the AHC's system for Private Sector integration
“Sustaining a Multi-State Evolving System That Enables Private Sector Recovery
and Resilience In Support of State/Local Emergency Management Efforts”
and Resilience In Support of State/Local Emergency Management Efforts”
Purpose
The purpose of this document is to outline a “System” (consisting of people and process) to the U.S. Department of Homeland Security (DHS) and the Federal Emergency Management Agency (FEMA) for the continued development of a unique public/private information sharing and collaboration capability. This System was operating successfully during the aftermath of Super Storm SANDY, expediting critical infrastructure restoration and helping both public and private first responders.
The System, created by active and former state and local emergency management officials, working together with officials from Homeland Security over the past seven years, is designed to support current state and local government emergency management efforts. Additionally, the System provides for increased flexibility, speed, capability, and skills sets that are not normally included in the government’s day-to-day activities.
This system is built upon trusted relationships that are initiated at the state and local levels by local stakeholders. These relationships develop over time as people have open and honest conversations on common issues. As this process is sustained, and shared perspective develops, a common intent or objective evolves which leads to needed, coordinated action.
Founding Principles: The key underlining principles of this white paper are:
To coordinate with the planning and response efforts of the private sector and states and urban areas (UASIs);
To build on already existing relationships between the state and owner/operators of critical infrastructure systems (power, water, transportation, food, banks and chemical supply companies) supporting integration of efforts established over several years with the AHC;
Background
This System is currently being operated by the All Hazards Consortium (AHC), a seven-year-old 501c3 non-profit organization focused on homeland security and emergency management issues, and guided by the regional states of North Carolina, District of Columbia, Maryland, Virginia, West Virginia, Delaware, Pennsylvania, New Jersey and New York along with the urban areas (UASIs) of New York City-NY, Newark-NJ, Philadelphia-PA and the National Capital Region (Washington D.C.).
Several of the integration success stories shared within this white paper were successful as the result of an Urban Areas Security Initiative (UASI) grant funded out of the Northern New Jersey UASI. This investment justification provided to the AHC had an expanding impact by providing a baseline of activities and workshops that led to several public/private sector integration successes. As examples: the AHC Multi-State Fleet Response Initiative with major power utilities to expedite fleet movement across state lines; Public-Private Sector integration with the Food Sector for disaster food distribution; and, the development of a Social Media Trending/Alerting pilot for New Jersey utilized during Hurricane SANDY and expanded for other states. Although State and UASI funding is now becoming limited with projected decreases and rising sustainment costs, it is critical to understand that investments in public and private sector integration are essentially “force multipliers” in times of disasters by providing frameworks and business networks that will support state operations while speeding recovery.
Super Storm SANDY During Super Storm SANDY, multiple states and millions of citizens were impacted in a variety of ways, with homes destroyed, essential services lost and supply chains disrupted. The private sector quickly responded to restore power, restore supply chains for fuel and food, and worked to repair critical infrastructure that had been damaged by the storm. Government also responded at all levels:
SANDY still managed to overwhelm everyone’s efforts in the first few days of the storm’s aftermath. Both public and private sectors faced many issues, especially in interfacing with “out of state” response regarding private sector resources and mutual aid:
Locating and disseminating information about open fuel stations, fast food stores, vacant hotels and pharmacy stores for use by essential out-of-state personnel brought in to deal with the crisis;
The purpose of this document is to outline a “System” (consisting of people and process) to the U.S. Department of Homeland Security (DHS) and the Federal Emergency Management Agency (FEMA) for the continued development of a unique public/private information sharing and collaboration capability. This System was operating successfully during the aftermath of Super Storm SANDY, expediting critical infrastructure restoration and helping both public and private first responders.
The System, created by active and former state and local emergency management officials, working together with officials from Homeland Security over the past seven years, is designed to support current state and local government emergency management efforts. Additionally, the System provides for increased flexibility, speed, capability, and skills sets that are not normally included in the government’s day-to-day activities.
This system is built upon trusted relationships that are initiated at the state and local levels by local stakeholders. These relationships develop over time as people have open and honest conversations on common issues. As this process is sustained, and shared perspective develops, a common intent or objective evolves which leads to needed, coordinated action.
Founding Principles: The key underlining principles of this white paper are:
To coordinate with the planning and response efforts of the private sector and states and urban areas (UASIs);
To build on already existing relationships between the state and owner/operators of critical infrastructure systems (power, water, transportation, food, banks and chemical supply companies) supporting integration of efforts established over several years with the AHC;
- To further enhance present AHC efforts in supporting business continuity and information sharing during normal operational periods and actual emergencies, disasters, and any significant or catastrophic events which involve all sectors and all levels of government;
- To continue to provide and enhance the AHC regional framework for the effective sharing of information and assets beyond one state, providing an environment where owners and operators can better serve a multi-state and corporate-wide environment, making broader and more effective decisions regarding their own response and recovery (see Attachment to this White Paper);
- To formalize existing AHC private/public sector enabling networks that support cross-sector critical infrastructure business continuity on a national level;
- To continue and enhance AHC exercise and planning efforts presently involving the rail, food, telecommunications, energy and transportation sectors and expanding the effort to other critical areas of infrastructure; and
- To develop resources to support this System to maintain this successful integration model without further federal assistance after the two-year proposed project duration.
Background
This System is currently being operated by the All Hazards Consortium (AHC), a seven-year-old 501c3 non-profit organization focused on homeland security and emergency management issues, and guided by the regional states of North Carolina, District of Columbia, Maryland, Virginia, West Virginia, Delaware, Pennsylvania, New Jersey and New York along with the urban areas (UASIs) of New York City-NY, Newark-NJ, Philadelphia-PA and the National Capital Region (Washington D.C.).
Several of the integration success stories shared within this white paper were successful as the result of an Urban Areas Security Initiative (UASI) grant funded out of the Northern New Jersey UASI. This investment justification provided to the AHC had an expanding impact by providing a baseline of activities and workshops that led to several public/private sector integration successes. As examples: the AHC Multi-State Fleet Response Initiative with major power utilities to expedite fleet movement across state lines; Public-Private Sector integration with the Food Sector for disaster food distribution; and, the development of a Social Media Trending/Alerting pilot for New Jersey utilized during Hurricane SANDY and expanded for other states. Although State and UASI funding is now becoming limited with projected decreases and rising sustainment costs, it is critical to understand that investments in public and private sector integration are essentially “force multipliers” in times of disasters by providing frameworks and business networks that will support state operations while speeding recovery.
Super Storm SANDY During Super Storm SANDY, multiple states and millions of citizens were impacted in a variety of ways, with homes destroyed, essential services lost and supply chains disrupted. The private sector quickly responded to restore power, restore supply chains for fuel and food, and worked to repair critical infrastructure that had been damaged by the storm. Government also responded at all levels:
- The State of New Jersey established processes to interface with the private sector as part of their response efforts (the Private Sector Help Desk in their EOC).
- New York State and New York City OEMs activated their response efforts and plans.
- FEMA activated the NRCC and regional response plans.
SANDY still managed to overwhelm everyone’s efforts in the first few days of the storm’s aftermath. Both public and private sectors faced many issues, especially in interfacing with “out of state” response regarding private sector resources and mutual aid:
Locating and disseminating information about open fuel stations, fast food stores, vacant hotels and pharmacy stores for use by essential out-of-state personnel brought in to deal with the crisis;
- Moving out-of-state utility fleets through tolls stations quickly and efficiently;
- Information about points of contact in New Jersey for dealing with specific issues;
- Information about the status of passenger rail service;
- Monitoring looting and property damage to the facilities? of emergency service personnel;
- Locating stranded and distressed citizens; and
- Locating available housing to support the homeless and out of state workers.
To assist, the AHC quickly turned to its trusted private sector partners for help. This resulted in the private sector providing data reports, support, and services which lightened the load on state and local governments. Most notably, the daily Private Sector Resource Reports, which showed potential “open and closed” locations for necessities such as fast food, fuel, hotels with available rooms and pharmacies were provided via email to tens of thousands of public and private stakeholders, informing them of potential locations where they could buy fuel, fast food, medical supplies and find available temporary housing.
After SANDY, DHS Secretary Janet Napolitano personally reached out to the AHC to express her thanks for the unique support and the impact it had in aiding FEMA and the states in the response effort.
The Need:
Following SANDY, the general feedback from the private sector owner/operators and government was positive, coupled with requests to further develop and stabilize this System and its capabilities so that it can be used across a wider geographic footprint in other disasters. The integrated planning process and trusted relationships need to be sustained along with data and information sharing. Additionally, the data and information provided in the daily reports was useful but there is the need to expand it, to include more private sector information, and organize the information to support specific sector needs.
As it is clear that Super Storm SANDY will not be the last disaster which will strike the country, continued improvement of the System is essential. It is hoped that in future events, the foundation which was laid in establishing this System will increase the efficiency of future relief efforts.
The AHC "System" Overview:
Presently the AHC, working within several of the DHS-recognized critical sectors (e.g. power (electric, gas/oil), telecommunications, transportation (rail & port), food, water), has established programs and initiatives that have enhanced business to business, business to government, and critical sector integration on specific topics with specific sectors. The System has been demonstrated to be successful, as attested by the continuing planning and coordination carried out by both public and private organizations with the AHC states.
Most importantly, the System operates in the background, ensuring that it remains in support of state/local government and private sector priorities, rather than competing with or distracting them from their efforts during disasters. The AHC avoids any activity that might compete with state and local operational activities and brings to bear the resources and services of private sector relationships which have been cultivated systematically before the incident.
The System consists of several components: People, Process, Requirements, and Solutions. By utilizing a series of facilitated integrated planning meetings, public and private stakeholders work together on a common cause: “getting business back to business”. This approach focuses on a specific sector’s needs (e.g. electric sector’s need to expedite movement of their repair fleets across state lines), and allows both states and private sector participants to explore solutions, processes, policy, and opportunities to coordinate their actions. Informal joint working groups get formed to oversee the process, track the results, recruit the resources, and communicate the results. Sustaining this process and producing results is critical to the success of the System.
System Activities:
The following is a list of successful activities undertaken by AHC, using the System. It is divided into two groups, Planning/Coordination activities and Support activities. Please see the attachment for further details of these activities.
Planning/Coordination Activities (joint integrated planning meetings w/government and private sector)
After SANDY, DHS Secretary Janet Napolitano personally reached out to the AHC to express her thanks for the unique support and the impact it had in aiding FEMA and the states in the response effort.
The Need:
Following SANDY, the general feedback from the private sector owner/operators and government was positive, coupled with requests to further develop and stabilize this System and its capabilities so that it can be used across a wider geographic footprint in other disasters. The integrated planning process and trusted relationships need to be sustained along with data and information sharing. Additionally, the data and information provided in the daily reports was useful but there is the need to expand it, to include more private sector information, and organize the information to support specific sector needs.
As it is clear that Super Storm SANDY will not be the last disaster which will strike the country, continued improvement of the System is essential. It is hoped that in future events, the foundation which was laid in establishing this System will increase the efficiency of future relief efforts.
The AHC "System" Overview:
Presently the AHC, working within several of the DHS-recognized critical sectors (e.g. power (electric, gas/oil), telecommunications, transportation (rail & port), food, water), has established programs and initiatives that have enhanced business to business, business to government, and critical sector integration on specific topics with specific sectors. The System has been demonstrated to be successful, as attested by the continuing planning and coordination carried out by both public and private organizations with the AHC states.
Most importantly, the System operates in the background, ensuring that it remains in support of state/local government and private sector priorities, rather than competing with or distracting them from their efforts during disasters. The AHC avoids any activity that might compete with state and local operational activities and brings to bear the resources and services of private sector relationships which have been cultivated systematically before the incident.
The System consists of several components: People, Process, Requirements, and Solutions. By utilizing a series of facilitated integrated planning meetings, public and private stakeholders work together on a common cause: “getting business back to business”. This approach focuses on a specific sector’s needs (e.g. electric sector’s need to expedite movement of their repair fleets across state lines), and allows both states and private sector participants to explore solutions, processes, policy, and opportunities to coordinate their actions. Informal joint working groups get formed to oversee the process, track the results, recruit the resources, and communicate the results. Sustaining this process and producing results is critical to the success of the System.
System Activities:
The following is a list of successful activities undertaken by AHC, using the System. It is divided into two groups, Planning/Coordination activities and Support activities. Please see the attachment for further details of these activities.
Planning/Coordination Activities (joint integrated planning meetings w/government and private sector)
- Regional Rail Security Project
- Delaware Bay Ports Security Workshop
- Regional Food Distribution Planning
- Social Media Pilot - Trend Reporting for Emergency Management & Law Enforcement
- Multi-State Fleet Response Initiative Project
- Multiple Regional Catastrophic Preparedness Grant Program Grant Projects (e.g. Shelter in Place, Disaster Communications, Supply Chain Resiliency & Mass Care/Housing)
Support Activities
System’s Unique Value:
Part of the AHC’s System utilizes a proven, trusted “integrated planning process” that brings together multiple critical infrastructure sectors and States to focus on a specific common issue(s). This process has been proven effective in overcoming the usual barriers that inhibit and/or prevent public and private sector collaboration, planning and information sharing.
This integrated planning process creates the trusted relationships and processes that provide the AHC and government with access to critical private sector data and operational relationships which can be exploited in an operational incident. In doing so, it bridges the public/private sector divide and improves coordination of planning and response efforts on specific topics.
As stated previously, the System provides for increased flexibilities, speed, capabilities, and skills sets that are normally outside of government’s day-to day activities:
For example, the System facilitates finding and securing regional/national resources in the private sector that can be called upon to support state and regional efforts. Many times these resources are provided from companies and organizations that operate or are headquartered outside that state’s geographic boundaries. This expands the resource and talent pool that government has available to draw upon when needed.
System Vision & Goals:
The AHC’s vision is to improve the region’s ability to handle emergencies. Integrating public and private sector planning is a key building block to accomplishing this vision.
The AHC’s System’s goal for the integrated planning process is to:
The results of this integrated planning process were displayed during SANDY:
Ongoing System Development:
Utilizing DHS and/or FEMA headquarters and Regional Offices’ technical assistance, resources and engagement as well as the present state and private sector supported efforts of the AHC, the ongoing plan is to:
The existing system would be used as a model, improved upon and expanded to include all FEMA regional offices and emergency response units.
System Objectives & Benefits:
The System’s objective is to link and integrate existing and proposed AHC multi-state information sharing activities and related programs to provide States, owners/operators of the private sector, FEMA and DHS IP the following benefits:
- Business operations during major disasters;
- Asset and information integration (in support of and with State approval) between the public and private sector key players and states in any impacted area;
- Sharing of Regional Rail Operations Status Reports
- Daily Social Media Trending Report for NJ during Super Storm SANDY for public/private sector
- Daily Private Sector Resource Availability Reports to States & Private Sector
- Multi-State Utility Fleet Response Work Group to expedite utility crew movement across state lines during disasters
- Fueling station availability reports to assist response crews and states for their re-fueling needs
- Interim Housing locations database to support NJ and NYC housing needs for SANDY (part of the RCPGP grants)
System’s Unique Value:
Part of the AHC’s System utilizes a proven, trusted “integrated planning process” that brings together multiple critical infrastructure sectors and States to focus on a specific common issue(s). This process has been proven effective in overcoming the usual barriers that inhibit and/or prevent public and private sector collaboration, planning and information sharing.
This integrated planning process creates the trusted relationships and processes that provide the AHC and government with access to critical private sector data and operational relationships which can be exploited in an operational incident. In doing so, it bridges the public/private sector divide and improves coordination of planning and response efforts on specific topics.
As stated previously, the System provides for increased flexibilities, speed, capabilities, and skills sets that are normally outside of government’s day-to day activities:
- Business-to-Business support activities
- Liaison Services Between Federal, State, Local Government and Private Sector
- Private Sector Support For Specific Efforts
- Private Sector “Match Development” to Support Government Grant Requirements
- Outreach to the Private Sector To Expand Participation in Certain Efforts
- Recruitment of Multiple Federal Agency Resources and Involvement
- Marketing & Communications
- Interface to Vendor & Solution Provider Community
For example, the System facilitates finding and securing regional/national resources in the private sector that can be called upon to support state and regional efforts. Many times these resources are provided from companies and organizations that operate or are headquartered outside that state’s geographic boundaries. This expands the resource and talent pool that government has available to draw upon when needed.
System Vision & Goals:
The AHC’s vision is to improve the region’s ability to handle emergencies. Integrating public and private sector planning is a key building block to accomplishing this vision.
The AHC’s System’s goal for the integrated planning process is to:
- Provide a neutral environment of respect and process that enables and facilitates focused dialogue;
- Create trust, shared perspectives, and unity of purpose among stakeholders;
- Find common requirements and needs;
- Coordinate actions and resources to develop solutions that support the resolution of issues;
- Communicate the progress and results; and
- Sustain the process.
The results of this integrated planning process were displayed during SANDY:
- Provide private sector resource data to government to support planning and decision making;
- Help business get back to business faster (business continuity);
- Coordinate and enhance existing government and private sector efforts and capabilities;
- Restore critical infrastructure (including power, communications, transportation, food, water);
- Enhance private sector response and economic recovery to affected areas and citizens;
- Support States/UASIs in locating available housing resources from the private sector; and
- Expedite the movement of utility fleets across state lines and through toll stations.
Ongoing System Development:
Utilizing DHS and/or FEMA headquarters and Regional Offices’ technical assistance, resources and engagement as well as the present state and private sector supported efforts of the AHC, the ongoing plan is to:
- Develop and implement a formal multi-state planning/information sharing process;
- Develop a network that expands the use of private data sharing during an incident; and
- Sustain the relationships and trust developed over the past seven years.
The existing system would be used as a model, improved upon and expanded to include all FEMA regional offices and emergency response units.
System Objectives & Benefits:
The System’s objective is to link and integrate existing and proposed AHC multi-state information sharing activities and related programs to provide States, owners/operators of the private sector, FEMA and DHS IP the following benefits:
- Provide private sector resource availability via data/reports for fast food, gas stations, convenience stores, pharmacies, hotels, and other resources to future disaster response teams;
- Create real time situational awareness of specific critical sector impact and/or damage;
- Identify operational gaps for critical sectors;
- Increase response & recovery information gathering from multiple sectors and States that can assist in shaping a response and ultimate recovery at all levels of government;
- Develop analytical and trending reporting capabilities and products for AHC States, private sector infrastructure partners and federal partners that will enhance:
- Business operations during major disasters;
- Asset and information integration (in support of and with State approval) between the public and private sector key players and states in any impacted area;
- Provide FEMA, DHS and States, from a regional and multi-state perspective, a mechanism to reach back to multiple owners/operators for critical information and data or support necessary to enhance the overall response and recovery efforts of government and the private sector.