Monthly Archives: August 2009

Emergency Management, Politics, Public Health, Technology

Revisiting My Goals

When I applied to Walden University, there were some choices that I needed make in regards to which program I would enroll in. I relied on my past experience and some of my current goals to direct me to the Bachelor of Science degree in Computer Information Systems (BSCIS) with a concentration in Information Systems Security (ISS), a process which truly motivates me. Revisiting my goals and lending them power to help navigate the world of academia, I needed to ensure that these goals still held true. The first assignment in the Introduction to Information Systems class afforded me the opportunity to do just that, while this assignment will allow me to review my goals once again.

My affinity towards positive social change (Schadone, 2009) is unwaivering, as is my desire to achieve a position in the field of disaster management. I do feel, however, that my chosen degree program is ill-prescribed to prepare me for such ambitions. Though there has been a great incentive to involve the engineering sciences into public policy administration (Connolly, 2009), my experience with the BSCIS degree, even with the ISS concentration, leads me to believe that the curriculum does not satisfy my current needs or goals. I do believe that a career in Information Systems Security would provide an opportunity to reach many of my goals, but other academic directions would provide a more solid foundation for me to build upon.

As of this writing, I have decided to research other avenues of academia which might be better suited to providing the core educational opportunities that would benefit me the most. I have decided that the B.S. in Health Studies with a concentration in Health Administration would be a better fit at this time. I hope to use this degree to propel me forward into an opportunity to earn an MPH with a concentration in Emergency Management and, ultimately, a Ph. D. in the same.

As the H1N1 influenza virus reminds us all about the 1918 “Spanish Flu,” there is an undertone of personal responsibility and preparedness in the event of a pandemic (Bornstein & Trapp, 2009), of which conditions are favorable. I plan to take personal responsibility in this and other potential disasters to position myself as an expert in the field helping to promote plans and policies to mitigate and respond effectively to such incidences. Though, I am versed in the computer sciences, I feel that my position as a health official would be better utilized in these times of crisis. Perhaps one day in the future I will return my focus on computing, but until then, my social conscience and sense of community seem to be my only defining factors.

References

Bornstein, J., & Trapp, J. (2009, June). Pandemic Preparedness: Ensuring Our Best Are Ready to Respond. IAEM Bulletin, 26(6), pp. 6, 14. Retrieved August 22, 2009, from http://www.iaem.com

Connolly, J. (2008, September). Bridging the gap between engineering and public policy: A closer look at the WISE program. Mechanical Advantage, 19. Retrieved August 22, 2009, from http://www.asme.org

Schadone, M. F. (2009). Information Systems and Me: My Professional and Career Goals. Minneapolis, MN: Walden University.

Emergency Management

A Datastore Discussion

O’Brien and Marakas (2007) explain the importance of disaster recovery in regards to a company’s computing resources, “Many firms could only survive a few days without computing facilities. That’s why organizations develop disaster recovery procedures and formalize them in a disaster recovery plan.” This is the basis of the business plan submitted in a subsequent assignment (Schadone, 2009) in which the focus is mitigating computing loss and recovering.

Information Technology relies on the acquisition, storage and retrieval of pertinent data. The development of a business plan leads one to require the adaptation of a data schema to manage the influx of information which could be useful to a growing company, if not required within the functioning business. Figure 1 reveals the core data schema for tracking customers and their needs. This schema is certainly not all-inclusive but provides a framework which can be built upon depending on the corporate direction and specific requirements.
This information can be utilized, obviously, to provide for the clients’ needs, but it can also be utilized to provide increased organization and specific solutions based on measured metrics. As figure 1 shows acquisition and storage of demographic information, it also allows for the assignment of specific roles. These roles can allow a portal application to provide only the most needed system monitors for each role, including role-specific alerts and notifications. Also, greeting the client by name, dependent on login data, provides an air of security prompting the user to logout when the session is complete. This demographic data can also be useful in providing personalized support by allowing support personnel access to each contact’s information and provide a basis to create a schema specific to Online Support Systems based on customer needs. Whether storing preferences or previous form entries, a personalized use of collected data can simplify processes for the user making the user more efficient in the end.

References

O’Brien, J. A., & Marakas, G. M. (2007). Introduction to information systems (14th ed.). New York: McGraw-Hill/Irwin.

Schadone, M. F. (2009). Disaster Response and Mitigation – IT: A Business Proposal. Minneapolis, MN: Walden University.

Figure 1.
Datastore Chart

Emergency Management

“Disaster Response and Management – IT” (DRAM-IT)

With the growing focus of disaster mitigation, response and recovery, companies that rely on information systems need to prevent and minimize the impact of disasters (whether natural or man-made) to their infrastructure. Society’s focus is to regain a sense of normalcy which requires a functioning economy, thereby increasing the need for companies to recover quickly.

By providing expert philosophies, procedures, systems and tools, DRAM-IT can ensure that the client will transition seamlessly from pre-disaster to post-disaster with no negative long-term effects.

We start with employee-focused health, safety and security. We believe that the employee is the first defense against failure. Employees should be healthy and not have their minds occupied by other domestic problems (e.g. family welfare) which is why in times of a disaster affecting the community, we contract with armed security agencies to provide force security for key employees and their families. This focus allows other employees to take care of their own before returning to work. The same security force will provide on-site perimeter security allowing employees to feel safe while aiding in recovery efforts. But, before the incident occurs, we will create processes to assist each employee in staying healthy and fit, both physically and mentally, including the creation of medical response teams to manage on-site medical emergencies until EMS can arrive.

Data loss can be immeasurable and therefore cannot be tolerated. After performing a forensic analysis of current IT practices, DRAM-IT will offer methods of securing data with redundant distributed arrays with cryptographic and hashing intelligence ensuring the data has not been and cannot be manipulated. Along with distributed storage, we can offer distributed processing to ensure the business keeps running without a need for direct input by employees.

During a disaster, the focus needs to be on initiating recovery processes and requires interfacing with local authorities to be part of the solution. We will provide the internal Incident Command structure which will integrate with the local, State, and Federal efforts to ensure pooling of resources. We are also committed to the community. The faster the individual entities of a community can recover, the faster the community as a whole can heal.

With DRAM-IT Systems Mitigation, Response and Recovery, we can ensure that you can concentrate on what is important… we’ll take care of the rest.

By providing an all-encompassing approach to disaster management, our clients can be assured of continuous critical systems processing, ensuring business continuity throughout the disaster.

Table Title: Examples of Structure and IT needs
Functional Area (See Figure 7.23) Supporting Information Systems (See Figure 1.6)
Example: Human Resource Management Example: Transaction Processing Systems
Command Executive Information Systems
Operations Decision Support & Strategic Info Systems
Tactical Knowledge Management & Expert Systems
Logistics Specialized / Transaction Control Systems
Finance Specialied / Transaction Control Systems

Subject: Investment Opportunity – “Disaster Response and Management – IT (DRAM-IT)” 02/25/14
To Whom it May Concern

I am writing you as an entrepreneur in support of the community. We have faced a number of disasters recently and our economy continuously suffers. I hope to provide a host of services to companies which are key to the community infrastructure. My goal is to be able to assist these key companies in recovering from the disaster internally and allowing the economy a maximized benefit in a minimal amount of time.

As a critical care paramedic who has worked with FEMA response teams in the past years, I have the experience and education to know what is crucially important during a disaster. As a computer programmer and IT professional, I know how to apply my knowledge to critical business systems ensuring a smooth transition during the various phases of a disaster, whether large or small, internal or external.

I wish to be able to provide mitigation training, on-site employee health programs, redundant communications, secure data storage and retrieval with distributive data processing, personal and protective security and adaptive processes and philosophies that can overcome even the most destructive of forces. We will initially be focused on consulting with the promotion of best-practices in mind. During the disaster phase, we will respond directly as Incident Command Teams that will be fully self-sufficient for over 72-hours to ensure the response and recovery are as smooth as possible.

The unfortunate reality is that this endeavor will require a large amount of start-up capital. We must first hire and train appropriate personnel who can then consult to client companies and ensure they can operate effectively during and after a disaster. We also need access to distributive networks with which to operate. These will undoubtedly be fee-based services, but initial investments of processor-time and storage would be invaluable. Investing in this opportunity is investing in the community.

Sincerely,

Michael Schadone