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Public–private intelligence coordination
Journal of Business Continuity & Emergency Planning,
16
(1),
23-36
(2022)
Abstract
The majority of US critical infrastructure is managed and controlled by the private sector. Nearly all commercial and retail banking is operated by private corporations and non-public entities. This reality creates the need for timely information sharing between the public and private sectors to support effective crisis response. This paper explores the current information-sharing environment between the public and private sectors and identifies best practices for improving information sharing between private and public sector organisations.
Keywords: public–private partnership; information sharing; intelligence coordination
The full article is available to subscribers to the journal.
Author's Biography
Chris Trzeciak is the Vice President and Business Continuity Risk Officer at Nuveen, where he and his team oversees the global business continuity and incident management programmes. Mr Trzeciak also serves as President of the Business Resiliency Professional’s Association of Chicago. He holds a Master of Science degree in threat and risk management from the University of Chicago. He is a Certified Business Continuity Professional, a Member of the Business Continuity Institute and a certified Project Management Professional.
Michael Hink is a police officer with the Chicago Police Department. During his time with the Chicago Police Department, he has worked as a member of a tactical team, a field training officer and an in-service training instructor. He has received multiple awards during his tenure as a police officer, including special commendation and life-saving awards. Prior to working in law enforcement, he served as a medic in the US Army. He holds a Master of Science degree in threat and risk management from the University of Chicago.
Citation
Trzeciak, Chris and Hink, Michael (2022, September 1). Public–private intelligence coordination. In the Journal of Business Continuity & Emergency Planning, Volume 16, Issue 1. https://doi.org/10.69554/MRHC6030.
© Henry Stewart
Publications LLP
Publications LLP