Establishing R elationships with the Private Sector

1. Establishing Relationships with the Private Sector A Private Sector Perspective Presented by Steve Kay Southeast WisconsinHomeland Security Partnership, Inc.A Public/Private Initiative

2. Northeast Power Outage Raises Importance of Northeast Power Outage Raises Importance of 9/11 9/11 Preparedness, Preparedness, www.redcross.org/pressrelease 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. 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! Need for Public Private Partnerships Physical - Terrorism Infrastructure Physical - Natural Cyber

3. 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

4. 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.

5. 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.

6. 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

7. 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 • 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 & requirements • Improve the quality of services and products

8. Critical Infrastructures - Mutually Dependent & Interconnected ~ 85% in Private Sector

9. 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, faith-based, and other non-governmental organizations. When the need for assistance arises, response will be quicker and the need understood.

10. 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

11. Private Sector Perspective Build a Resilient Organization • Corporations must build in the flexibility to • recover quickly and to isolate the company'scustomers 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

12. 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!

13. 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

14. Networking – Setting the Stage A disaster is not the time to start swapping business cards • 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

15. 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 Southeast Wisconsin Homeland Security Partnership, Inc., 2006

16. 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

17. Southeast Wisconsin Homeland Security Partnership, Inc. Who We Are Objectives • Improve Region's capabilities to protect, respond and recover • Support Regional Government Users • Facilitate effective, efficient interfaces between innovators and appropriate government agencies • 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 Established to address Homeland Security challenges and major disasters and to partner public and private organizations for this 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.”

18. Southeast Wisconsin Homeland Security Partnership, Inc Board of Directors – Past & Present . 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

19. 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

20. Exercises Education Shelter-in-place drills Evacuation drills Crisis management drills Disaster recovery exercises Incident response drills Notification exercises Business recovery exercises How Often Do You Participate as Outside Stakeholders?

21. Summary - Partnering with the Private Sector Before a Disaster Build Resiliency / Readiness of the Community • Build relationships through regular, meaningful 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