Project Resilience and Public Private Partnerships

Transcription

1 + Sara BOUCHON Carmelo DI MAURO RGS Srl Risk Governance Solutions Project Resilience and Public Private Partnerships 3rd Miracle Conference Resilience October 30th, 31st and November 1st, 2013 Kennemerland Safety Region, The Netherlands

2 Outline n Introduction of the MIRACLE Project n Resilience n Public Private Collaboration n Brainstorm 2

3 2013- MIRACLE (EU- CIPS Project) Multi-level Alignment of Regional Approaches to Critical Infrastructure Resilience by Learning from Experience Objective: MIRACLE aims at promoting and fostering the development of Regional Critical Infrastructure Protection and Resilience (CIP/R) strategies. 3 3

4 4 MIRACLE: Research questions 1. Why and How to develop a PPP to address Critical infrastructure disruptions issues at regional level? 2. What is the added value and limits of a PPP to increase the security of citizens? 3. How does such a collaboration process contribute to increase the territorial resilience and improve the risk mitigation? 4

5 5 What do we need? n To move from Protection to Resilience 5

6 Resilience n The extent to which the risk absorbing system has the capacity to cope with the stress induced by a risk agent (hazard) n Natural system n Technological system n Socio- economic system 6

7 Critical Infrastructure Resilience n To guarantee the functional continuity of he services provided by urban infrastructures in times of stress and disaster n To limit the extent of losses and impacts in the urban are if a disaster strikes n To ensure fast recovery if the infrastructure is severely damaged 7

8 What are the components of resilience? 8 8

9 9 What do we need? n To move from Protection to Resilience 9

10 Why? n We live in a complex Society n We depend on complex systems n We depend on complex services 10

11 Why? n System are inter- dependent n We can not protect each asset 11

12 Why? n Critical Infrastructures disruptions are: Unexpected/Unpredictable Events Can propagate beyond the initial impact area Consequences are sometimes/often unknown 12

13 Why? n Protection/Security remains appropriate (Cost- Effective Mechanism) 13

14 Why? Requires collaboration among stakeholders potentially involved (other Authorities, Countries, Operators, etc.) 14

15 How to make collaboration happen n Legal process vs Voluntary based process n How to define shared objectives n Delegation of responsibilities n What type of resources n What and how to share sensitive information n What type of collaborative process 15

16 Do we need to define new type of collaboration process? National International Level Formal and Hierarchical Organisation; harmonised process; planned, controlled and directed process Centralisation concentration of a government s power Type of collaboration scheme Local Regional Level Self Organisation on a voluntary base at local level; Spontaneous adaptation and aggregation; not directed or controlled process and evolution Devolution transfer or delegation of power to a lower level 16

17 Main question Law can be an instrument and a regulative framework for increasing the collaboration? n Can trust be improve by law? n An effective collaborative approach can be developed on the basis of a regulation? 17

18 CI disruptions questions the efficiency of the classical Command & Control approach n Command and Control n Vertical Chain of Command and responsibility n Law enforcement n Secrecy Proxy Approach Participatory Approach n Collaborative process n Problem solving orientation n Openness Not Involved PEOPLE Involved 18

19 Who should collaborate n Who? n Public authorities vs Private Companies n What are the motivations? n What are the similar/different goals? n What are the gaps? 19

20 Who should collaborate? The measure of success for a PPP is the right people coming together to do the right things in the right way. (ENISA, 2012) n Who decide what is a right thing? n Who elicit the right people? n How to define the right way? A spontaneous collaborative process is required based on the share of common objectives 20

21 Who should collaborate? n When we talk about CI Operators in reality we are referring to multitude of service providers that collaborate n Who n Public authorities vs Private Companies They may have conflicting views, e.g. business interests vs. public security n Important to understand the motivations (public concern, business concern for reputation, political advantage, etc.) 21

22 Public Goals Public policy for mitigation of natural and technological risks and the related resource allocation strategies have a simple objective: n Protect individuals and communities and reduce losses. 22

23 Private Companies Critical infrastructure systems are most often privately owned n They need: n to protect customers, n to improve company business, n to increase the competiveness n but also to increase the own coping capacity! 23

24 Win-Win situation 24 Public Authorities Private Operators Better Understanding of what can happen to regional interdependent CI systems; Better emergency management benefit the population and the socio-economic system; Optimize use of (limited!) resources TRUST MUTUAL BENEFITS in mitigating damages and sharing resources RESPECT OF OWN COMPETENCIES SHARED RESPONSIBILITIES Better understanding of own (inter) dependencies Definition of common and standardized procedures to communicate with other operators and the Civil protection Better business continuity management 24

25 When to put in place a collaboration Do you have time to shake hands to introduce yourself during an emergency? 25

26 What kind of model? 26

27 What kind of model? First Responders CI Opertators Public Authorities Resilience 27

28 What kind of model? Preparation Training Planning Operational Lesson Learnt 28

29 [1] Governance Structures From this desktop research, governance structure was the most complex part of the taxonomy. information on PPPs and how they relate to the governance models will be gained in the later stag Who could trigger and steer the process? [1.1] Organisation - This described how the PPP was led, co-ordinated and organised. These c inspired by the work of Milward and Provan on collaborative networks 6. Run by one from within - Having one of the members of the partnership being responsible for the leadership of the PPP was by far the most frequently found organisational structure. Run by a coordinating entity - A less frequent option is to have a body specifically created that is responsible for the leadership and co-ordination of the partnership. PPP Leader Leader Democratically Peer led - True peer or democratic collaboration was seen infrequently in this desktop study. Sometimes PPPs use a rotating chair in order to approach achieving this type. PPP Source: ENISA [1.2] Roles and Responsibilities - In describing or designing a PPP the roles can be a key decision 29 provides secretariat services, who co-ordinates the activities as well as who leads the PPP, characteristics. A variety of choices were discovered during the desktop study. The following taxon define these options:

30 Resilience Paradox n In order to collaborate, stakeholders have to know in advance that: n Prevention/Mitigation have limited power n Prevention/Mitigation require a lot of public resources (Tax Money) n ZERO- Risk situation does not exist If Stakeholders are not aware about these issues, they keep on demanding for more protection/security 30

31 We have to define what is CRITICAL 31

32 Let s Brainstorming 32

33 Why do we need a collaboration (scope)? 33

34 When to put in place a collaboration? 34

35 How to define the scope of PPP or of the collaboration? n How to define the scope of PPP or of the collaboration? n Hazards & Threats to be addressed (e.g. natural hazards vs. terrorism) n Types of CI systems to focus on? n On which phase of resilience to focus (assessment, protection & mitigation, preparedness, response, recovery?) 35

36 Who should be involved? n Types of stakeholders n Geographical coverage n Regional Dimension 36

37 How to make the collaboration happen? 37

38 How to support the involvement of stakeholders? n Motivations & Incentives? n Define shared objectives and expected results n Raise awareness 38

39 The key to success is the development of trust. And it takes time... THANK YOU! Ing. Carmelo DI MAURO 39 39

40 How to build Resilience n Why do we need a collaboration (scope)? n When to put in place a collaboration? n Who should be involved? n How to make the collaboration happen? n How to support the involvement of stakeholders? 40