GLENDALE COMMUNITY COLLEGE DISTRICT IT DISASTER RECOVERY PLAN

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1 GLENDALE COMMUNITY COLLEGE DISTRICT IT DISASTER RECOVERY PLAN May 14, 2009 Page 1

2 Table of Contents 1.0 Plan Introduction Mission and Objectives Disaster Recovery / Business Continuity Scope Responsibility Business Impact Analysis Application/Systems Inventory and Risk Scores Determination of Critical Time Frames Backup Strategy Data Capture and Backups Storage Rotation Off Site Storage Preventative Measures Disaster Recovery Organization and Strategy Recovery Team Organization Chart Recovery Team Responsibilities Appendix...27 Appendix 5.1 Business Impact Statements...28 Appendix 5.2 Recovery Procedure Checklists...52 Appendix 5.3 Server Inventory...67 Appendix 5.4 Network Equipment Inventory...70 Appendix 5.5 Vendor/External Support Information...71 Page 2

3 1.0 Plan Introduction Glendale Community College District (GCCD) recognizing their operational dependency on computer systems, including the Local Area Network (LAN), Database Servers, Internet, Intranet and , and the potential loss of revenue and operational control that may occur in the event of a disaster; authorized the preparation, implementation and maintenance of a comprehensive IT disaster recovery plan. The intent of a Disaster Recovery Plan is to provide a written and tested plan directing the computer system recovery process in the event of an interruption in continuous service resulting from an unplanned and unexpected disaster. The Disaster Recovery Plan preparation process includes several major steps as follows: Identify systems and applications currently in use Analyze business impact and determine critical recovery time frames Determine Recovery Strategy Document recovery team organization Document recovery team responsibilities Develop and document disaster recovery procedures and checklists These steps were conducted and this document represents the completed effort in the preparation of the GCCD IT Disaster Recovery Plan. Page 3

4 1.1 Mission and Objectives The mission of the IT Disaster Recovery Plan is to establish defined responsibilities, actions, and procedures to recover the GCCD computer, communication, and network environment in the event of an unexpected and unscheduled interruption. The plan is structured to attain the following objectives: Recover the physical network within the Critical Time Frames 1 established and accepted by the user community Recover the applications within the Critical Time Frames established and accepted by the user community Minimize the impact on the business with respect to dollar losses and operational interference 1 Critical time frames include both the point in time that the recovery will be set to and the point in time that the recovery will be completed and the enterprise can be back in operation. Page 4

5 1.2 Disaster Recovery / Business Continuity Scope The scope of the plan is to recover computer information services provided by the GCCD server room located on the main campus, first floor of the Library Building, 1500 N. Verdugo Road, Glendale, California, The network encompasses the following: Critical business applications such as Oracle Financial and Human Resources Management Systems and PeopleSoft Campus Solutions (student administration system) File servers supporting all business operations Gateway to the host applications and other sites WEB / e-commerce processing Wireless Networks Campus Phone System Connectivity between the main campus and Garfield campus ( located at 1122 E. Garfield Avenue, Glendale, CA ) Page 5

6 1.3 Responsibility Responsibility for the development and maintenance of the plan is assumed by the Campuswide Computer Coordinating Committee. Specific responsibility for ensuring the plan is maintained and tested rests with the GCCD Information & Technology Services (ITS) department under the leadership of the Associate Vice President of ITS. Page 6

7 2.0 Business Impact Analysis The Business Impact Analysis is completed to determine the Critical Time Frame in which the application system capabilities and functionality must be available after an interruption in service to minimize the operational loss of control and potential loss of revenue. In addition, the Business Impact Analysis assists in identifying alternative manual procedures which may be used during an interruption in service. Therefore, the objectives of the Business Impact Analysis are: Educate user on the need for a disaster recovery plan Identify the Critical Time Frames for each application by user Identify alternative manual procedures which may temporarily minimize impact due to an interruption in computer service Identify the shortest Critical Time Frame for each It is considered best practice to conduct a business impact analysis for each physical location, application, business function, department, and organizational entity annually. In addition, as conditions change (i.e. event like 9/11) to alter the operating environment, at least the risk component should be reviewed and actions taken to mitigate un-acceptable levels of risk. Legend of Impact Score 1 = Catastrophic as a result GCCD could cease to exist and/or would be placed in material legal and/or financial jeopardy. 2 = Very High - as a result GCCD would not be able to meet its material contractual and/or service obligations. Or do material damage to GCCD s reputation and have major negative long term implications on GCCD s ability to continue being a going concern. 3 = Noticeable - GCCD would not be able to operate effectively and efficiently, thus reducing productivity and service levels. 4 = Minor GCCD would be affected in a minor way with little productivity and/or service level loss. 5 = Non essential GCCD could operate indefinitely without this physical location, business function, or IT application. Page 7

8 2.1 Application/Systems Inventory and Risk Scores A summary of the major business systems and their impact scores are shown below. Item Impact Score Oracle HR 3 Legacy Student Sys. 1 Oracle Financials Pro 4 Assessment 3 College Web Page 4 Counseling SARS 4 Doc. Img. Acct. 3 Doc. Img. Disabled 3 Doc. Img. Pur. A/P 3 Student Fees 4 elumen SLO 3 Heat Helpdesk 4 itunes 4 Library 2 Resource 25 3 Health Ctr/Clinix 3 MyGCC 3 Payroll 2 SEVIS 4 Photo ID 3 Blackboard/WebCT 2 Server Room 1 Page 8

9 2.2 Determination of Critical Time Frames The purpose of the Business Impact Analysis is to determine the maximum time frame that each operating department can be without the functionality of the system without incurring material operational interference in the event of a disaster. This time frame will be referred to as the Critical Time Frame. The Critical Time Frame is defined in business days as the elapsed time between the points of the interruption up to the point where the system must be functional. Recovery procedures in the plan are staged around the most critical application which has the shortest Critical Time Frame to the application with the longest Critical Time Frame. According to the Business Impact Analysis, the application/systems with the shortest Critical Time Frame are the legacy student information system and the server room. Although each system may have a different time frame, the plan as a whole carries the time frame on the application with the shortest. Therefore, the plan as a whole has a two- day Critical Time Frame. To determine the critical time frame allowable, the following GCCD operating departments were interviewed: Information Technology Admissions and Records Academic Counseling Center for Students with Disabilities Financial Aid Human Resources Business Services Accounting and Finance Instructional Technology Student Health Center Library Instruction Office Assessment The result of the interviews with the operating departments is a narrative of the effect of a system outage or interruption assuming a worst case scenario. There is a narrative for each utilized application by operational department located in Appendix 5.1. The narrative indicates the operational department s dependency on computer Page 9

10 support and indicates the Critical Time Frame that the operational department can be without the applications functionality. Application System Impact Statements, the output of the Business Impact Analysis 2, are used to classify each application into the categories of essential, delayed or suspended. Essential An application is considered essential if its loss would affect ENTERPRISE s ability to remain solvent through financial loss or impart a serious loss of operational control. Delayed An application is classified as delayed when the function can survive without computer processing support for a period of time. Resumption of computer processing begins only when resources are available in excess of the requirements for the essential category; however, the passage of time can escalate the criticality of the application. Suspended Some business functions may have computer support "suspended" or discontinued indefinitely. Resumption of processing begins again when full computer capability is restored. Typically, the passage of time does not cause the escalation of the criticality of suspended systems; however, they may be processed using any available resources when the requirements of the essential and delayed systems are satisfied. 2 The Application Inventory and Business Impact Analysis Questionnaire (a copy is available in the ITS offices) should be filled for each business function prior to the completion of this section of the Disaster Recovery Plan. Page 10

11 Business Impact Analysis Matrix Application/Location 1-2 Days 3-5 Days 6-10 Days Days Two Weeks + Category Oracle HR MD CT Delayed Legacy Student Sys. CT Essential Oracle Financials MN CT Delayed 1099 Pro MN MN MN MN MN Suspended Assessment MD MD CT Essential College Web Page MD CT Essential Counseling SARS MN MN MD MD MD Suspended Doc. Img. Acct. MN MN MN MN MN Suspended Doc. Img. Disabled MN MN MN MN MN Suspended Doc. Img. Pur. A/P MN MN MN MN MN Suspended Student Fees MN MD MD MD MD Delayed elumen SLO MN MN MN MD MD Delayed Heat Helpdesk MN MN MN MN MN Suspended itunes MN MN MN MN MN Suspended Library MN MD CT Delayed Resource 25 MN MN MD MD MD Delayed Health Ctr/Clinix MN MD MD MD MD Delayed MyGCC MD CT Essential Payroll MN MD CT Essential SEVIS MN MN MN MN MN Suspended Photo ID MN MN MN MN MN Suspended Blackboard/WebCT MD CT Essential Server Room CT Essential Legend: MN = Minimum Impact MD = Moderate Impact CT = Critical Impact Page 11

12 3.0 Backup Strategy The ITS department maintains a server room with uninterruptible power supplies or UPS that provide one hour emergency power to the servers as well as adequate cooling/humidity control systems for all its critical systems including servers and network equipment. All servers are backed up daily from Monday through Friday and monitored to ensure immediate recovery from a system failure, system crash or natural disaster. Page 12

13 3.1 Data Capture and Backups There are 32 ERP system servers that are backed up via a tape library that takes advantage of high performance technology and backwards-read compatibility with previous DLT formats. It delivers up to 576 GB/hr and holds up to 24 cartridges for 9.6 TB native backup capacity. The current backup schedules for the ERP servers are shown below. The other servers have either an internal or external tape drive that backs up the operating system, the application and database five (5) days a week (Monday-Friday) at around 11 pm. ERP Server Backup Legato s Pool Name of Servers included Notes Backup PROD Dell12, Dell62, Dell81 ERP Production and OEM Default Dell01, Dell02, Dell11, Dell21, Dell51, Dell52, Dell61, Dell71, Oracle Test servers and Legato backup server Dell31 Hot_Backup Dell12, Dell62 ERP Production Full Schedule Day Time Name of Backup Notes Mon - - Tue 12:30 AM Oracle Hot backup script SQL scripts to backup Oracle while in use 4:00 AM Hot_Backup Backs up the hot backup disk to Tape Wed 12:30 AM Oracle Hot backup script 4:00 AM Hot_Backup Thu 12:30 AM Oracle Hot backup script 4:00 AM Hot_Backup Fri 12:30 AM Oracle Hot backup script 4:00 AM Hot_Backup 11:00 PM Default Cold Backup Sat 12:30 AM Oracle Hot backup script 11:10 PM PROD Cold Backup Sun - - Windows Server and Unix/Linux Backup Full backups are performed nightly, Monday through Friday, on Windows and Unix/Linux Servers. Windows Servers are backed up using Symantec Backup Exec software. Unix/Linux back is performed using the dump utility included with the operating system. Page 13

14 GCCD uses the EMC NetWorker software for its data captures and backups. Legato was the former name of this software. Features Benefits Centralized backup and recovery Gain complete control of your data across a variety of environments with centralized management. Open architecture Ensure reliable backup and recovery across local area network (LAN), wide area network (WAN), and storage area network (SAN) environments. Heterogeneous platform and application support Simplify management of UNIX, Microsoft Windows, Linux, NetWare, OpenVMS, Macintosh, VMware, Microsoft Hyper V, and hot backup of major applications. Global data deduplication Speed backups, reduce bandwidth consumption, and lower storage requirements by eliminating duplicate data at the source and target. Parallelism and multiplexing Optimize use of your drives and libraries for rapid data protection in large environments. Backup to disk Get fast backups and reliable recoveries leveraging arrays, EMC Disk Library, VTLs, snapshots, and more. Open tape format Port tapes between different NetWorker servers and operating systems and migrate backups between platforms. Integrated Server Recovery with EMC HomeBase Gain single client, scheduling, and monitoring from NetWorker Management Console and automated recovery. Page 14

15 3.2 Storage Rotation ERP Servers Legato/EMC Networker full backups are sent to off-site storage every Thursday. They are returned to the GCCD data center after five weeks of off-site storage. Other Servers (Microsoft Windows and Unix/Linux) The backup rotation for each server consists of nine (9) magnetic tapes, labeled Monday, Tuesday #1, Tuesday #2, Tuesday #3, Tuesday #4, Tuesday #5, Wednesday, Thursday, and Friday. Each Thursday the most recent Tuesday tapes are sent to off-site storage. Four sets of Tuesday tapes are kept off-site. At the end of five weeks, the oldest Tuesday tapes are returned to the GCCD data center from the off-site storage facility. Therefore, approximately one month of backups are kept off-site at any given time. Archive Tapes Periodically backup tapes are taken out of rotation for permanent archival purposes. Depending on the system tapes are archived between once per semester to once per year. Page 15

16 3.3 Off Site Storage At least one copy of several generations of master files, transaction files, operation system software (including patches), and application system software are stored in a secure location at an offsite storage facility. The offsite facility is owned and operated by Advanced Data Protection Services and located at 2800 N. Naomi Street, Burbank, CA On an annual basis these files are tested for their viability as vehicles to restore the critical business systems. GCCD Account Number: GC109 Advanced Data Protection Services, Inc N. Naomi St. Burbank, CA (818) Employee Account Number This number is contained on the Advanced Data Protection Services, Inc. ID Card. This card should be carried at all times. If you are not an authorized card holder or have lost your card, contact an alternative card holder. The following people have a valid off-site storage facility ID Cards. Stanley Jung Reed Anderson Arnel Pascua Gordon Lui Lorena Hernandez Page 16

17 3.4 Preventative Measures Following are several preventative measures that, when implemented and monitored on a regular basis will reduce the chance of a computer disaster ever occurring or minimize its impact. Restrict access to the computer facility to authorized personnel only Ensure there are no combustible materials located in the computer facility, such as solvents, paper, etc. Conduct regularly scheduled service on support systems, such as the Air Conditioning, Fire Retardant and UPS systems Check for overloaded circuits or worn/damaged electrical and power cables Perform regularly scheduled backups and store at off-site facility Store copies of vital documentation off-site, such as the Disaster Recovery Plan, Configuration Schematics, Maintenance and Service Contracts, etc. Page 17

18 4.0 Disaster Recovery Organization and Strategy This section includes the following. Team Organization Team Responsibilities Team Members and Call List Page 18

19 4.1 Recovery Team Organization Chart Error! Not a valid link. Page 19

20 4.2 Recovery Team Responsibilities Recovery Management The Recovery Management is responsible for managing the recovery effort as a whole, ensuring restoration occurs within planned Critical Time Frames and assists in resolving problems requiring management action. The Recovery Management Team consists of the Senior Recovery Manager and the Recovery Manager. The team is activated at the call of the Senior Recovery Manager when a disaster occurs. All other recovery teams report directly to the Recovery Management Team. Specifically, the Recovery Management Team is charged with: Senior Recovery Manager Responsibilities Pre Disaster Approves the final Disaster Recovery Plan Ensures the Disaster Recovery Plan is maintained Ensures Disaster Recovery training is conducted Authorizes periodic Disaster Recovery Plan testing Post Disaster Declares that a disaster has occurred and the Disaster Recovery Plan is activated Determines the plan strategy to be implemented Determines alternate team members (if any) and other support members of the recovery process Manages and monitors the overall recovery process Advises Senior GCCD and user management on the status of the disaster recovery efforts With the Public Information Office, coordinates media and press releases Page 20

21 Recovery Manager Responsibilities Pre Disaster Maintains and updates the plan as scheduled Distributes Disaster Recovery Plan to recovery team members Appoints recovery team members and alternates as required Coordinate the testing of the plan Trains disaster recovery team members in regard to the Plan Post Disaster Assists in assessing extent of damage to GCCD facilities and ability to provide data processing service to the organization Provides the initial notification of disaster declaration to recovery team Coordinates all recovery teams Notifies systems, application and network software teams to request off-site system backups, manuals, equipment and documentation Reports to senior recovery manager the status of recovery effort Damage Assessment and Salvage Team Responsible for the damage assessment of the LAN and LAN facilities as quickly as possible following a disaster and reports the level of damage to the Disaster Management Team. The teams oversees salvage operations required to cleanup and repair the LAN data center and reestablishes the LAN data center in the reconstituted site. Specifically, the Damage Assessment and Salvage Team are responsible for: Damage Assessment and Salvage Team Responsibilities Pre Disaster Understands the role and responsibilities within the Disaster Recovery Plan Works closely with recovery management team to reduce possibility for disaster in the data center (See Preventative Measures in Section 3.4) Trains employees in emergency preparedness Participates in Disaster Recovery Plan tests as required Page 21

22 Post Disaster Determines accessibility to building and GCCD s offices Assesses the extent of the damage to GCCD s LAN and data center Assesses the need for physical security, such as security guards Estimates time to recover based upon damage assessment Identifies salvageable hardware and communication equipment Apprises the senior management team on the extent of damage, estimated recovery time, physical security requirements, and salvageable equipment Maintains a log of salvageable hardware and equipment Coordinates with vendors and suppliers in restoring, repairing or replacing salvageable computer and network hardware and ancillary equipment Provides support in the cleanup of the data center following the disaster Physical Security The Physical Security Team provides personnel identification and access limitations to the building and floors and acts as liaison with emergency personnel. This is crucial during the time of a disaster because of the uncommonly large number of vendors, contractors and other visitors requiring access to the offices. Pre Disaster Post Disaster Understands the role and responsibilities within the Disaster Recovery Plan Works closely with recovery management team to ensure physical security of existing system, LAN and facilities Trains employees in emergency preparedness Becomes familiar with emergency phone numbers Participates in Disaster Recovery Plan tests as required Page 22

23 Coordinate with Campus Police to cordon off the data center to restrict unauthorized access Coordinates with Building Management for authorized personnel access Provides security guards as required Acts as liaison with emergency personnel, such as fire and police departments Schedules security for transportation of files, reports and equipment Administrative Support The Disaster Recovery Administration team is responsible for providing secretarial, filing, procurement, off-site storage and other administrative matters not performed by other team members. Pre Disaster Post Disaster Understands the role and responsibilities within the Disaster Recovery Plan Trains employees in emergency preparedness Assesses the needs for alternative means of communication if telephones service and network service is unavailable Participates in Disaster Recovery Plan tests as required Prepares, coordinates and obtains appropriate approval for all procurement requests Coordinates deliveries of all procurement requests Processes requests for payment of all invoices relating to recovery process Provides for acquisition of telephone equipment and services, including voice, dial-up data and leased lines Provides for alternative means of communication between recovery team members in the event regular telephone service and network service is unavailable Documents everything necessary for local, state and federal agencies. Page 23

24 Documents and maintains records of all inventories of equipment and supplies, expenses incurred for services and any other expenses Hardware Installation The Hardware Team is responsible for site preparation, physical planning, and installation of data processing equipment to meet the required processing capacity of GCCD in the event of a disaster. This includes responsibility for ordering and installing hardware for the site. Pre Disaster Post Disaster Understands the role and responsibilities within the Disaster Recovery Plan Work closely with recovery management team to reduce possibility for disaster in data center (See Preventative Measures in Section 3.4) Trains employees in emergency preparedness Participates in Disaster Recovery Plan tests as required Maintains current system and LAN configuration in off-site storage Notifies administration team of equipment required Ensures the installation of a sufficient number of temporary terminals Prepares plans for hardware installation Installs hardware Plans and coordinates the transportation and installation of hardware at the permanent site, when available Systems, Applications and Network Software The Systems, Applications and Network Software Team is responsible for the installation and configuration of all systems, application and network software on the LAN. Pre Disaster Understands the role and responsibilities within the Disaster Recovery Plan Page 24

25 Post Disaster Works closely with recovery management team to ensure physical security of existing LAN and facilities Trains employees in emergency preparedness Participates in Disaster Recovery Plan tests as required Arranges for delivery of off-site storage containers Receives delivery of off-site storage containers Restores operating system, applications and network software from backup media Tests and verifies the operating system, applications and network software are up and operational Modifies LAN configuration to meet site configuration Returns backup media in storage containers to off-site storage Communications The Communications Team is responsible for establishing voice and data links. This includes connecting local and remote users to the network. Pre Disaster Understands the role and responsibilities within the Disaster Recovery Plan Works closely with recovery management team to ensure physical security of existing system, LAN and facilities Trains employees in emergency preparedness Participates in Disaster Recovery Plan tests as required Maintains current communication and network configuration in off-site storage Post Disaster Coordinates with damage assessment and salvage team in the assessment of communications and network equipment viability Retrieves communications configuration from off-site storage Plans, coordinates and installs communication and network equipment Plans, coordinates and installs communication and network cabling Page 25

26 4.2.8 Operations IT Disaster Recovery Plan The Operations Team is responsible for operating the production systems and for assisting the other recovery teams in establishing operations Pre Disaster Post Disaster Understands the role and responsibilities within the Disaster Recovery Plan Works closely with recovery management team to ensure physical security of existing system, LAN and facilities Trains employees in emergency preparedness Ensures backups are completed as scheduled Ensures backups are sent to off-site storage as scheduled Participates in Disaster Recovery Plan tests as required Assist hardware, software and communications team members as required Initializes new tapes and portable electronic/magnetic media as needed in the recovery process Conducts backups Ensures backup tapes, electronic and magnetic media are sent to the off-site storage facility Monitors security of the LAN network Page 26

27 5.0 Appendix This section includes the following appendices. 5.1 Business Impact Statements 5.2 Recovery Procedure Checklists 5.3 Server Inventory 5.4 Network Equipment Inventory 5.5 Vendor/External Support Information Page 27

28 Appendix 5.1 Business Impact Statements The following people were interviewed using a standard business impact questionnaire and the statements are shown here for reference. Name Title Ext. Alen Andriassian Assessment Program Manager 5457 Alice Mecom ESL Instructor 5861 Arnel Pascua Associate Vice President Info. Tech. Services 5281 Brenda Jones Director, Library and Learning Resources 5578 Dave Mack Associate Dean Instructional Services 5311 Elmira Nazaryan Associate Dean EOPS 5570 Jewel Price Dean Student Services 5195 Joe Wong Library Systems Coordinator 3175 Joy Cook Associate Dean DSPS 5450 Mary Mirch Associate Dean Health Services 5190 Michelle Mora Director, Admissions and Records 5114 Nancy Traynor Instructional Services Specialist 5312 Ron Nakasone Vice President Administrative Services 5210 Ruben Cuevas Senior Enrollment Services Support Tech Shereen Fogel Allison Associate Dean Instructional Technology 5179 Susan Courtey Director Business Services 5124 Tina Andersen Wahlberg High Tech Center Instructor 5488 Ed Bugayong Employee Service Data Manager 5167 Reed Anderson Director User Services Support 5180 Page 28

29 5.1.1 Oracle HR Interviewee: Ed Bugayong Interview Date: 4/3/09 Department: Application Name: Narrative: Human Resources Oracle HR, irecruitment, Oracle Self Service Human Resources operations would cease to function. Position Control, irecruitment, Hiring, Payroll Notification, automated salary increments, and Board Slips would be affected. Since the entire Oracle System is based on the people database, Oracle Financials, Employee Self-Service, and log-on authentication would be rendered inoperable. Classification: Delayed Critical Time Frame: 0-8 hours (3-5 Days) Depending on processing cycle. Page 29

30 5.1.2 Legacy Student Information Systems Interviewee: Michelle Mora / Ruben Cuevas Interview Date: 3/12/09 Department: Application Name: Narrative: Admissions and Records (includes Financial Aid, IVR, WebReg) VAX - Legacy Student Information System Student Admission, Registration, Grades, Fees, Class Rosters, Class Master, Dictionary, MIS Reports and other functions would cease, resulting in a severe impact on students, faculty and staff. The primary business of the college, serving students, would be interrupted. Classification: Essential Critical Time Frame: 0-8 hours This application(s) is/are essential to the operation of the College. Page 30

31 5.1.3 Oracle Financials Interviewee: Ron Nakasone Interview Date: 2/4/09 Department: Application Name: Narrative: Financial Services / Accounting, Business Processes including A/P, GL, Fixed Assets, AR, Budget, Purchasing Oracle Financials Budget Preparation, General Ledger, Accounts Payable, General Accounting, Accounts Receivable, and Purchasing Functions depend on this application. The system receives input from several other systems and provides input to several others. During an outage, accounting functions would be delayed until the application was restored. Classification: Delayed Critical Time Frame: 3-5 days for most functions, others, 30 days (A/R) to one year (Fixed Assets). Page 31

32 Pro Interviewee: Ron Nakasone Interview Date: 2/4/09 Department: Application Name: Narrative: Accounting 1099 Pro Depending on the processing cycle, this application could be suspended. Classification: Suspended Critical Time Frame: Ron stated that this is a low priority application that is not an ITS responsibility. Page 32

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