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SAME HQ
Bill Anderson, Director
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August 6, 2010
wanderson@tisp.org
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Introduction to The Infrastructure Security Partnership
(TISP)
Answering the question “Is Resilient Infrastructure the
same as Critical Infrastructure Protection?”
Doctrine is the backbone for all levels of resilience
Role of Public Private Partnerships within the homeland
security enterprise
Case Studies
TISP 2012 - 2013 Program Plan
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Established in 2001 by 11 professional and technical
organizations and federal agencies as a public private
partnership.
Leads public and private sector collaboration that
advances the practice and policies of infrastructure
security and resiliency to sustain the nation’s resources.
Collectively, TISP represents nearly two million
individuals with organizations that are involved in the
planning, design, construction, and operation of
infrastructure.
Primary objective is to create a collaborative and
coordinated environment to enable a more secure and
resilient regions and infrastructure.
Our mission is to lead public and private sector
collaboration that advances the practice and policy of
infrastructure security and resiliency.
“Improving Resilience of the Nation’s Infrastructure”
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Society of American Military Engineers is the current Secretariat
SAME Strategic Plan States:
Goal 1: Emergency Preparedness and Contingency Operations:
Support joint engineer operations, emergency preparedness, response
and recovery in the continental United States and abroad in support of
the National Security Strategy and the National Response Framework.
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Objectives
1.1 Educate SAME members on the importance of infrastructure resilience to our nation.
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1.2 Foster dialogue and relationship building between the private sector and government entities
responsible for emergency preparedness and infrastructure resilience in order to increase the effectiveness of
private sector resources in meeting national requirements.
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1.3 Enhance the strategic partnership between SAME and The
Infrastructure Security Partnership (TISP) in support of the SAME
and TISP goals and objectives.
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1.4 Facilitate education among the military services and industry on joint engineer doctrine and service
capabilities in support of all phases of combat and stability operations.
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1.5 Facilitate dialogue among the uniformed services and industry on issues related to effective joint
engineer operations in the theater of operations, with emphasis on engineering, construction and facility
management requirements.
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Secretariat functions include:
o Staffing and performance measurement
o Event development and marketing support
o Budget and Revenue Management
o Administrator of Membership Functions
American Society of Civil Engineers (ASCE)
served as the secretariat between 2001-2008
Secretariat functions transferred to (Society of
American Military Engineers (SAME) in October
2008
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SAME
TISP
Dr. Robert Wolff,
Executive Director
Bill Anderson,
TISP Director & COO
TISP Board of
Directors
Executive Council
(TISP BOD Officers, Past Chairs,
Committee Chairs)
CIRC
ECAC
CAREPC
SLHSEMAC
MAC
CNPC
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Join or Re-Join TISP.
o Categories include Individual, Small and Large Corp.,
National, State, and Local Agencies, Not-for-profits,
Chapters
o Lots of Benefits
o www.tisp.org
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Sponsor TISP. TISP is more than a networking
professional coalition. Coalitions like TISP are
designed to bridge organizations with common
goals/missions to coordinate policy and programs.
This is includes public sector entities which are NOT
allowed to sponsor an organization.
o Sponsor Events
o Keystone and Foundation Sponsors: $10,000 - $5,000
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National Infrastructure Protection Plan.
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Risk Management.
o Protection and Prevention
o Mitigation
o Response
o Recovery
Resilience is like an engineering architecture
for Risk Management
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I don't know what the hell this "logistics" is …, but I
want some of it.
Admiral E. J. King
To borrow from Admiral King,
I don't know what the
hell this “resilience" is
…, but I want some
of it.
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Social and
Community
Preservation
Environmental
Protection and
Sustainability
Economic
Stability and
Growth
Resilience
RESILIENCE: a capacity to absorb or
mitigate the impact of hazard events while
maintaining and restoring critical services.
www.tisp.org
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There are OVER 35,000 items on CI in HSDL
900
800
700
600
500
400
300
200
100
0
1992-1996
1997-2001
2002-2006
2007-2012
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Assets will be Compromised
…some things are inevitable
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Doctrine
Training
Trust
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Doctrine is the
“lightning rod”
for developing
any capability
Planning
Policy
Protection
Detection
Recovery
Training
Deterrence
Response
Restoration
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We emphasize:
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Resilience over protection
Impact over likelihood
All-round defense
Defense in depth
Continual risk assessment
Centralized control
(governance), decentralized
execution (safeguards)
We think (and analyze):
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“outside the wire”
We understand:
• All CIs are networks
• CIP/R follows the physical or virtual
“pipe”
• Collaboration and information
sharing are essential
• Most threats & vulnerabilities are
non-technical, so safeguards should
also be non-technical, supported by
technical safeguards (80/20 rule)
Doctrine articulates fundamental
principles, which distinguishes it
from contextual policies,
standards and procedures
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Strategic
Operational
Tactical
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Resilience must be addressed
throughout
Strategic
Operational
Tactical
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Natural
Accidental
Deliberate
Internal
Internal
External
External
Deterioration
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National
Regional
Community
Individual
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EARTH EFFECT
TACTICAL
OPERATIONAL
ACCIDENT
STRATEGIC
TERRORISM
DETERIORATION
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EARTH EFFECT
TACTICAL
OPERATIONAL
STRATEGIC
ACCIDENT
NIPP
TERRORISM
DETERIORATION
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ACCIDENT
EARTHRDRG
EFFECT
TACTICAL
RDRG
OPERATIONAL
RDRG
TERRORISM
STRATEGIC
RDRG
DETERIORATION
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Self-Organizing
Framing the tasks by:
 describing the
axes
 understanding the
intersections
Chop it up, isolate it,
and address it
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 Focus
and Collaboration
 Moving the effort forward by:
o Specialization on levels, axes and
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intersections
Aligning collaborative resources
Sharing information
Collaborating across sectors
Cross-training, cross-pollination
Sharing vocabulary, building understanding
 Partnership
– Working Together
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Asbury Park, New Jersey: Founded as beachfront property during
the 1870s and by the 1880s was attracting over half a million
people during the summer months. It's real boom period
occurred between the 1920s and the 1960s, however, when it
was the Jersey Shore's number one destination. It's downfall
came about due to race riots that began during the 4th of July
weekend in 1970. Visitors never returned.
Cheshire, Ohio: In 2002, American Electric Power purchased it for
about $20 million because of high levels of sulfuric acid
emissions produced by it's adjacent power plant.
Hindostan Falls, Indiana: Founded in 1814 and became the
Martin Country Seat. Although it was a prosperous milling town,
it was suddenly abandoned 1928 due to a possible Smallpox
outbreak.
Holly Springs, North Carolina: Founded during the early 19th
century. Most of the town's men died during the battle at
Gettysburg. When the war ended there were several failed
attempts to revive the Holly Springs economy. While it never
completely disappeared, it remains a very small but vibrant
community.
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AN INCOMPLETE HISTORY OF ENGINEERING MISTAKES
1. Tocoma Washington Bridge Collapse, 1940
o 0 causalities
2. Cleveland East Ohio Gas Explosion, 1944
o 130 causalities
3. Hyatt Regency Hotel Walkway Collapse – 1981
o More than 300 casualties
4. Chernobyl Nuclear Plant Meltdown – 1986
o 336,000 relocated
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AN INCOMPLETE HISTORY OF ENGINEERING MISTAKES
5. St. Francis Dam Flooding, 1928
o Estimated 450 causalities
6. The Boston Molasses Tank Collapse, 1920’s
o 171 casualties
7. 1970’s DC-10 Crashes and Malfunctions
o 273 casualties on Flight 191 (May 25, 1979)
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AN INCOMPLETE HISTORY OF ENGINEERING MISTAKES
5. St. Francis Dam Flooding, 1928
o Estimated 450 causalities
6. The Boston Molasses Tank Collapse, 1920’s
o 171 casualties
7. 1970’s DC-10 Crashes and Malfunctions
o 273 casualties on Flight 191 (May 25, 1979)
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At the time of disaster, what do you first do:
o First, Ensure you, your dependents, and family are okay and
have everything needed to withstand the duration of the
disaster
o Second, found out what you need to do to recover
o Third, volunteer to help neighborhood and community
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For a community to survive it needs to have
partnerships for support
from outside communities
o Resource suppliers and
Consumers
o Governmental leaders
o Social Organizations
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Resilient Peoples and Communities attract
business and skilled people for stable
economic development and sustainable
resources. Resilient peoples and
communities are optimistic, motivated
and efficient, skilled and creative,
coherent, resourceful, and courageous.
These types of communities can adapt to
adversity to survive until outside help and
resources arrive 24-48 hours after the
initiating disaster occurs.
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Resilient Infrastructures and Enterprises save
lives, time and money. Structural and
Operational resilience is essential in lifeline
systems and components to facilitate core
functions and core services during preparation,
response and recovery disaster phases.
• Water and Wastewater • People and Goods
Systems
Transport Systems and
Logistics
• Electric Power Systems
• Solid Waste
• Oil and Natural Gas
Management
Systems
• Telecommunication
Systems
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IS-660 - Introduction to Public-Private
Partnerships: This course provides an
introduction to the role of public-private partnerships
in emergency preparedness and planning. The goal
of this training is to establish a common vocabulary
for public sector agencies and private sector
organizations interested in utilizing partnerships to
improve response, recovery, and resilience.
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IS-662 Improving Preparedness and
Resilience through Public-Private
Partnerships: This course describes how to
establish and sustain public-private partnerships, as
well as how to communicate and share resources in
a partnership.
training.fema.gov/emi/
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Success and duration of the long-term disaster
recovery phase for enterprises and
communities is dictated by the extent to
which they are prepared to immediately
enact recovery response efforts.
o Pre-disaster planning and partnership are mechanisms for
avoiding circumstances requiring short-term decisions that
create or exacerbate long-term problems.
o Immediate response recovery happens while the
Emergency Operation Center is supporting the incident
command and where response intersects and overlaps with
recovery efforts.
o Need a web portal to connect and interface available public
recovery resources and private sector recovery operations
through existing databases throughout the nation.
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Sustaining
Membership
Directory – web-based
SAME Member Disaster
Capabilities and Recovery
Resource Database:
compilation of additional
information
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Organization Contact Information
Organization Profile
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Description of Company or Agency
Type of Firm: A/E/C
Infrastructure Sectors of Service
Federal Government Business Categories
NAICS Code
Total Number of Employees
Number and location of Offices in US
Number and location of Offices Overseas
Description of Preparedness, Disaster Response, Response Recovery Capabilities and
Resources
Date last updated this information
Emergency Resource Profile
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Provide a list of Emergency POCs
Description of Organization experience with prior disasters preparedness and
response
Organizational Certifications (PS-PREP, SAFETY ACT, Local Certifications, Society
Certifications)
Description of Services and Resources willing to donate – quantity and duration
Description of Contract Services and Resources – types of contracts and contingency
contracts – include period of performance
EMAC registered?
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 RIDR
Task Force
o Develop Infrastructure Resilience Primer
 Community
Health Resilience Task Force
o Develop framework for resilience and
situational awareness
 Certification,
Academic Research and
Education Programs Committee
o The Critical Infrastructure Symposium
o Listing good resilience training and education
programs
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Engineering, Construction, and Architecture Committee
o Coordinate National Dialogue on standards development
o Building New Infrastructure to be Resilient
o Explaining the ROI and Life Cycle Cost for investing in
infrastructure, community and regional resilience
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State + Local Security and Emergency Management
Agencies Committee
o Track current resilience initiatives
o Educate Resilience
o Regional Resilience and Economic Development Workshop
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Membership and Award Committee
o Develop New Resilience Design and Construction Award and
New Organizational Resilience Award with DHS
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Bill Anderson, Director
wanderson@tisp.org
Jacqueline Barrett, Administrative Assistant
jbarrett@tisp.org
Ask me Why I am a Proud Member of TISP
www.tisp.org
tisp@tisp.org
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