In February 2007, the Fairfax County Board of Supervisors endorsed the “Blueprint for Success: Strategic Directions for the Plan to Prevent and End Homelessness in the Fairfax-Falls Church Community.” This strategic road map to prevent and end homelessness was created by Planning Committee to End Homelessness, in partnership with the cities of Fairfax and Falls Church, government agencies, nonprofits, faith communities and businesses. For more information please visit: http://www.fairfaxcounty.gov/homeless/
Fairfax County Youth Survey School Year 2011-2012: Depression, Suicide and Un...Fairfax County
The document provides an overview and summary of key findings from the 2011 Fairfax County Youth Survey. Some of the main points covered in the summary are:
- The survey assessed the behaviors, experiences, and risk/protective factors that influence the well-being of Fairfax County youth. It received responses from over 45,000 students in grades 6, 8, 10, and 12.
- Results found higher rates of reported depressive symptoms, suicidal ideation, and unhealthy weight loss behaviors among females compared to males. Rates of these issues decreased from 2010 to 2011.
- Having more protective assets/strengths is strongly correlated with fewer risk behaviors. Just three assets can dramatically reduce risks.
-
A severe thunderstorm called a derecho hit Fairfax County on June 29th, causing widespread power outages affecting over 400,000 homes. The County Emergency Operations Center was activated to coordinate the response. Over subsequent days, emergency personnel and utilities worked to restore power and services as additional storms occurred. Cooling centers were opened and human services coordinated to assist residents impacted by the storm.
Learn about the Partnership for a Healthier Fairfax, the Community Association Seminar on Transparent Governance, a new statewide call center for the Virginia Department of Transportation, the November issue of “County Magazine” and Premature Birth Awareness Month in Fairfax County.
The document discusses disaster recovery planning and strategies. It notes that over 50% of organizations develop IT disaster recovery plans, but fewer than one-third actually test those plans. It also discusses how budget constraints are leading organizations to consider alternatives like server virtualization and cloud computing to reduce costs associated with disaster recovery. The document provides an overview of different aspects of developing a disaster recovery plan, including defining recovery time objectives, prioritizing applications, replicating data, and assessing risks. It emphasizes the importance of involving business needs in planning and testing plans to ensure the ability to recover critical business functions.
QuickFMS is a robust, scalable, and reliable cloud based facility management software that significantly boost the efficiency and productivity of your enterprise. With QuickFMS, you can easily manage all facets of your business and infrastructure, from organizing, structuring, and running all elements of your operations with a single login from any part of the globe.
In February 2007, the Fairfax County Board of Supervisors endorsed the “Blueprint for Success: Strategic Directions for the Plan to Prevent and End Homelessness in the Fairfax-Falls Church Community.” This strategic road map to prevent and end homelessness was created by Planning Committee to End Homelessness, in partnership with the cities of Fairfax and Falls Church, government agencies, nonprofits, faith communities and businesses. For more information please visit: http://www.fairfaxcounty.gov/homeless/
Fairfax County Youth Survey School Year 2011-2012: Depression, Suicide and Un...Fairfax County
The document provides an overview and summary of key findings from the 2011 Fairfax County Youth Survey. Some of the main points covered in the summary are:
- The survey assessed the behaviors, experiences, and risk/protective factors that influence the well-being of Fairfax County youth. It received responses from over 45,000 students in grades 6, 8, 10, and 12.
- Results found higher rates of reported depressive symptoms, suicidal ideation, and unhealthy weight loss behaviors among females compared to males. Rates of these issues decreased from 2010 to 2011.
- Having more protective assets/strengths is strongly correlated with fewer risk behaviors. Just three assets can dramatically reduce risks.
-
A severe thunderstorm called a derecho hit Fairfax County on June 29th, causing widespread power outages affecting over 400,000 homes. The County Emergency Operations Center was activated to coordinate the response. Over subsequent days, emergency personnel and utilities worked to restore power and services as additional storms occurred. Cooling centers were opened and human services coordinated to assist residents impacted by the storm.
Learn about the Partnership for a Healthier Fairfax, the Community Association Seminar on Transparent Governance, a new statewide call center for the Virginia Department of Transportation, the November issue of “County Magazine” and Premature Birth Awareness Month in Fairfax County.
The document discusses disaster recovery planning and strategies. It notes that over 50% of organizations develop IT disaster recovery plans, but fewer than one-third actually test those plans. It also discusses how budget constraints are leading organizations to consider alternatives like server virtualization and cloud computing to reduce costs associated with disaster recovery. The document provides an overview of different aspects of developing a disaster recovery plan, including defining recovery time objectives, prioritizing applications, replicating data, and assessing risks. It emphasizes the importance of involving business needs in planning and testing plans to ensure the ability to recover critical business functions.
QuickFMS is a robust, scalable, and reliable cloud based facility management software that significantly boost the efficiency and productivity of your enterprise. With QuickFMS, you can easily manage all facets of your business and infrastructure, from organizing, structuring, and running all elements of your operations with a single login from any part of the globe.
This document provides information about a training program on understanding and administering FIDIC standard conditions of contract for civil, mechanical, and electrical projects. The program covers FIDIC contracts for international projects and enables participants to understand their own project contracts. It discusses contract provisions among owners, contractors, and consultants and recommended procedures. The program is intended for those working on FIDIC contract projects and covers case studies, claims, payments, defaults, and other contract topics. It aims to provide participants with knowledge of FIDIC standards to help with contract administration.
The document discusses a project to standardize how recorded statements are documented in claims files to increase efficiency and reduce errors. It aims to determine the most effective documentation method through research, develop training and guidelines, and implement the changes unit-wide. The goals are to speed up file reviews, improve documentation quality, and make claim information more easily accessible to handlers. The plan includes classroom training, deployment to all service centers, and follow-up reviews to assess the impact.
The document discusses a project to standardize how recorded statements are documented in claims files to increase efficiency and reduce errors. It aims to determine the most effective documentation method through research, develop training and guidelines, and implement the changes unit-wide. The goals are to speed up file reviews, improve documentation quality, and make claim information easier for handlers to understand consistently. The plan includes classroom training, job aids, templates and reviews to assess the impact over time.
BOOQED Real Estate Planning During and After COVID-19 WebinarKathryn Dee
There's no question about the lasting impact of COVID-19 on how we work and what we want from our workplace.
BOOQED hosted this webinar with leaders in the workspace industry to help businesses learn more about how to manage their real estate needs now and after COVID-19.
BOOQED Real Estate Planning During and After COVID-19 WebinarKathryn Dee
There's no question about the lasting impact of COVID-19 on how we work and what we want from our workplace.
BOOQED hosted this webinar with leaders in the workspace industry to help businesses learn more about how to manage their real estate needs now and after COVID-19.
The document provides an overview of land use planning concepts including general plans, zoning, and entitlement processes. It discusses how general plans establish long-term visions and policies to guide development. Zoning implements general plans by regulating land uses, development standards, and design. Entitlements are the specific approvals needed to develop property, such as conditional use permits, and are guided by zoning designations. The California Environmental Quality Act (CEQA) requires review of potential environmental impacts of projects.
The document discusses disaster recovery plans (DRP). It provides details on:
1) What a DRP is and when it is implemented.
2) Key factors for a company like quality, strategic relationships, and customer satisfaction.
3) That a recovery time objective (RTO) is the maximum time a system can be down and is important for DRP planning.
The document discusses network security and disaster recovery planning. It defines disaster recovery planning as creating a document that details steps a business will take to recover from a catastrophic event. The goals of a disaster recovery plan are to minimize interruptions, limit disruption and damage, minimize economic impact, establish alternative operations in advance, and train personnel. The plan involves disaster assessment, plan activation, operating at an alternate site/data center, rebuilding, and returning home. It discusses recovery time objectives and recovery point objectives and the roles and responsibilities of the disaster recovery coordinator and various recovery teams for hardware, software, networks, and operations.
The Disaster Recovery Plan Sumanth Lagadapati[email protecte.docxtodd241
The Disaster Recovery Plan
Sumanth Lagadapati
[email protected]
Introduction
Many companies don’t have a disaster recovery plan often there is a desire for a DRP.
The level of effort and\or cost required to create DRP can cause this project to have a low priority relative to other more immediate projects.
A DRP is viewed as "nice to have" or "just insurance that will not be used ", and not as a critical business component.
That is, until there is a failure that causes a significant outage or loss of data (often at a significant cost to the business).
It is my opinion that every company could benefit from both a disaster recovery plan and a business continuity plan (BCP)
Investing in a DRP and BCP is just as an important for most business in my opinion.
Where do you start?
The first step is to create a DR team and this includes an:
Executive sponsor.
DR coordinator.
Team leaders (there will be several groups and possibly subgroups).
Team members.
This people should be designated as either primary or backup for position, with every position having more than one person assigned this to minimize people as a single point of failure.
The goal is to have the expertise to help develop the various recovery procedures, and is committed to success of the overall effort.
Where do you start? cont…
The next step is to define business goals.
The goal should address items such as:
What functional areas need to be recovered?
What length of time is acceptable for recovery?
What amount of data loss is acceptable?
This often involves prioritization and a cost-benefit analysis to determine the worth of recovery (i.e. something that may be premature at this phase of the project).
Understand the business goals and objectives
To find out what that really entails you must know:
What are the critical systems?
What are the key processes and applications?
What are the dependencies on other systems?
This includes:
Data transfers.
Manual processes
Remote processing
Then documents these processes.
Because there is interaction with dependencies on other systems and user interface, and the sensitivity of the data.
Once the systems have been identified, attempt to quantify their impact relative to the overall business goals.
Identify specific requirements
Everyone involve with this effort (including upper management within a company) needs to have a single vision of what success look like, without this you risk wasting time and money on a plan that may be viewed as a failure.
Identify key personnel
These people may not be part of the DR team, but they are important. (For example who has the authority to declare a disaster?)
This list should be maintained both by name and by role; it should be validated and updated frequently.
Identify single point of failure
The overall goal of this step is to mitigate unnecessary risk.
The scope of this effort includes people, software, equipment, and infrastructure.
It i.
This document provides a lessons learned report for a project to acquire the Indian Institute of Science by Ace Global Solutions. The project was completed on time and on budget. Key lessons learned include the need to utilize translators for all meetings and communications to overcome language barriers, engage local legal counsel to assist with negotiations and paperwork, and budget for translation services throughout the project duration. Improving the translation of documents and providing cultural training for negotiating teams can help smooth future international acquisition projects.
This document discusses best practices for supporting bring your own devices (BYO) in organizations. It recommends re-engineering support processes and the support organization to address the challenges of BYO programs. Some common tactics mentioned are timeboxed support, best effort support, loan device pools, community support, defining support arrangements, external services, education and training, and policy administration. The document also discusses establishing BYO contracts and policies to define responsibilities for issues like backups, employer device control, evidence in lawsuits, security, and lost/broken devices.
A draft of Permit Coordination Policy from the PA Dept. of Environmental Protection. These new policies will speed up the reveiw process for drilling permits and help the DEP focus on "high value" permits first. The new policies were created in response to an executive order from Gov. Tom Corbett--an effort to cut the red tape involved in permitting new gas and oil wells in PA.
Executive Order 2012-11 signed by Pennsylvania Gov. Tom Corbett on July 24, 2012, titled "Permit Decision Guarantee for the Department of Environmental Protection." The order requires drillers and others building projects related to oil and gas drilling to provide complete applications for permits, and if they do, encourages the DEP to respond to those applications in a timely manner.
This document summarizes a student project to develop a meeting room reservation application. It includes the following sections: introduction, study of existing solutions and their limitations, proposed solution overview, specification and design details, conception process, realization details, and conclusion with opportunities for future enhancement. The proposed solution allows users to check room availability in real-time, manage meeting reservations, schedule meetings, and sync reservations with Outlook to avoid overbooking and interrupted meetings.
Continuity StrategiesThe CPMT can choose from several strategies iAlleneMcclendon878
Continuity Strategies
The CPMT can choose from several strategies in its CP and BC planning. The determining factor is usually cost. In general, there are three types of usage strategies in which the organization has the right to the exclusive use of a facility and access is not shared with other organizations:
Hot site
A fully configured computing facility that includes all services, communications links, and physical plant operations. Hot sites are used for BC operations.
—A hot site is a fully configured computing facility that includes all services, communications links, and physical plant operations. It duplicates computing resources, peripherals, phone systems, applications, and workstations. Essentially, this duplicate facility needs only the latest data backups and the personnel to function. If the organization uses one of the data services listed in the following sections, a hot site can be fully functional within minutes. Not surprisingly, it is the most expensive alternative. Other disadvantages include the need to provide maintenance for all the systems and equipment at the hot site, as well as physical and information security. However, if the organization requires a 24/7 capability for near real-time recovery, the hot site is the optimal strategy.
Warm site
A facility that provides many of the same services and options as a hot site, but typically without installed and configured software applications. Warm sites are used for BC operations.
—A warm site provides many of the same services and options as the hot site, but typically software applications are not included or are not installed and configured. A warm site frequently includes computing equipment and peripherals with servers but not client workstations. Overall, it offers many of the advantages of a hot site at a lower cost. The disadvantage is that several hours—perhaps days—are required to make a warm site fully functional.
Cold site
A facility that provides only rudimentary services, with no computer hardware or peripherals. Cold sites are used for BC operations.
—A cold site provides only rudimentary services and facilities. No computer hardware or peripherals are provided. All communications services must be installed after the site is occupied. A cold site is an empty room with standard heating, air conditioning, and electrical service. Everything else is an added-cost option. Despite these disadvantages, a cold site may be better than nothing. Its primary advantage is its low cost. The most useful feature of this approach is that it ensures that an organization has floor space should a widespread disaster strike, but some organizations are prepared to strug ...
ARED is looking for partners across the African continent and this is the profile we are looking at and the process we follow. Our technology will allow our partner to generate a strong revenue stream business.
ARED is developing an AI and solar-powered distributed storage and computing grid infrastructure to provide SMEs with more affordable digital infrastructure and to improve the distribution of digital applications, which will help bridge the global digital divide.
This document discusses strategic space planning for organizations. It defines strategic space planning as aligning an organization's real estate portfolio with its business goals and objectives. The document outlines a three-phase process for strategic space planning: long-term planning 3-5 years out, mid-term planning 2-3 years out, and near-term planning 0-2 years out. It describes the key steps in implementing a strategic space plan, including assimilating business objectives, formulating space requirements, collecting space inventory data, modeling allocation scenarios, and performing space gap analyses. Modern workplace management systems can help automate and streamline the space planning process.
The document discusses responsibilities for incumbent contractors during contract transitions to ensure a smooth handover. It outlines a general timeline for transitions with 5 phases: 1) proposal development, 2) board assessments, 3) award announcements, 4) the transition period, and 5) contract execution by the successor. During the transition, the incumbent must maintain performance, finalize inventories, identify property to remove, establish employee check-out procedures, and facilitate subcontract phase outs. The overall goal is continuity of services with minimal disruption.
This document contains the resume of Sameh S. ElBanhawi, a senior project manager based in Cairo, Egypt. It outlines his 13+ years of experience managing IT projects for oil and gas companies, including managing global projects worth over $10 million. His resume highlights his strong leadership skills, experience delivering projects on time and on budget, and career working for companies like ExxonMobil, BP, and Commercial International Bank.
Merrifield Nursery Emergency Gravity Sewer ReplacementFairfax County
During a routine Closed-Circuit Television (CCTV) Camera inspection by Wastewater Collection Division (WCD), it was found that 45 linear feet of 8-inch asbestos reinforced concrete pipe (RCP) between MH-292 to MH-291 was within imminent danger of failing. The bottom of the RCP was missing within the 45 linear feet of repair and the pipe was on the verge of surcharging. After an immediate pre-construction meeting with Merrifield Nursery, it was agreed to work from 6pm-10am everyday of the week to avoid disruption and potentially placing patrons at risk during the biggest time of the year for Merrifield Garden Center. The contractor mobilized to the site and began the 20-foot excavation to replace 45 linear feet of broken gravity sewer. The project started on March 14th, 2022 and was substantially complete on March 23, 2022.
The Sully Basins Stormwater Pond Retrofits project was substantially completed on April 19, 2022. The project is located within the Cub Run watershed. The project consisted of repair and enhancement of multiple stormwater basins, 0326DP, 0964DP and 1484DP. The project also included construction of new stone cascades, stone weir basin structures and the construction of wetlands with high and low marsh areas. The project will facilitate improved sediment removal and improve downstream water quality using forebays and micro pools. Aquatic and natural habitat were also added within the three basins.
More Related Content
Similar to Continuity of Operations Agency Coordinators Workshop
This document provides information about a training program on understanding and administering FIDIC standard conditions of contract for civil, mechanical, and electrical projects. The program covers FIDIC contracts for international projects and enables participants to understand their own project contracts. It discusses contract provisions among owners, contractors, and consultants and recommended procedures. The program is intended for those working on FIDIC contract projects and covers case studies, claims, payments, defaults, and other contract topics. It aims to provide participants with knowledge of FIDIC standards to help with contract administration.
The document discusses a project to standardize how recorded statements are documented in claims files to increase efficiency and reduce errors. It aims to determine the most effective documentation method through research, develop training and guidelines, and implement the changes unit-wide. The goals are to speed up file reviews, improve documentation quality, and make claim information more easily accessible to handlers. The plan includes classroom training, deployment to all service centers, and follow-up reviews to assess the impact.
The document discusses a project to standardize how recorded statements are documented in claims files to increase efficiency and reduce errors. It aims to determine the most effective documentation method through research, develop training and guidelines, and implement the changes unit-wide. The goals are to speed up file reviews, improve documentation quality, and make claim information easier for handlers to understand consistently. The plan includes classroom training, job aids, templates and reviews to assess the impact over time.
BOOQED Real Estate Planning During and After COVID-19 WebinarKathryn Dee
There's no question about the lasting impact of COVID-19 on how we work and what we want from our workplace.
BOOQED hosted this webinar with leaders in the workspace industry to help businesses learn more about how to manage their real estate needs now and after COVID-19.
BOOQED Real Estate Planning During and After COVID-19 WebinarKathryn Dee
There's no question about the lasting impact of COVID-19 on how we work and what we want from our workplace.
BOOQED hosted this webinar with leaders in the workspace industry to help businesses learn more about how to manage their real estate needs now and after COVID-19.
The document provides an overview of land use planning concepts including general plans, zoning, and entitlement processes. It discusses how general plans establish long-term visions and policies to guide development. Zoning implements general plans by regulating land uses, development standards, and design. Entitlements are the specific approvals needed to develop property, such as conditional use permits, and are guided by zoning designations. The California Environmental Quality Act (CEQA) requires review of potential environmental impacts of projects.
The document discusses disaster recovery plans (DRP). It provides details on:
1) What a DRP is and when it is implemented.
2) Key factors for a company like quality, strategic relationships, and customer satisfaction.
3) That a recovery time objective (RTO) is the maximum time a system can be down and is important for DRP planning.
The document discusses network security and disaster recovery planning. It defines disaster recovery planning as creating a document that details steps a business will take to recover from a catastrophic event. The goals of a disaster recovery plan are to minimize interruptions, limit disruption and damage, minimize economic impact, establish alternative operations in advance, and train personnel. The plan involves disaster assessment, plan activation, operating at an alternate site/data center, rebuilding, and returning home. It discusses recovery time objectives and recovery point objectives and the roles and responsibilities of the disaster recovery coordinator and various recovery teams for hardware, software, networks, and operations.
The Disaster Recovery Plan Sumanth Lagadapati[email protecte.docxtodd241
The Disaster Recovery Plan
Sumanth Lagadapati
[email protected]
Introduction
Many companies don’t have a disaster recovery plan often there is a desire for a DRP.
The level of effort and\or cost required to create DRP can cause this project to have a low priority relative to other more immediate projects.
A DRP is viewed as "nice to have" or "just insurance that will not be used ", and not as a critical business component.
That is, until there is a failure that causes a significant outage or loss of data (often at a significant cost to the business).
It is my opinion that every company could benefit from both a disaster recovery plan and a business continuity plan (BCP)
Investing in a DRP and BCP is just as an important for most business in my opinion.
Where do you start?
The first step is to create a DR team and this includes an:
Executive sponsor.
DR coordinator.
Team leaders (there will be several groups and possibly subgroups).
Team members.
This people should be designated as either primary or backup for position, with every position having more than one person assigned this to minimize people as a single point of failure.
The goal is to have the expertise to help develop the various recovery procedures, and is committed to success of the overall effort.
Where do you start? cont…
The next step is to define business goals.
The goal should address items such as:
What functional areas need to be recovered?
What length of time is acceptable for recovery?
What amount of data loss is acceptable?
This often involves prioritization and a cost-benefit analysis to determine the worth of recovery (i.e. something that may be premature at this phase of the project).
Understand the business goals and objectives
To find out what that really entails you must know:
What are the critical systems?
What are the key processes and applications?
What are the dependencies on other systems?
This includes:
Data transfers.
Manual processes
Remote processing
Then documents these processes.
Because there is interaction with dependencies on other systems and user interface, and the sensitivity of the data.
Once the systems have been identified, attempt to quantify their impact relative to the overall business goals.
Identify specific requirements
Everyone involve with this effort (including upper management within a company) needs to have a single vision of what success look like, without this you risk wasting time and money on a plan that may be viewed as a failure.
Identify key personnel
These people may not be part of the DR team, but they are important. (For example who has the authority to declare a disaster?)
This list should be maintained both by name and by role; it should be validated and updated frequently.
Identify single point of failure
The overall goal of this step is to mitigate unnecessary risk.
The scope of this effort includes people, software, equipment, and infrastructure.
It i.
This document provides a lessons learned report for a project to acquire the Indian Institute of Science by Ace Global Solutions. The project was completed on time and on budget. Key lessons learned include the need to utilize translators for all meetings and communications to overcome language barriers, engage local legal counsel to assist with negotiations and paperwork, and budget for translation services throughout the project duration. Improving the translation of documents and providing cultural training for negotiating teams can help smooth future international acquisition projects.
This document discusses best practices for supporting bring your own devices (BYO) in organizations. It recommends re-engineering support processes and the support organization to address the challenges of BYO programs. Some common tactics mentioned are timeboxed support, best effort support, loan device pools, community support, defining support arrangements, external services, education and training, and policy administration. The document also discusses establishing BYO contracts and policies to define responsibilities for issues like backups, employer device control, evidence in lawsuits, security, and lost/broken devices.
A draft of Permit Coordination Policy from the PA Dept. of Environmental Protection. These new policies will speed up the reveiw process for drilling permits and help the DEP focus on "high value" permits first. The new policies were created in response to an executive order from Gov. Tom Corbett--an effort to cut the red tape involved in permitting new gas and oil wells in PA.
Executive Order 2012-11 signed by Pennsylvania Gov. Tom Corbett on July 24, 2012, titled "Permit Decision Guarantee for the Department of Environmental Protection." The order requires drillers and others building projects related to oil and gas drilling to provide complete applications for permits, and if they do, encourages the DEP to respond to those applications in a timely manner.
This document summarizes a student project to develop a meeting room reservation application. It includes the following sections: introduction, study of existing solutions and their limitations, proposed solution overview, specification and design details, conception process, realization details, and conclusion with opportunities for future enhancement. The proposed solution allows users to check room availability in real-time, manage meeting reservations, schedule meetings, and sync reservations with Outlook to avoid overbooking and interrupted meetings.
Continuity StrategiesThe CPMT can choose from several strategies iAlleneMcclendon878
Continuity Strategies
The CPMT can choose from several strategies in its CP and BC planning. The determining factor is usually cost. In general, there are three types of usage strategies in which the organization has the right to the exclusive use of a facility and access is not shared with other organizations:
Hot site
A fully configured computing facility that includes all services, communications links, and physical plant operations. Hot sites are used for BC operations.
—A hot site is a fully configured computing facility that includes all services, communications links, and physical plant operations. It duplicates computing resources, peripherals, phone systems, applications, and workstations. Essentially, this duplicate facility needs only the latest data backups and the personnel to function. If the organization uses one of the data services listed in the following sections, a hot site can be fully functional within minutes. Not surprisingly, it is the most expensive alternative. Other disadvantages include the need to provide maintenance for all the systems and equipment at the hot site, as well as physical and information security. However, if the organization requires a 24/7 capability for near real-time recovery, the hot site is the optimal strategy.
Warm site
A facility that provides many of the same services and options as a hot site, but typically without installed and configured software applications. Warm sites are used for BC operations.
—A warm site provides many of the same services and options as the hot site, but typically software applications are not included or are not installed and configured. A warm site frequently includes computing equipment and peripherals with servers but not client workstations. Overall, it offers many of the advantages of a hot site at a lower cost. The disadvantage is that several hours—perhaps days—are required to make a warm site fully functional.
Cold site
A facility that provides only rudimentary services, with no computer hardware or peripherals. Cold sites are used for BC operations.
—A cold site provides only rudimentary services and facilities. No computer hardware or peripherals are provided. All communications services must be installed after the site is occupied. A cold site is an empty room with standard heating, air conditioning, and electrical service. Everything else is an added-cost option. Despite these disadvantages, a cold site may be better than nothing. Its primary advantage is its low cost. The most useful feature of this approach is that it ensures that an organization has floor space should a widespread disaster strike, but some organizations are prepared to strug ...
ARED is looking for partners across the African continent and this is the profile we are looking at and the process we follow. Our technology will allow our partner to generate a strong revenue stream business.
ARED is developing an AI and solar-powered distributed storage and computing grid infrastructure to provide SMEs with more affordable digital infrastructure and to improve the distribution of digital applications, which will help bridge the global digital divide.
This document discusses strategic space planning for organizations. It defines strategic space planning as aligning an organization's real estate portfolio with its business goals and objectives. The document outlines a three-phase process for strategic space planning: long-term planning 3-5 years out, mid-term planning 2-3 years out, and near-term planning 0-2 years out. It describes the key steps in implementing a strategic space plan, including assimilating business objectives, formulating space requirements, collecting space inventory data, modeling allocation scenarios, and performing space gap analyses. Modern workplace management systems can help automate and streamline the space planning process.
The document discusses responsibilities for incumbent contractors during contract transitions to ensure a smooth handover. It outlines a general timeline for transitions with 5 phases: 1) proposal development, 2) board assessments, 3) award announcements, 4) the transition period, and 5) contract execution by the successor. During the transition, the incumbent must maintain performance, finalize inventories, identify property to remove, establish employee check-out procedures, and facilitate subcontract phase outs. The overall goal is continuity of services with minimal disruption.
This document contains the resume of Sameh S. ElBanhawi, a senior project manager based in Cairo, Egypt. It outlines his 13+ years of experience managing IT projects for oil and gas companies, including managing global projects worth over $10 million. His resume highlights his strong leadership skills, experience delivering projects on time and on budget, and career working for companies like ExxonMobil, BP, and Commercial International Bank.
Similar to Continuity of Operations Agency Coordinators Workshop (20)
Merrifield Nursery Emergency Gravity Sewer ReplacementFairfax County
During a routine Closed-Circuit Television (CCTV) Camera inspection by Wastewater Collection Division (WCD), it was found that 45 linear feet of 8-inch asbestos reinforced concrete pipe (RCP) between MH-292 to MH-291 was within imminent danger of failing. The bottom of the RCP was missing within the 45 linear feet of repair and the pipe was on the verge of surcharging. After an immediate pre-construction meeting with Merrifield Nursery, it was agreed to work from 6pm-10am everyday of the week to avoid disruption and potentially placing patrons at risk during the biggest time of the year for Merrifield Garden Center. The contractor mobilized to the site and began the 20-foot excavation to replace 45 linear feet of broken gravity sewer. The project started on March 14th, 2022 and was substantially complete on March 23, 2022.
The Sully Basins Stormwater Pond Retrofits project was substantially completed on April 19, 2022. The project is located within the Cub Run watershed. The project consisted of repair and enhancement of multiple stormwater basins, 0326DP, 0964DP and 1484DP. The project also included construction of new stone cascades, stone weir basin structures and the construction of wetlands with high and low marsh areas. The project will facilitate improved sediment removal and improve downstream water quality using forebays and micro pools. Aquatic and natural habitat were also added within the three basins.
Clarks Crossing Road Improvements 05-13-22Fairfax County
This document summarizes a pedestrian access improvement project along Clarks Crossing Road in Fairfax County, Virginia. The project improved pedestrian and bicycle access by constructing a missing link of sidewalk between Brookside Lane and an existing sidewalk further along Clarks Crossing Road. Work included installing sidewalk, curb ramps, drainage improvements, and milling and overlaying asphalt. The project was substantially completed in March 2022 and provides approximately 200 feet of new pedestrian access along Clarks Crossing Road.
Tysons West Wastewater Conveyance Systems Modifications Project 05-22.pptxFairfax County
Future wastewater flows in northern Fairfax County exceed existing system capacity
Treatment capacity is available in Noman M. Cole Jr. Pollution Control Plant in Lorton, VA
New pipes and pumps are needed to move future flows to treatment plant
NEXT STEPS
Field investigations / surveys
Finalize alignments and pump station layout
Use of open cut excavation
Use of trenchless methods
Easement acquisition needed
Develop traffic control plans
Description:
The project consists of a new, 23,000 square feet, two-story, four-bay fire station facility and associated improvements to the 3.3-acre site including storm water detention, landscaping and parking. The scope also included the demolition of the existing fire station, and a temporary fire station to house the Fire and Rescue Department during construction of the new facility. The key elements of the overall project include:
Scotts Run at Old Meadow Road Park Phase I and Phase II Stream RestorationFairfax County
Scotts Run @ Old Meadow Road Stream Restoration was substantially completed on March 30, 2022. The Scotts Run project consisted of restoring, enhancement, and stabilizing of approximately 2,930 linear feet of eroding stream using Natural Channel Design criteria. This project included two phases: Phase I was funded by proffers from a private development and Phase II was County funded. Also included was the removal of invasive non-native plants and the installation of new plantings to stabilize the stream and floodplain.
Sully Community Center Construction ProgressFairfax County
This document provides construction progress photos of the Sully Community Center in Fairfax County, Virginia. The photos show the ongoing construction of the building's exterior, interior spaces like the lobby, corridors, multi-purpose rooms, game room, gym, exercise room, and healthcare suite. The document was published by the Fairfax County Department of Public Works and Environmental Services to share updates on the construction of the new community center, which is scheduled to open in summer 2022.
Riverwood Community Meeting - 04-14-2022- Presentation.pptxFairfax County
The new 4-inch ductile iron force main will serve the surrounding community for the foreseeable future. Replacement of the force main will:
Reduce the level and frequency of maintenance required to keep the force main operating.
Prevent costly emergency repairs.
Provide residents with safe, reliable utility infrastructure.
Enhance the quality of life for residents.
Reduce risks to public health and the environment.
Burke Centre VRE Connector Phase IV project was substantially completed on March 7, 2022. This project enhanced the access to mass transit by creating a more direct connection from the VRE Station to the residential areas west of Premier Court. This project also connects the Oak Bluff community to the Virginia Rail Express (VRE) Burke Station and provides a multi-use shared pedestrian and bicycle trail for outdoor recreation.
Long Branch Public Meeting - FINAL - 04-11-2022Fairfax County
Overarching Project Goals:
-Achieve Long Branch Central TMDL waste load reduction requirements.
-Provide long-term stability and have low maintenance.
-Improve water quality within the Long Branch Central Watershed.
-Improve habitat and environmental health (ecological lift).
Objectives: Share our project understanding with the council and seek input on the unique opportunities and housing goals for this site that could help guide
our master planning process.
Rabbit Branch at Collingham Drive Stream Restoration - March 28, 2022.pptxFairfax County
4,800 linear feet of stream will be restored using Natural Channel Design methodologies
Pollutant reduction
1,439 lbs/total phosphorus
3,400 lbs/total nitrogen
462.1 tons of total suspended sediment
Protection of private property and public infrastructure
Increased ecological diversity with native vegetation
DEQ has awarded a SLAF grant to this project for these environmental benefits
LAKE BARTON DREDGING, RESTORATION AND RISER MODIFICATION PROJECT Fairfax County
The Lake Barton Dredging, Restoration, and Riser Modification project was substantially completed on December 29, 2021. The project is located within the Pohick Creek watershed. The project consisted of dredging and removal of approximately 19,100 cubic yards of sediment to restore the sediment trapping capacity and improve water quality. The project also included construction of new sediment forebays, in-lake haul roads, and riser modifications (new mid-level sluice gate and cold-water intake) to facilitate future maintenance, stabilize the shoreline, and improve downstream water quality. Fish habitat was also added within the lake.
Reston Arts Community Center Feasibility - Wrap UpFairfax County
This document summarizes a meeting about a proposed arts center in Reston, Virginia that would result from a proffer from Boston Properties for development of an area known as Block J. The meeting covered the background and objectives of community outreach efforts to understand needs for the arts venue. Feedback was shared from previous focus group meetings on performing arts, visual arts, and other topics. Key spaces discussed included a 500-seat theater, art studios, galleries, and support spaces. Next steps include further programming, cost estimating, and community input before potential design and construction.
Stormwater Wastewater Facility Virtual Community Meeting, March 29, 2022Fairfax County
Benefits of Consolidated Facility
Building and Site Efficiencies
Operational Efficiencies
Addresses Space Deficiencies
Addresses Renovations and Capital Renewal Requirements
for WCD
Provides for a Centrally Located Site that Accommodates Program
Consolidates Integrated Services on One Centrally Located Site
Reston Arts Center Feasibility Study Focus Group - March 28, 2022Fairfax County
This is the 4th of 5 engagement meetings. We are excited to hear from you – your preferences, priorities, questions, hopes, concerns. The information we receive today will be used to inform the space allocations and cost estimating for discussion of the proffer by Fairfax County.
Oak Marr Pump Station Rehabilitation – Construction ProjectFairfax County
Neighborhood was built in the 1980s, and the sewer infrastructure has been in operation since.
Aged pump station equipment – pumps, valves, fans, concrete, etc.
This aging equipment has the potential of causing:
Sanitary Sewer Overflows (SSO)
Sewer back-ups into homes
Environmental damages
Maintenance problems
Tucker Avenue Neighborhood Community Meeting, 03-15-2022Fairfax County
Identify and evaluate house flooding and public safety concerns
Improve drainage conditions to convey 100-year storm if feasible
Reduce and treat stormwater runoff at the source
Improve water quality and stream protection
Use resilient & functional designs
Make improvements compatible with characteristics of neighborhood
Partner with community to develop sound, cost effective solutions that can be collaboratively implemented and maintained
Build on lessons learned to help improve site development process for infill development
Reston Arts Center Feasibility - Focus Group Visual ArtsFairfax County
This document summarizes a focus group meeting to discuss needs and ideas for a proposed new arts center in Reston, Virginia. The meeting covered background on the proposed project, which would result from a development proffer. Attendees provided input through polls and discussion on desired visual arts programming, spaces, and amenities. Key priorities identified included studio space, galleries, classrooms, digital media facilities, and ensuring the center is diverse, equitable and accessible. The project team will take this community feedback into account as they continue planning.
केरल उच्च न्यायालय ने 11 जून, 2024 को मंडला पूजा में भाग लेने की अनुमति मांगने वाली 10 वर्षीय लड़की की रिट याचिका को खारिज कर दिया, जिसमें सर्वोच्च न्यायालय की एक बड़ी पीठ के समक्ष इस मुद्दे की लंबित प्रकृति पर जोर दिया गया। यह आदेश न्यायमूर्ति अनिल के. नरेंद्रन और न्यायमूर्ति हरिशंकर वी. मेनन की खंडपीठ द्वारा पारित किया गया
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
Youngest c m in India- Pema Khandu BiographyVoterMood
Pema Khandu, born on August 21, 1979, is an Indian politician and the Chief Minister of Arunachal Pradesh. He is the son of former Chief Minister of Arunachal Pradesh, Dorjee Khandu. Pema Khandu assumed office as the Chief Minister in July 2016, making him one of the youngest Chief Ministers in India at that time.
13062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
2. FMD Preparedness
Real Estate Services Division
Maintain an inventory of all County-Owned and
Leased Sites
Develop supporting plans and procedures to
identify leased space
Develop and maintain an agency notification roster
of facility contacts
3. Alternate Space Requirement
Short-Term Response
Definition:
Emergency that impacts space for several days.
Alternative temporary space is needed.
Program is responsible for identifying space
For example, employees may telework, work in
conference room space not impacted by the emergency,
or occupy space identified in the agency’s COOP.
4. Alternate Space Requirement
Long-Term Solutions
Definition:
Emergency that impacts space for several months.
Alternative site is needed.
FMD engages in the search to identify space
Program is responsible for providing space
requirements to FMD
Participation is required from other agencies (i.e. IT,
legal counsel, DMB, etc.)
6. Procedures to Lease Space
1. Request is approved by the County Executive and
funding is identified
2. Essential terms are identified
1. User Group
2. Commencement and expiration dates
3. Square footage required
4. Preferred location
3. FMD and/or the Real Estate Advisor identify
leased space
7. Procedures to Lease Space (cont.)
4. FMD reviews a short list of lease space with the
user group and schedules tours of the spaces
5. Lease space is identified
6. FMD finalizes a non-binding Letter of Intent (“LOI”)
with the Landlord
7. Lease agreement is negotiated and executed
8. Space is built-out
9. User group moves into space
8. “The successful implementation of the plan is
contingent upon a collaborative approach with a wide
range of partner agencies and organizations that
provide crucial support during emergency
operations.”
Fairfax County Emergency Operations Plan