BENS Slides CIDER07 FINAL

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BENS Business Force Public-Private Partnership CIDER 2007

Who is BENS?: 

Who is BENS? National non-partisan, non-profit organization of business leaders who apply their skills to improve the nation’s security – founded 1982 Post 9/11, BENS created regional public-private partnerships to improve homeland security and natural disaster response (“All hazards”) Regions New Jersey (2003) Georgia (2004) Mid-America (Missouri, Kansas, Nebraska) Ad-hoc Massachusetts (Democratic convention) Safeguard Iowa (2007) California (2006) Bay Area Business Force Homeland Security Advisory Council (BENS-HSAC) in Southern California (LA/Orange) 50 participating companies nationwide Funded by businesses and foundation grants

Business Role and BENS Focus: 

Business Role and BENS Focus Businesses sell products and services to government Businesses secure and prepare their employees and assets Commerce Self-Help Businesses and government partner to fill important gaps Partnerships

How Businesses Can Help: 

How Businesses Can Help Mass Vaccination/ Treatment: Businesses assist in dispensing of vaccines and medical supplies (CDC Strategic National Stockpile) CERT Teams: Businesses create internal Community Emergency Response Teams Assets Business Response Network: Businesses make resources (e.g., trucks, warehouses) available pro bono via web database Volunteers Information Collaboration Structure: Business liaison in government EOCs to improve communication and coordination between public and private sectors Health Alerts: Businesses alert public health about spikes in illness

BENS-Georgia Public Health: 

BENS-Georgia Public Health Strategic National Stockpile (SNS) Mass Dispensing Program Businesses assist in the distribution and dispensing of medications and supplies in response to bioterrorism Provide volunteers as non-medical staff at Points of Dispensing (POD) sites Host PODs (cafeteria or warehouse) for employees, families and community Advise and assist in logistics/supply chain SNS Field Exercise in Atlanta (July 2005) 1,200 corporate volunteers Company served as POD site After-Action Report 2007: Expanded Atlanta and Los Angeles Relationships Built through SNS Work Became Foundation for Joint Pandemic Planning

Emory University (Buehler) Case Study: 

Emory University (Buehler) Case Study Initial Challenge: Culture Gap/Stereotypes Limited familiarity and contacts Limited precedent for collaboration History shaped by Regulation, procurement rules Differences Management styles Business: Centralized authority, standardized procedures PH: Decentralized authority, local flexibility Accountability Business: Shareholders (value efficiency) PH: Political process Legal Issues Confidentiality, liability

Emory University (Buehler) Case Study: 

What Made It Easier to Work Together? BENS focus on: Volunteer service Not part of post-9/11 vendor avalanche Engagement Senior gov’t and business leaders Multiple gov’t preparedness agencies Multiple area businesses Business model Identify priority tasks Mesh partners’ assets Ambitious, feasible, measurable projects PH & BENS: Willingness to develop new relationship & commitment to stick with it Emory University (Buehler) Case Study

Emory University (Buehler) Case Study: 

Evidence of Benefit: Working relationships & trust established “We’re on each other’s speed dials.” "We're learning to think like them and they're learning to think like us.” SNS dispensing Substantial engagement of private resources & expertise Successful test of collaborative model & commitment to expand "Are we better prepared? Absolutely, but we're not ready. We're halfway through the first quarter.“ Georgia’s response to Katrina Easier for businesses to offer services Easier for government to ask for help Expansion to pandemic influenza planning Emory University (Buehler) Case Study

Business Response Task Force Report: 

Business Response Task Force Report Download PDF at www.bens.org Task Force: Chairman: BellSouth CEO Ackerman Members: 12 Companies, incl. Verizon, Wal-Mart, Home Depot, Southern Company (Katrina/Gulf focus) Advisors: 36 ex-government officials, academics and business experts Survey: 100 interviews across industry sectors Recommendation Areas: Public-Private Collaboration Surge Capacity/Supply Chain Management Legal and Regulatory Environment

Public-Private Collaboration: 

Public-Private Collaboration Finding The private sector must be systematically integrated into the nation’s response to disasters. Government cannot respond alone. Government and business know intuitively that they need to work together during crisis, but how to do so does not come without effort on both sides. Recommendations Institutionalize private sector EOC collaboration in states, urban areas, FEMA regions and FEMA headquarters

Business Operations Center: 

Accenture AGL Resources AirTran Airways Bank of America BellSouth Childress Klein ChoicePoint Coca-Cola Enterprises Colonial Pipeline Cox Enterprises DataPath Deloitte Delta Airlines FedEx Georgia Power Global Payments Home Depot Manhattan Associates National Business Aviation Pattillo Construction Rollins, Inc Southern Company SunTrust Bank Tenon Consulting The Coca-Cola Company W.W. Grainger Wachovia Wal-Mart Trade Organizations Companies Private Sector Georgia Food Industry Georgia Hospital Association Georgia Retail Association Business Operations Center Georgia: June 2006 Manager and 2-4 analysts who function as private sector liaisons Virtual center 2 annual joint exercises March 07 tornados Event Require-ments Event Solutions

Golden Guardian Private Sector: 

Golden Guardian Private Sector Fireman’s Fund CH2M Hill Levi Strauss Charles Schwab Bank of the West Bay Area Council Delta Dental Employers Insurance First Republic Bank Levi Strauss Macy’s West Oracle Applied Biosystems Exponent Franklin Templeton Genentech Gilead Sciences NC4 SVB Financial Visa T-Mobile CH2M Hill Chevron Steele Found. State Operations Center (SOC) Mather, CA BENS Bank of America Calif. Grocers Assoc. T-Mobile Wells Fargo Coastal Region (REOC) BENS APL Bank of America Chevron Dreyer’s Fritz Institute Google McKesson Oracle Port of Oakland Safeway T-Mobile Wash. Mutual Cisco Systems Adaptec Applied Materials Google IBM Lockheed Martin Palo Alto Med. Found.

Surge/Supply Chain Management: 

Surge/Supply Chain Management Finding Government needs to improve how it accesses the private sector’s vast and efficient supply chains. Often because of a lack of pre-defined procedures or mechanisms for doing so. Recommendations Build a “Business EMAC” structure Improve government emergency-purchasing protocols Modernize logistics processes across the board

Business Response Network: 

Business Response Network Secure Web database of private sector resources that businesses pre-register Resources include: Equipment (trucks, vans, telecom, etc.) Buildings (warehouse, cafeteria, office space) Volunteers (specialties, language skills, etc.) National Incident Management System (NIMS)-compliant BENS New Jersey, Mid-America, Southern California National, state efforts: BEMAC (Business Emergency Management Assistance Compact): NEMA/BENS Task Force CDRACPAP (Calif. Disaster Resource and Capability Preparedness Assessment Project) www.BusinessResponseNetwork.org

Legal & Regulatory Environment: 

Legal & Regulatory Environment Finding Business needs a predictable and less punitive legal regime to contribute more effectively in disaster response Recommendations Enact a nationwide body of “disaster law” Strengthen and standardize “Good Samaritan” laws Calif. Assembly bill AB880 Establish procedures to temporarily relax regulations that can save lives and accelerate response (e.g., truck driver time, state fuel mix, currency reports, anti-trust) Modify Stafford Act to include the private sector Hold hearings to determine which recommendations can be implemented under existing law

Bay Area Implementation Teams: 

Bay Area Implementation Teams Business Operations Center and Resources Team Private sector liaison network Build liaison pool (BARC, BRMA) Compile emergency contacts Work with EOCs on training, procedures Business resources Recommend database Technology Tools Team Specifications and evaluation Joint Venture: Silicon Valley Work with EOCs on datafeeds Public Health Team Pandemic flu cross-sector collaboration April 20th Summit & CIDER Strategic National Stockpile (SNS) Provide distribution/logistics expertise Share dispensing best practices Team Guidelines: Set milestones Regular conference calls Report at Quarterly Meetings

Cross-Sector Pandemic Issues: 

Cross-Sector Pandemic Issues Private Sector Communications/Liaison Structure with State and County Public Health Agencies Private Sector Support for Public Health Medical Surge and Influenza Care Centers Essential Services Continuity Internet Continuity Private Sector Early Detection/Syndromic Surveillance Other Issues?

How/Why the Partnership Works : 

How/Why the Partnership Works Broad Engagement State, local, federal agencies Emergency management, public health, homeland security Leading companies: across industry silos Technology, finance, retail, biotech, energy, etc. Other organizations and initiatives Minimize duplication of effort “All Hazards” NGO Model Benefits Pooling of private sector resources Minimizes conflict-of-interest Institutionalize Relationships Prioritize capabilities Set achievable milestones Hold joint exercises Key: Company Participation Active involvement via implementation teams Not “pay to play” 2 FTE Staff Design, manage programs Requires financial support

Why Business Needs to Partner with Government: 

Why Business Needs to Partner with Government Bay Area/California’s Risks – Not If But When Catastrophic earthquake Flu pandemic Homeland security Collaboration – “Bridge the Silos” Build working relationships and trust between the public and private sectors Improve bi-directional situational awareness and communications Facilitate movement of resources to where they’re needed “Continuity of Community” = Economic Resiliency Pooling business sector resources can leverage state/local resources in a disaster Organizing these resources ahead of time can save time and facilitate recovery Protect your most important asset – your workforce Corporate Citizenship/Civic Leadership Private sector skills can help identify and fill gaps – distribution, communications, etc.

Further Information: 

Further Information www.BENSbusinessforce.org www.bens.org Peter Ohtaki, Director BENS Bay Area Business Force POhtaki@bens.org (650) 591-7770 Headquarters: 1717 Pennsylvania Ave. NW, Suite 350 Washington, DC 20006 (202) 296-2125 Other Regional Offices in Los Angeles, New Jersey, Georgia, Missouri, Texas, and Iowa.

Backup Slide: 

Backup Slide

Local Initiatives: 

Local Initiatives Regional Public Sector Super Urban Area Security Initiative (S-UASI) Regional Emergency Coordination Plan (RECP) State Initiatives Emergency Partnership Advisory Workgroup (OES-DGS-CDHS) OES SEMS Technical Working Group: Private sector committee OHS/OES Calif. Disaster Resource and Capability Preparedness Assessment Project (Metrics) Joint Venture: Silicon Valley Network Bay Area Response Coalition (BARCFirst) – financial services ORC Worldwide Business Preparedness Leadership Network San Mateo County Corporate Emergency Preparedness Forum Pandemic Network Fritz Institute Bay Area Disaster Preparedness Initiative