regina:

SQL Servers Backup nightly (Full) to Backup1 over Windows Shares with Scheduled Maintenance plans. SQL Databases are replicated daily to Tisdale (backup2)

Virtual machines are backed up to Backup1 over Windows shares by Veeam. on a designated Schedule (Nightly, weekly, Monthly)

Virtual machines are Replicated to TMSS Offsite DC Storage on a designated Schedule (Nightly, weekly, Monthly)

Tisdale

VM's are backed up to Regina on a schedule (Weekly)

Schools

VM's are backed up to Regina on a schedule (Weekly)

Offices

VM's are backed up to Regina on a schedule (Daily)

http://confluence.nesd.local:8090/login.action;jsessionid=72F1791E24CB5F8CD3BFEF641C0A51E4?os_destination=%2Fdashboard.action