How to Build Resilience through Effective & Practical Partnerships. Partnerships in Resilience

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1 How to Build Resilience through Effective & Practical Partnerships Sara Alexander, Deputy Director ChicagoFIRST Partnerships in Resilience The focus on public/private partnerships at all levels has increased immeasurably over the past decade. That term is inexact and unspecific, which can be both a good and bad thing when it comes to improving resilience. There is a risk of overuse, but any urge to strictly define what a public/private partnership is or should be might be more dangerous. 1

2 A Resilient Company All firms, large or small, have increased their focus on resilience in some way. Physical Security focuses on the prevention and mitigation of intentional attacks, as well as the mitigation of other disasters. IT Risk/Cyber Security does the same thing in the cyber realm. Business Continuity/Disaster Recovery focuses on continuing operations in the face of all hazards and can help prevent intentional disasters. The firms that employ risk management and address all of these in a coordinated fashion, seem the most successful & resilient. A Resilient System A resilient company is not enough, as a firm is only as resilient as the system in which it operates. Enhancing the resilience of critical infrastructure became a key public policy goal. Much is now in place within sectors like telecom, power, and finance, at all levels. 2

3 The Challenge: A Resilient Community The Challenge: A Resilient Community Are resilient systems enough? A resilient system needs a resilient community. This begins with emergency management and the private sector working together. 3

4 The Challenge: A Resilient Community Do critical firms know How their local jurisdiction prevents, prepares for, responds to, and recovers from incidents? How their local jurisdiction coordinates with the state and federal public safety agencies? How to collaborate with federal agencies? Business continuity and security plans MUST incorporate public sector plans. The Challenge: A Resilient Community Do emergency managers know The firms that are critical to the region and need to be up and running so that the region, or even the nation, can function? The firms that can support their response and recovery function? What firms or systems need to be resilient? Public sector plans and approaches MUST account for the resilience of critical sectors. 4

5 The Next Challenge: A Resilient Region The Next Challenge: A Resilient Region Criticality is local, but perhaps true resilience must be regional. Regionalizing Resilience is the next critical challenge. While the effects of an event may be local, relationships must be in place to recognize the potential regional economic implications. 5

6 One Partnership Solution: The ChicagoFIRST Model A Grassroots Level Partnership The ChicagoFIRST Approach Nationally Connected Regionally Focused Uniquely Resilient 12 6

7 ChicagoFIRST Background & Structure Founded in 2003 by fourteen financial institutions Incorporated in 2004 as a 501(c)(6) nonprofit Members are from the private sector Funded entirely through member dues, including two employees The goal is to promote firm resilience by enhancing community resilience and helping to promote regional resilience. 13 The ChicagoFIRST Model The operational partnership model is designed to enhance collaboration in all areas of emergency management and homeland security, with government at all levels. Successful example of leveraging public and private sector interests. Identified as a model by the U.S. Treasury Department and the legislation implementing the 9/11 Commission recommendations, as well as at the local level. This model not the exact structure has been replicated in nearly 20 regions across the U.S. 14 7

8 The Model s Coverage Local, regional, and national. Private sector members collaborate; even competitors. ChicagoFIRST has been organized to provide members with both insurance and investment products, to borrow concepts from the sector that created it. Not tethered to a line of business within member firms. No longer tethered to a sector: ChicagoFIRST was established by the financial community; now open to all sectors. 15 Current ChicagoFIRST Membership Aon Ariel Investments Bank of America BP BMO Harris Bank Chicago Board Options Exchange Chicago Trading Company Citadel CME Group CNA ComEd Enova Financial Equinix Federal Home Loan Bank of Chicago Fiserv GETCO Goldman Sachs MB Financial Bank Mesirow Financial Mizuho Securities Northern Trust NYSE Euronext OCC PPM America The PrivateBank State Farm UBS U.S. Bank William Blair & Company 8

9 ChicagoFIRST Strategic Partners American Red Cross of Greater Chicago City of Chicago Fire Department Office of Emergency Management and Communications Police Department Public Health Commodity Futures Trading Commission FBI / InfraGard Federal Deposit Insurance Corporation Federal Emergency Management Agency Federal Reserve Bank of Chicago Financial and Banking Information Infrastructure Committee Financial Services Information Sharing and Analysis Center Financial Services Roundtable / BITS 17 ChicagoFIRST Strategic Partners Financial Services Sector Coordinating Council Futures Industry Association National Futures Association Office of the Comptroller of the Currency Securities and Exchange Commission Securities Industry and Financial Markets Association State of Illinois Illinois Department of Financial and Professional Regulation Illinois Emergency Management Agency Illinois State Police Illinois Terrorism Task Force United States Attorney s Office for the IL Northern District United States Department of Homeland Security United States Department of the Treasury United States Secret Service 18 9

10 Why It Works Make the Business Case Public & Private Always a Two Way Street Put in the Time to Build Trusted Relationships Institutionalize Where You Can Local & State Levels Partnered with Chicago public safety officials and the Mayor s Office to develop and lead a public/private task force dedicated to local and regional resilience. Led the development of a local private sector business recovery access program, formal emergency operations center private sector protocols, and periodic downtown evacuation drills. Gathered membership input into improved City and State information sharing tools and practices. Co chair of the Chicago Public Private Task Force Co chair of the Private Sector Committee of the Illinois Terrorism Task Force 20 10

11 Regional & National Levels Work with the Chicago fusion center, State of Illinois, and DHS to receive and evaluate classified information locally. Expanding private sector inclusion and collaboration with regional and county emergency management. Partnered with regional DHS on Financial Sector Interdependency and Security Analysis. Addressing national level issues, including cyber security, sector wide planning, internet congestion (regional issues that require national level attention) Executive Committee of the Financial Services Sector Coordinating Council (FSSCC) Chair of Private Sector Subcommittee of the Regional Catastrophic Planning Team 21 Key Projects & Activities Frequent Exercises or Workshops Annual Telecommuting Exercises Working Groups (Physical & IT Security, Business Continuity, etc.) trusted environments where participants share lessons learned and best practices in all areas. Membership Surveys Exercise Planning Member Presentations Extensive Q&A and sharing of best practices and lessons learned Information & Best Practice Sharing among membership (surveys, roundtables, AARs, etc.) in real world events 22 11

12 ChicagoFIRST Real World Activities When events take place in the region, planned or unplanned, the tools, protocols, and relationships are all put to the test. Through established relationships, ChicagoFIRST has represented its membership (and sometimes the private sector, generally) in various emergencies or events, including, most recently: 2011 Blizzard (remote EOC collaboration) 2012 Presidential Election (Planning participation & EOC representation) 2012 NATO Summit (Planning activities and BCC participation) One Size Does Not Fit All Various Models for Addressing Resilience 12

13 The Model Works The model is the partnership approach, not the goals, structure, or organization of ChicagoFIRST. Has been replicated in nearly two dozen regions, but they vary widely based on the need. Some are incorporated; some aren t. Some are multi jurisdictional; some aren t. Some are multi sector; some aren t. Leverage partnerships to encourage public sector improvements and activities at all levels. Partnerships Form for Various Reasons Goal/Mission Format Focus Area Educational Operational Government led or mandated Physical Security Business Continuity Networking Other Existing Nationwide Chapters or Associations Cyber Security Overall Resilience 13

14 Various Models for Addressing Resilience Educational Organizations Provide training and seminars in a certain discipline Promote certification for a certain discipline Usually not operational Trade Associations Promote a line of business Not necessarily well equipped to cross lines of business Can be operational Operational Partnerships Promote public/private collaboration Promote community resilience Active before, during, and after a major event or emergency What Works The value of ChicagoFIRST lies in its model, which is uniquely suited to leveraging the private sector. Numerous partnerships exist, but they must have a reason to exist apart from government funds. Examine the business case for partnerships from many angles. Look for and establish relationships with those partnerships in your areas. 14

15 Opportunities for Collaboration Locally: Fusion Centers: Threat & Intelligence Sharing, Classified Briefings EOCs: Formality of EOC presence improves and solidifies dayto day information sharing relationships Local Emergency Planning Committees Sharing expertise through exercises and planning Regionally: Regional DHS Representatives (OIA, PSAs, FEMA) Regional Catastrophic Planning Programs Other jurisdictions appropriate for you Opportunities for Collaboration State: EOCs/Info Sharing State EMAs or Terrorism Task Forces RCPP Nationally: National Partnership Structure established after 9/11 ensures government coordinating councils and sector coordinating councils (private sector) for all critical infrastructure sectors. Various DHS Venues FEMA Private Sector Office, OIP, etc. With other Partnerships and Coalitions Across the Country 15

16 Partnerships of Partnerships Working to Ensure Existing Partnerships Collaborate with Others to Enhance Regional Resilience Regional Partnership Council: RPCfirst 32 16

17 Regional Partnership Council: RPCfirst Following 2003, additional FIRSTs soon began forming throughout the country following this model, but building to best suit their own region (state, county, region, city, etc.) ChicagoFIRST can utilize its working relationships with federal agencies and national partnerships, and help these coalitions get a voice on the national level. RPCfirst Members Alabama Recovery Coalition for the Financial Sector Alaska Financial Services Coalition for Business Continuity ArizonaFIRST Arkansas Bankers Coalition for Disasters and Emergencies BARCfirst (Bay Area) CenCalFIRST ChicagoFIRST FloridaFIRST (Miami & Tampa) HawaiiFIRST Louisiana Bankers Emergency Preparedness Coalition Minneapolis (InfraGard Minnesota) Missouri (ShowMeFIRST) NCRfirst Financial Recovery Coalition of North Carolina Northern Ohio FIRST Philadelphia Chester County & Montgomery County SoCalfirst Virginia1st WashingtonFIRST 34 17

18 RPCfirst Coverage Formed by ChicagoFIRST in 2005 to: Foster collaboration among coalitions, sharing lessons learned/best practices. Serve as single point of contact for member coalitions. Plugs into the national public/ private partnership Regional Consortium Coordinating Council (RC3) 36 18

19 RC3 Activities RCCC members include regional partnerships that are focused on critical infrastructure protection and regional resilience. RCCC s purpose is to provide a means of sharing best practices, collaborating, and serving as a single point of contact for the federal government, particularly DHS. Coordinating with other arms of the DHS Partnership Structure Worked with DHS on a study of existing partnerships and their capabilities. Identified gaps in partnership locations and partnership activities RC3 Executive Committee Membership ChicagoFIRST All Hazards Consortium Pacific NorthWest Economic Region Community and Regional Resilience Initiative U.S. Chamber of Commerce Alaska Partnership for Infrastructure Protection SouthEast Emergency Response Network Great Lakes Hazards Consortium Colorado Emergency Preparedness Partnership Safeguard Iowa Business Executives for National Security 38 19

20 Conclusion How to Make It Work Make the Business Case Always a Two Way Street Put in the Time to Build Trusted Relationships Institutionalize Where You Can 20

21 Questions? Sara Alexander Deputy Director ChicagoFIRST 21