Establishing Relationships with
the Private Sector
A Private Sector Perspective
Presented by
Steve Kay
Southeast Wisconsin
Homeland Security Partnership,
Inc.
Physical 9/11
Terrorism
Need for Public Private
Partnerships
Infrastructure
Northeast Power Outage Raises Importance of
Preparedness, www.redcross.org/pressrelease
WASHINGTON, Thursday, August 14, 2003 Communities stretching from Detroit to New
York were thrown into darkness Thursday
afternoon as an east coast power outage
halted power throughout six U.S. states and
Canada, prompting the American Red
Cross into action.
Physical - Natural
Hurricanes Katrina and Rita Aftermath–
photo from Washington Post Print Edition
Cyber
Slammed!
• January 2003 - SQL Slammer
spreads directly to vulnerable
computers on the Internet. 90 percent
of vulnerable hosts were infected
within only 10 minutes of its first
appearance – without human
intervention!
9/11 Lessons Learned
"The Department of Homeland Security, working collaboratively with
the private sector, … to be able to rapidly assess the impact of a
disaster on critical infrastructure. We must use this knowledge to
inform Federal response and prioritization decisions … to save lives
and mitigate the impact of the disaster on the Nation.
Seamless coordination among government agencies and volunteer
organizations is possible when they build cooperative relationships
and conduct joint planning and exercises before an incident occurs.
Private-sector preparedness is not a luxury; it is a cost of doing
business in the post 9/11 world. It is ignored at a tremendous potential
cost in lives, money and national security. “ -- 9/11 Commission Final
Report
“In my mind, the government is incapable of responding to its
maximum ability without private sector support…” -- Tom Ridge
Effective Partnering
Can We Talk?
Understanding the 4 C’s—communication, cooperation,
coordination, and collaboration—is crucial to achieving effective
partnerships.
Communication, exchanging information and ideas, is the first
step in
establishing a relationship between two organizations.
Cooperation, involves partners undertaking a joint project or
operation such as the sharing of personnel. Coordination, is
achieved when the partners adopt a common goal, for instance,
to reduce crime in a certain neighborhood.
Collaboration, the final and most comprehensive step, occurs
when partners understand that their missions overlap and adopt
policies and projects designed to share resources, achieve
common goals, and strengthen both partners.
Effective Partnering
A Collaborative Effort
The goal of partnerships is collaboration, where partners recognize
that their missions overlap and work to share resources and achieve
common goals.
Partnerships offer a number of benefits to both sides, including
creative problem solving; increased training opportunities;
information, data, and intelligence sharing; “force multiplier”
opportunities (“deputizing”); access to the community through private
sector organizations; and reduced recovery time following disasters.
To accomplish this collaboration, public and private agencies should:
• prepare memoranda of understanding and formal coordination
agreements describing mechanisms for exchanging information
regarding vulnerabilities and risks; and
• coordinate the flow of information regarding infrastructure.
Collaborating for Security
Collaboration allows companies to reduce their vulnerabilities
before they suffer from a disruption by learning from others'
experiences
• Industry bodies have developed standards of safety and security.
Such groups allow participants to exchange knowledge and enable
cross-company process benchmarking
• Collaboration has many other dimensions. Companies can collaborate
with their own employees, making sure that they are motivated and
trained to watch for anomalies in the environment and report them
• Collaboration also extends to cooperation with the government on two
fronts:
• complying with security requirements, even when they are
voluntary and
• advising the government on the proper application of security
standards so that the cost to commerce is not too high
Effective Partnering
Win-Win
“There’s no way government can solve the challenges of a disaster
with a government centric approach. It takes the whole team, and the
private sector provides the bulk of the services every day in the
community.”
-- Craig Fugate
•
•
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•
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Enhance situational awareness
Improve decision making
Access more resources
Expand reach and access for communication efforts
Improve coordination with other efforts by segments of the private
sector
• Increase the effectiveness of emergency management efforts
• Maintain strong relationships, built on mutual understanding
• Create more resilient communities
• Reduce the spending of taxpayer money
• Improved compliance with government regulations, needs &
Critical Infrastructures - Mutually
Dependent & Interconnected
~ 85% in Private Sector
Perspective
We’re In It Together
Emergencies involve everyone … preparing for
them should too … engage the whole community
It is very important to work together and get to
know people, capabilities and contacts before
emergencies occur. Under the NRF, the private
sector is business and industry, trade
organizations, voluntary, academia, nonprofit, faithbased, and other non-governmental organizations.
When the need for assistance arises, response will
be quicker and the need understood.
Why would a business want
to get involved?
What goes wrong?
• Loss of inventory and
facilities
• Loss of key records
• Employees don’t come to
work
• Customers stop coming
• Suppliers cannot get there
• Suppliers have damage of
their own
• Local economy damages
Perspective
Build a Resilient
• CorporationsOrganization
must build in the flexibility to
recover quickly and to isolate the company's
customers as much as possible from a
disruption
• Security and resilience considerations have to be woven
into the fabric of business decision making
• An ongoing effort to build flexibility may involve
•
•
•
•
redesign operational processes
transform corporate culture
organizational changes within the company and
different relationships with customers, suppliers and other
stakeholders
Expertise
 What Are You a Subject Matter Expert (SME) in?
 Securing a geographic area after a fire
 Running an Emergency Operations Center (EOC)
 Technical disaster recovery
 Running your company’s Command Center
 Conducting an infrastructure assessment
 Conducting a business impact analysis
 Dispensing medication during a pandemic
 Responding to a data breach
 Crisis communications
 We Can’t Be an SME in Everything!
What can the Private Sector do?
• Make a business continuity plan
• Implement a strong disaster recovery plan
• Prepare to shelter-in-place
• Encourage employee family disaster plans
• Plan, train and exercise with their Emergency
Management and other Public Sector
partners
• Network! - Join Public Private Partnerships
Networking – Setting the Stage
A disaster is not the time to start
swapping business cards
•
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•
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WEM Regional Directors
Adjutant General – National Guard
Public Health Managers
Law Enforcement (PD, Sheriff, FBI)
Fire Departments
Emergency Managers
Fusion Centers
Red Cross/Salvation Army & More
We Need Protection to Partner
Effectively Civil Liability Protections Address Risks Assumed by Volunteers
and Business
Federal Volunteer Protection Act (42 U.S.C. 14051 et seq.)
•
Civil immunity for volunteers serving nonprofit organizations or government
agencies
WI Good Samaritan Law (Wis. Stat. § 895.48)
•
Civil liability immunity for “emergency care” given at the scene of emergency
WI Statutory Provision – Emergency Management (Wis. Stat. 166.03 (10)
Exemption from Liability)
• Civil liability immunity when responding to a disaster
•
No person who provides equipment, materials, facilities, labor or services
under the direction of the (a) governor, (b) the adjutant general, (c) the
governing body, chief executive officer, acting chief executive officer or the
head of emergency management services of any county, town, municipality …
…during a state of emergency declared by the governor, or in response to enemy
action or a natural or man-made disaster or a federally declared state of
emergency is liable for the death of or injury to any person or damage to any
property caused by his or her actions…
As amended, offered by Wisconsin Associated General Contractors and the
Effective Partnership Examples
• OSAC – Overseas Security Advisory
Council
• InfraGard
• Fusion Centers
• COAD/Citizen Corps
• SE WI Homeland Security Partnership
• Milwaukee Metropolitan Sewage District
with United Water
Southeast Wisconsin
Homeland Security Partnership, Inc.
Who We Are
Objectives
Established to address Homeland • Improve Region's capabilities to
protect, respond and recover
Security challenges and major
• Support Regional Government Users
disasters and to partner public
• Facilitate effective, efficient
and private organizations for this
interfaces between innovators and
appropriate government agencies
purpose.
Our Mission is to “Unite public
and private organizations in
partnership to prepare for,
respond to and recover from
critical incidents in the SE WI
Community.”
• Support planning initiatives
• Build on existing Upper Midwest and
Great Lakes regional infrastructures
• Preserve Organizational Identity
• Commitment to Efficiency of Effort
• Proactively Broker Information
• Realistic Expectations
Southeast Wisconsin Homeland Security
Partnership,
Inc
.
Board of Directors – Past & Pres
REPRESENTING
Private
• Legal Firms
• Banking
• Investments
• Insurance
• Hospital Systems
• Healthcare Providers
• Utilities
• Security Consultants
• Manufacturing
Public
• Emergency Management
• State
• County
• City
• Bioterrorism Preparedness
• First Responders
• Public Health
• Education
• NGOs
SWHSP Partnerships
Initiatives
• Collaborations
 Public/Private – Industry Represented at EOC
 Industry Benchmarking – Best Practices
• Credentialing
 Public Sector controlled, safe access to Private
Sector facilities within disaster zones
• Education
 Conferences
 Soft-Target Awareness
• Crisis Resource Center
 Disaster Preparedness
• Exercises
 Evacuation Planning
 Scenario Based
Evacuation drills
Shelter-in-place drills
Crisis management drills
Disaster recovery exercises
Conference Topics
Corporate Emergency Evacuation Planning
Public/Private Sector Roles and Responsibilities During a Crisis
Event
Incident response drills
Notification exercises
Business recovery exercises
Leveraging Public/Private Sector Resources
Internal Communications, Public Information, and Crisis
Psychology
Avian Flu Briefing
Credentialing & SWHSP, Inc. Update
How Often Do You Participate
as Outside Stakeholders?
Summary - Partnering with the
Private Sector Before a Disaster
Build Resiliency / Readiness of the Community
 Build relationships through regular, meaningful
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Networking
Collaborate with partners to improve communications,
processes, or to validate procedures
Accomplish beneficial activities through integrated
Project Work
Validate that response procedures are effective through
Exercises (Training)
Educate ourselves and our constituents on critical
emergency response aspects