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Volume 27, Issue 3

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Jon Seals

LINCROFT, N.J. -- One month after Superstorm Sandy, Dan Shields and his business partner, Robert Higgins, were thanking their lucky stars.

Their waterfront restaurant, Windansea in Highlands, had withstood the raging flood tides and winds of Sandy with only relatively minor damage.

The Windandsea restaurant overlooks a sandy beach and a calm sea.

Atlantic Highlands, N.J., Oct. 10, 2013 -- The Windansea restaurant withstood flood tides and winds with minimal damage from Hurricane Sandy. By renovating with FEMA's building recommendations prior to Sandy, the restaurant was able to open shortly after storm. Rosanna Arias/FEMA

The rest of Highlands was not so fortunate. Flood waters had inundated dozens of homes and businesses in the low-lying sections of the borough. Debris littered the streets; a mobile home park on the north side of the borough was in shambles.

As flood waters receded in the business district, store owners had to reckon with the physical destruction of their businesses and the loss of their livelihoods.

Many of Shields’ and Higgins’ fellow restaurateurs were essentially out of business for the long term, faced with major damage from the storm.

What saved Windansea?

 

 

The borough’s new building code that required properties in flood zones to comply with tough new Federal Emergency Management standards. “We had to stick to ‘V’ zone construction,” said Shields, referring to the strictest standards for properties located in high-risk flood zones. “I felt like we were the poster child for FEMA.”

When the business partners bought the restaurant in 2000 for $690,000, they planned to invest approximately $300,000 in renovating the old restaurant, formerly known as Branin’s Wharf. But as work on the building progressed, hidden problems came to the surface. “It was just a terrible, terrible building.” Ultimately, more than 50 percent of the existing building had to be demolished. One day, as they worked on the restaurant, officials from FEMA and the borough drove up and told them to stop work. “You’ve got to do it our way,” they told the partners.

The structure would have to be rebuilt in compliance with FEMA standards for “V” zone construction, the strictest standard that applies to properties at high risk of flooding.

Patrons sit in the undamaged outdoor seating area of the Windandsea restaurant.

Atlantic Highlands, N.J., Oct. 10, 2013 -- Hurricane Sandy damaged many businesses along the waterfront with floodwater and wind. The Windansea Restaurant received little damage because of mitigation measures taken prior to Hurricane Sandy. Rosanna Arias/FEMA To put it mildly, the partners were not happy. The shoestring budget they had assembled to pay for what they thought would be a fairly simple remodeling job wouldn’t cover the extensive construction that the town demanded. “It was a completely different animal from buying a little restaurant and (fixing it up),” Shields said.

Making the bayfront building flood-resistant required driving 80 pilings that measured 12 inches in diameter into the ground to a depth of 30 to 40 feet, reinforcing the roof and walls with steel rods and connecting the elements of the entire structure with steel plates and structural steel to hold the floor to the walls.

The project took a year longer than the partners anticipated and cost over $1 million more than they had originally budgeted.

“I felt like I was victimized,” Shields told the Asbury Park Press a few weeks after the storm, “like FEMA was trying to prove a point, trying to flex their muscles and trying to take it out on a little guy like me.”

He doesn’t feel that way anymore.

Though the building sustained some damage to its first floor lobbies and outdoor Tiki bar, Windansea was able to re-open less than three weeks after the storm. “There was not a crack in the sheetrock, not a thing out of place.”

Video-links: Avanti Linens Recovery and Mitigation Efforts, NJ Stronger Than The Storm Ribbon Cutting

Next, the One Year Later series examines the ways in which New Jersey’s private sector got down to business to aid in the recovery process.

FEMA's mission is to support our citizens and first responders to ensure that as a nation we work together to build, sustain, and improve our capability to prepare for, protect against, respond to, recover from, and mitigate all hazards.

Follow FEMA online at www.fema.gov/blog, www.twitter.com/fema, www.facebook.com/fema, and www.youtube.com/fema. Also, follow Administrator Craig Fugate's activities at www.twitter.com/craigatfema

The social media links provided are for reference only. FEMA does not endorse any non-government websites, companies or applications.

http://www.fema.gov/news-release/2013/10/25/one-year-later-mitigation-efforts-paid-highlands-restaurateurs

With 1) SalesForce and other large SaaS vendors announcing grandiose plans for cloud IAM, not just for access control but also provisioning and 2) long-standing IAM 'arms suppliers' extending into the cloud (CA CloudMinder, SailPoint) we are already seeing pureplay cloud IAM players (Okta, OneLogin, Ping, etc.) starting to scratch their heads as to how to deal with the pressure. 

Forrester expects that we will see the following in the next 12-18 months:

...

http://blogs.forrester.com/andras_cser/13-10-25-forrester_expects_a_wave_of_acquisitions_of_cloud_iam_providers

By Martin Welsh and Keith Taylor

Too often information security incident response plans, disaster recovery and business continuity plans are not aligned with the overall corporate crisis management process. Now, more than ever, an organization must be able to quickly respond to a security breach, both from a tactical response and via a strategic corporate message. In this article we will discuss the benefits of, and offer an approach to, integrating the security response process into the overall corporate crisis management plan.

Similar efforts go into building, managing, exercising and maintaining both security incident response plans and overall corporate crisis management plans. For most organizations the escalation, notification and decision making process is similar, regardless of the incident. The struggles organizations encounter, while developing these plans, also tend to be similar. Building awareness, understanding roles and responsibilities, allocating time and resources (financial and human), can all be impediments to sound response plans.

Better plans can be developed by overcoming these shortcomings through integration.

...

http://www.continuitycentral.com/feature1114.html

Russ Timpson
Horizonscan

The key messages when it comes to fire safety resilience are that:

  • Prescriptive approaches to fire risk mitigation are reactive, cumbersome and commercially irrelevant
  • Fire risk ownership will only be achieved through linkage to business imperatives such as resilience, supply chain integrity and insurance
  • Tools and techniques do exist to assist those tasked with risk ownership to understand the scope and scale of the risks involved

...

http://thebceye.blogspot.com/2013/10/the-road-to-fire-safety-resilience.html

With the retail industry’s biggest season quickly approaching, every facet of the sector needs to reevaluate plans to mitigate the increased risk that comes with increased demand. The holidays are certainly not the time to lose out on business due to breakdowns in the supply chain, loss of inventory from theft, or the fallout from credit risk. Yet a shocking 13% of retailers are doing nothing to manage their risk, according to a new study.

Insurance giant Allianz recently surveyed British retailers to see how they are managing changing risks within their business, and what steps retailers are taking to manage risk while growing businesses. This new infographic of their findings from Premierline Direct, which is part of the Allianz UK Group, offers some insight into the risks and concerns of major retailers, how these risks can be managed, and where insurers can better fit into the process.

...

http://www.riskmanagementmonitor.com/all-stores-want-for-christmas-is-to-manage-retail-risk

Prepping for a webinar presentation next week for the oil and gas industry, I’ve been going back to some of the basics of crisis communications. Why do crisis communication efforts fail? Indeed, what constitutes failure? How is the success of a communication effort measured?

Seems to me the primary measure is on reputation–which translates to brand value, closely related to share or company value. That’s measured by those who have a stake in the company, sometimes called “stakeholders.” A communication fail occurs when there is an “unnecessary” loss of reputation, trust, brand value and/or share value. The “unnecessary” is necessary.

...

http://ww2.crisisblogger.com/2013/10/the-three-simple-reasons-why-crisis-communication-efforts-fail/

October 25, 2013

American Blackout

 

By Kristen Nordlund

This Sunday night there might be a few things vying for your attention – it’s Game 4 of the World Series, the Packers face the Vikings, and there’s a new episode of The Walking Dead. In addition to sports and the undead, the National Geographic Channel is debuting a movie about what happens when the lights go out. Literally.

American Blackout chronicles five groups of people during a ten-day power outage caused by cyber criminals.  How realistic is this scenario? Considering that since 2000 there have been more than 60 wide-scale power outages, including one in India lasting two days and affecting 670 million people, and it might not seem so far-fetched. Adobe PDF file

Although “American Blackout” may seem like an extreme example, many areas of the country have already experienced blackouts (like the Northeast blackout in 2003 that lasted up to 3 days for some areas) or other places like California that experience controlled blackouts (when a utility company shuts off power to an area).  Many areas experience blackouts after natural disasters like hurricanes or extreme weather.  Either way, being without power to control the lights, charge your phone, and use every day household appliances like the refrigerator or the heat, could become an emergency situation.  This is where being prepared can come in handy.

Nearly half of U.S. adults do not have the resources or plans in place in the event of an emergency.  So take this opportunity to check out the resources CDC’s Office of Public Health Preparedness and Response have put together on what you can do during an emergency. In order to make sure viewers have information about how to be prepared in the event of a blackout, CDC’s Office of Public Health Preparedness and Response and National Geographic ChannelExternal Web Site Icon worked together to provide important personal preparedness messages that will appear during the movie.

Thanks to this joint effort, CDC is providing tips on how everyone can get prepared by getting a kit, making a plan, and being informed.  First, put together a kit with water, food, and other supplies like medications, copies of personal documents, sanitation and personal hygiene products and more.  Second, make a plan with your family or friends in case something happens.  Third, be informed by learning how to shelter in place, understand what kinds of emergencies you should be prepared for in your area and make sure you know to manage stress during emergencies.  

A wise man once said, ”Happiness can be found even in the darkest of times, when one only remembers to turn on the light.” Okay, so that wise man was Albus Dumbledore, but the point is if the power is out, it’s best to be prepared. Visit CDC’s preparedness website for more information and to get started.

http://blogs.cdc.gov/publichealthmatters/2013/10/american-blackout/

Software meets additional international standards and saves engineers hundreds of hours spent manually fine-tuning electrical models 

IRVINE, Calif. – October 24, 2013 — ETAP, the leading provider of software solutions for the design, optimization, and on-line operation of mission-critical electrical power infrastructure, today introduced ETAP® 12.5, an enhanced version of its industry-leading engineering software for the design and operation of critical power systems.  For prospective users eager to test-drive the new software, a free trial version of ETAP 12.5 can be downloaded at www.ETAP.com/Demo  and used for 30 days.

ETAP 12.5 incorporates a broad and robust set of user-driven enhancements across the ETAP software suite, as well as powerful new analysis modules and time-saving capabilities. Existing and prospective users can register to participate in ETAP Webinars describing these new capabilities at www.ETAP.com/NewRelease.

These new features include:

  • Dynamic Parameter Estimation & Tuning - DPET
  • GOST short-circuit - R 52735 standard
  • New Web consoles for monitoring and predictive simulation
  • Customizable Web console templates 
  • Native  SCADA  communications protocols
  • Waveform capturing and synchophaser measurements
  • New library merge and cable library quick-pick
  • Enhanced analysis modules
  • 3,500+ new device libraries
  • Multi-language editions

"ETAP 12.5 is the next logical step in our quest to deliver the most robust technologies to optimize and automate power system design while increasing the safety, quality, and productivity for which our products are known for around the world," said Shervin Shokooh, Chief Operating Officer of ETAP.

For example, prior to the availability of Dynamic Parameter and Estimation Tuning (DPET), users had to manually tune their electrical models, which could take up to 300 hours of parameter adjustments based on engineering judgments. Now, ETAP 12.5 uses a multi-objective stochastic optimization method to automatically tune a model with multiple inputs and outputs saving the engineer hundreds of hours. The enhanced Scenario Wizard includes the ability to simulate "what-if" events including automatically running multiple underground raceway system scenarios to verify results against benchmark reports. 

In this version, the ETAP® Real-Time™ solution is enhanced to support electrical management applications using distributed SCADA technologies for applications such as Smart Grid and serving as a microgrid master controller. These applications provide operators, dispatchers, managers, and engineers with capabilities of prediction, control, visualization, optimization, and automation of the electrical power system. In addition, powerful web interfaces have been added to provide the tools to make informative decisions based upon planned or unplanned events from any location. ETAP’s Faster than Real-Time™ power management system is even more efficient with the addition of direct native communication connectivity offered in ETAP 12.5 release for Modbus® RTU, DNP3, OPC, OPC-UA, and  IEC 61850.

ETAP 12.5 is available now and includes multiple-language support that is localized in seven languages including translated output reports in eight languages; English, Spanish, Chinese, Japanese, Russian, Portuguese, Korean and German. For a detailed overview of new features and functions in this new release, please visit ETAP.com/newrelease 

About ETAP

Founded in 1986 and headquartered in Irvine, California, ETAP is the global market and technology leader in electrical power system modeling, design, analysis, optimization, and predictive real-time solutions.  The Company’s software technologies ensure that power systems are designed for optimal reliability, safety, and energy efficiency; when deployed in real-time mode, they enable organizations to manage energy as a strategic asset, maximize system utilization, lower costs, and achieve higher levels of financial stability.  To date, more than 50,000 licenses of the Company’s ETAP and ETAP Real-Time products have been used in demanding generation, transmission, distribution, and industrial power system projects around the world.  Visit ETAP.com for more information.

Follow ETAP on Facebook, Twitter, YouTube, LinkedIn, and on its blog.

CityPoint, a 36 floor, 706,557sq ft. tall building, managed by CBRE, a real estate services company, and located in Ropemaker Street, London, believes it is the first tall building to achieve ISO 22301:2012 certification against its scope, successfully coordinating seven individual service providers: security, engineering, cleaning waste, IT, telecoms, lift and building management under one umbrella to deliver resilient building management services.

Stephen Massey, head of BCM (EMEA) for CBRE, interviewed Lee Murray, building manager for CityPoint, to get his insights and advice for those wishing to implement ISO 22301:

...

http://www.continuitycentral.com/feature1113.html

Patrick Roberts
Cambridge Risk Solutions

Ever since becoming involved in the profession, nearly ten years ago, I have been constantly intrigued by the attitude of different organisations towards business continuity. Simplistically, I began by assuming that large well known companies, with both assets and reputation to protect would be universally receptive to the idea of BCM, but (painful) experience has taught me that this is not the case. Equally, since starting our own BCM consultancy in the east of England, we have been surprised by the number of very small organisations that have asked us for assistance, organisations that we would never have considered approaching as potential clients. The same surprising pattern is borne out if you look at the firms which are certified to BS 2599, and are now certifying to ISO 22301. It is a curious mixture of large household names and much smaller firms.

...

http://thebceye.blogspot.com/2013/10/drivers-for-employment-of-bci-members.html