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Presentation on theme: " A Change Of Course or Moving The Chairs To The Other Side of The Deck? CRHNet Symposium 2010.10.29."— Presentation transcript:

1 A Change Of Course or Moving The Chairs To The Other Side of The Deck? CRHNet Symposium 2010.10.29

2 About The Conference Board of Canada The Conference Board of Canada is an independent, applied research think tank We are a not-for-profit organization focused on providing Canada’s leaders—in both the private and public sectors— with the insights they need to build a better Canada Objective and non-partisan – we do not lobby for specific interests and receive no government funding except specific network or research investments Experts in conducting, publishing and disseminating research and helping people network, build capacity and address public policy issues

3 Changing Course or Changing The View? CRHNet is an organization that has tremendous potential to participate in changing the course of the integration of EM to something new, along with partners The DRR Platform and the principles behind it are a potential game changer for Canada You can change directoin of the ship OR you can move your chair for a different view

4 What Have I Learned This Week? The concept of disaster risk reduction is marketable – value proposition is identifiable and easy for all to understand There are evident value propositions for all sectors and levels of government and society The cultural shift required is about change management – a multi-period process that requires effective communication; celebration of small wins; leadership and accountability; relentless engagement; measurement of results We cannot lose sight of the response issues too but the left side of the incident requires concentration

5 Some Opportunities to Ponder For The Future The lessons we learned in studying governance in national security and public private relationships Our work in building a model for regional, cross border critical infrastructure protection and resilience planning What is the relevance of the regions vs a national initiative or organization? There is a lot ongoing - Who is looking for the synergy across all of this? Concerns over the future of leadership – do we have a vision and action plan?

6 The Scan The public will no longer tolerate failure Every crisis or disaster will seek accountability The concept of protection post 9/11 is now embedded in the concept of resilience The leadership and leaning forward of EM initiatives is being recognized The latest Canadian and CAN US strategies on CI are based on EM agreements and constructs not security constructs

7 “Homeland Security Enterprise” (Quadrennial Homeland Security Review – February 2010) Sign of trends emerging from first ten years Recognizes value of: –Federal –State (Provincial / Territorial) –Local –Private sector –NGOs –Communities –Individuals and families Protection embedded in resilience

8 In 2006 we asked: What is the greatest risk to national security and public safety in Canada? And what do you think they said?



11 Are Regions Relevant In A National Strategy? Some critical infrastructure assets, regardless of ownership or location will have strategic value despite the fact that challenges are local Will ensure a Federal interest and in some cases, international interest in the resiliency of those assets There was a resounding message that to achieve resilience, that not only are regional plans appropriate but that they are necessary


13 An Action Plan With Core Assumptions All hazards approach essential A risk based approach to prioritize effort and activity Respect the existing mandates and accountabilities of infrastructure owners and operators, avoid redundancy and to support or enhance existing programs or projects Recognizing existing plans, protocol, relationships, risk based assessments etc… will be leveraged to the maximum extent possible A methodology concept was born – we were retained to build the methodology / process for three regions

14 The CI Resilience Framework Establish Regional Leadership Build Public- Private Partnerships Conduct Risk Assessments Integrate Plans with Incident Management Practices Conduct Exercises, Training, and Awareness Ensure Effective Information Sharing Cyber Thread Relevant and Pervasive

15 What We Learned Most jurisdictions have now combined critical infrastructure and emergency management Quest for best practise and similar initiatives led us not to security groups but to EM partnerships in all three regions we worked with New Canada and US strategies on critical infrastructure built based on CAN US emergency management agreements not security agreements Many of the same folks engaged in dialogues on other priorities

16 Priority of Activities Some of these activities could occur at the same time. N = 41

17 The Audience Is Similar There are many parallel initiatives involving the same people dealing with priorities or wrestling to achieve priorities Review of initiatives across North America confirm that “interoperability” and “critical infrastructure” are recognized as essential issues to address on a priority basis But so many involved in each have never met the other

18 Canada US Cross Border CI Strategy Built on emergency management agreements not protection agreements Recognizes the role of resilience Recognizes the engagement and requirement to engage a broad cross section including private sector, academia and NGOs Speaks of enabling jointly not necessarily controlling or leading on the part of government

19 Regional Relevance While many issues may well have national / strategic interest there is a regional relevance You cannot (and should not) lead a local initiative from Ottawa – DRR is a significant change forward (but it will be watched) Relationships are built on trust To build trust you need to know who you are dealing with To do that you need to know the people, their food and their sense of humor

20 Public Private Partnerships (P3) Easier said than done (Peru to Russia) The phrase “value proposition” irritates and often intimidates public sector but is an essential ingredient for private sector Value proposition varies from place to place, organization to organization, region to region The private sector need to be here

21 P3 Has To Be Done Right If government leads a complex issue such as DRR –Private sector may not trust it –OR may presume an opportunity to lobby for their interests –OR presume favouritism for those selected to engage –OR to defend their position

22 P3 Has To Be Done Right If private sector controls the relationship, agendas are presumed and trust is less likely to be built A presumption that their self interests will be promoted over the larger good Unreasonable expectations of Boards and owners of what value actually is with an expectation of gain in some fashion

23 P3 Has To Be Done Right If an NGO is the lead, there can also be an assumption of agendas or favoritism across other related or similarly focused NGOs The answer is likely an independent structure with an advisory group and autonomy from government

24 Regional Realities Provincial and local authorities are ultimately responsible for the protection of the public As such the government “owns the problem” Private sector owns most of the assets, technologies and solutions Academia provide the research and education to address the problem Non-profit or NGOs provide some access to information and people who are focused on a segment of the problem

25 All Hazards Consortium – An Effective P3 plus Example - Maryland based, Mid Atlantic States (10 States) All Hazards Consortium One group established by DHS across the US as part of their governance structures to seek and gain P3 engagement for issues on security and protection including CI Recognizes the reality and fact that a Federal agency cannot lead a local initiative Recognizes the regions are critical to strategic success

26 All Hazards Consortium – An Effective P3 plus The Mid Atlantic AHC is a nonprofit charitable organization per Federal law allowing for tax deduction of donations The organization is controlled by an advisory body that focuses investments on priority public safety and security initiatives Working groups and training as well as exercising are included in their agenda Allows for local engagement of solutions with Federal support (not Federal leadership)

27 AHC Pillars Regional Working Groups aligned with eight “pillars” –Emergency Management –Border and Transportation Security –Health and Medical Readiness –Critical Infrastructure Protection –Law Enforcement –Information Sharing and Intelligence –Public Safety Communications and Interoperability –Grants and Procurements Each WG has 1 Chair and 2 Vice Chairs. Chair is state or local government while Vices may be government, private sector, academic or non-profit

28 AHC Working Group Objectives Development of new relationships State-to-state information sharing Collaboration on common state government issues Establishment of common consensus and agreement among the states involved Create an ongoing, sustainable process to continue doing all of the above

29 Next Generation of Leaders Initiative A new initiative to partner with DHS, higher education and the private sector Focus on engaging young adults in preparedness efforts Multi-year effort to explore ways to allow young Americans to see “preparedness” as an important part of their daily lives where everyone, regardless of age, matters

30 All Hazards Consortium – An Effective P3 plus “By focusing on specific issues, a powerful environment for collaboration is created to solve tough problems that require resources from every sector” “The “culture of collaboration” is what creates the energy that drives the All Hazards Consortium and its supporters to work together to protect the region’s citizens from all types of hazards”

31 Cylinders of Excellence EM / CI / Intel / Interoperability is busy space We introduced a lot of folks who you think would have known or known of each other and their work “Cylinders of Excellence” still exist when they need not Cultural shifts referred to earlier will also need to address structure, relationships and leadership’s willingness to effect change in traditional areas

32 What Are The Opportunities? A disaster risk reduction initiative should be easier to market than some traditional initiatives and agendas CRHNet has a valid voice As a change initiative communication and constant, effective communication is essential While academia is present - can they or should they represent our future leaders?

33 What Are The Opportunities? The private sector is not represented effectively, yet, at CRHNet or DRR They must be active but will not be until the value is evident and they can trust the initiative

34 Have You Gone Far Enough? The facts suggest there needs to be more than a national initiative A national initiative alone may well run the danger of being an annual event in the absence of regional working or parallel initiatives Regional relevance could provide exponential engagement and advancement of the hazard and risk reduction initiatives

35 Looking Ahead - The Desired Future State o Reduces the short term and cascading economic impacts, loss of life, injury and environmental impacts; o Increases regional resiliency; o Is validated through risk-based performance metrics applicable to both the private and public sectors; o Prioritizes sectors and activities based on set criteria and risk assessments;

36 Looking Ahead - The Desired Future State o Reduces the short term and cascading economic impacts, loss of life, injury and environmental impacts; o Increases regional resiliency; o Is validated through risk-based performance metrics applicable to both the private and public sectors; o Prioritizes sectors and activities based on set criteria and risk assessments; SOURCE – NB / ME Regional Cross Border CIP/R Strategy (April 2010)

37 Future Vision – The Best Case Scenario 5 Year Outlook Partnerships build on mutual trust, cross-border collaboration and sharing of information Strong leadership Delivering on public expectation Quicker economic recovery and resilience Leveraging of best practices, lessons learned, expertise and investments Washington / British Columbia Action Plan For Regional CIP/R October 2010

38 The Next Complexity “The laws of war are frankly imperfect when you address cybersecurity,” he said. “How do you adapt them? How do you have appropriate constraints and rules and processes that people can agree on?” “Attribution, and what constitutes an attack in cyberspace, are other central concerns highlighted by…” US Deputy Director of Defense, 2010.06.14 Ottawa “We do not know what cyber blood looks like yet” Bill Baker, DM PSC Spring 2010

39 Change Course Not Just The View Cultural shift is about change management Change management is about vision, leadership, communication, engagement and learning from the small victories Regional opportunities should be explored Value propositions are complex and not easily identifiable – find innovation in the approach and understand the great work out there The team must be dynamic and the leaders up to date and up to the challenge

40 John Neily Director, National Security & Public Safety 613-526-3280 ext. 241

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