Crisis Management Plan (2008)
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Crisis Management Plan (2008)

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Crisis Management Plan (2008) Crisis Management Plan (2008) Document Transcript

  • The University of Queensland Crisis Management and Recovery Manual Web Version Synopsis Only January 2008 The information contained in this Synopsis is intended for general release. The full version of the Crisis Management Plan is restricted to Crisis Management Team members only.
  • TOPIC INDEX 1 Crisis Manual Overview This Crisis Management and Recovery (CMR) Manual is an action document to guide the CMR Team in managing a crisis. It is designed to -  Assist in assessing threats before they happen  Offer scenarios and responses to identify crises that could affect the organisation’s operations  Build the University’s preparedness for a crisis  Give instant guidance to the CMR Team  Identify the appropriate response actions to resolve the crisis  Delineate the roles and responsibilities of individual Team members  Cover all aspects of the communications required during a crisis event  Assist the spokesperson and University to respond to stakeholders  Establish liaison with internal/external emergency services and other external organisations during a crisis  Help victims’ families and staff/students cope and recover  Define the appropriate audit trail and administrative processes to be followed  Support the recovery process and speed the resumption of business once the crisis is over The University’s Emergency Response Group (EMRG) will manage the emergency response to a physical incident. When the EMRG is called out the incident will be reported to the CMR Team Leader who will decide whether or not to call out the CMR Team. In the case of a critical event it will be the responsibility of the Emergency Services Coordinator to liaise with the ERG to provide the CMR Team with accurate and up-to-date information on the physical response to the incident.
  • The Manual takes a team approach to crisis management and recovery, with each Team Member given specific roles and responsibilities before, during and after any crisis that are allied to their key management competencies. Case studies of threats, analyses and responses are included to give Team Members an idea of the type of crisis with which they may become involved, and to give an overview of the routes to containment, control and recovery. The Manual gives clear guidelines for crisis classification and for the call-out procedure, as well as Team and Members’ active roles in bringing an issue to resolution. Since what is said during a crisis is critical, the Manual emphasises communications: in defining the appropriate communication facilities that are required, in setting and communicating the message strategy across a range of stakeholders, and in handling the public desire for information. A contact directory is given to ensure all parties, internal and external, are contactable when required. Responsibility for ensuring that the information contained in this manual is kept up-to-date rests with the Crisis Team Co-ordinator while the Team Leader is responsible for ensuring that the Plan is periodically tested and that simulated crisis exercises are conducted. Finally, the Manual also lays down the appropriate audit trail and administrative processes that must be followed towards recovery, and appendices give examples of the various logs and records that should be maintained during crisis resolution.
  • 2 Manual Distribution The following people within the University of Queensland are required to have an up-to-date copy of, and be familiar with, the Crisis Management and Recovery (CMR) Manual - Public Spokesperson: Douglas Porter Secretary and Registrar Team Leader: Douglas Porter Secretary and Registrar Human Resources: Shard Lorenzo Director HR Division Media Coordinator: Jan King Office of Marketing and Communications Student Affairs Coordinator : Linda Bird Director Student Administration Emergency Services Co-ordinator: Warren Collyer Manager Security Commercial Services Co-ordinators: Paul Mullooly Chief Financial Officer Legal Team Coordinator: Dorothy Collins University Legal Officer Recovery Coordinator: Geoff Dennis Operations manager IT/Control Room Co-ordinator: Wilfred Brimblecombe Manager IT Services Support Group Co-ordinator: Leith Baird A/Director Client Services Crisis Team Coordinator: Phil Procopis Director Assurance and Risk Management Duty officer: Warren Collyer Manager Security OHS Co-ordinator: Gary Chaplin Associate Director OH&S Unit
  • 4 Crisis Definition A crisis is defined as - “An adverse incident or series of events that have the potential to severely damage the University’s people, operations, environment and its long-term prospects and or reputation.” This CMR Manual provides a framework within which The University of Queensland can manage a crisis, and create clear and defined objectives for recovery. This Manual has been developed as a reference for the CMR Team to ensure that, in the event of a crisis, all issues are addressed properly. It takes an operational and strategic overview to ensure that a crisis is contained and controlled properly. The key to a successful CMR program is to be aware of the threats which can confront management, and to be well practised in their resolution. Management skills in communicating with staff, students, the media and the community, together with the ability of management to determine post-crisis goals and recovery strategies, can determine the short-term profitability of the University and even its long-term survival prospects.
  • 5 Crisis Classification and Reporting This procedure provides definitions for initial incident assessment and subsequent crisis classification, and delineates responsibilities for the activation of the CMR Team. All incidents must be reported immediately to Security Section at St Lucia Campus on the emergency number 0733653333 (internally ext 53333) regardless of the location of the incident. The Duty Officer will then notify management as indicated below. 5.1 Insignificant Event An Insignificant Event is a minor incident or problem, or other internal event which can be handled by campus personnel using standard operating procedures. It is not visible off-campus, requires no external emergency services response team, and requires no report to local, State or Federal regulatory authorities. Reporting Normal line management reporting lines 5.2 Minor Event A Minor Event is a minor incident or minor injury. It may also be an internal event, which may require a report to outside agencies, but which presents no external threat and requires no assistance or protective actions by external personnel. The situation is under control. However, response by external personnel may be required. Reporting Local response only 5.3 Moderate Event A Moderate Event is an incident or event, which has the potential to escalate to a more serious crisis and/or affect operations, and which involves activation of an emergency response, and/or the CMR Team. The incident is not under control but poses no threat to off-campus areas. However, response by external personnel may be required. Reporting CMR Team notification via Duty Officer 5.4 Major Event A Major Event is a serious event such as a fatality, serious injury, fire, explosion, material release, natural occurrence, or local incident which involves the activation of the CMR Team, internal emergency response, and/or external emergency response teams. It may also be another event that has occurred or is imminent, which poses a threat to third parties and/or seriously affects operations. The crisis is not under control, and action by off-campus personnel is necessary. Reporting CMR Team call-out via Duty Officer.
  • Crisis Classification/Reporting (cont’d) 5.5 Critical Event A Critical Event is a severe crisis such as a number of fatalities and serious injuries, a natural disaster which seriously affects operations, a large fire, explosion, sabotage, material release, civil/student unrest (which is likely to involve internal or external emergency services), environmental issues, or ethical damage. It may also be any business or financial incidents reflecting on the University’s reputation, or other local events that have occurred or are imminent which seriously affect third parties and/or operations. The crisis is not under control, and protective actions by external entities are necessary and ongoing. Reporting CMR Team call-out via Duty Officer.
  • 6 Mobilisation Situations It is the responsibility of the CMR Team Leader to call out the CMR Team if and when appropriate. While not inclusive, the following are major situations which should prompt a decision.  A serious threat, or occurrence, of injury or death to any staff, student, contractor, or member of the public  Major incidents which could affect operations (large-scale incidents, major asset damage, natural disasters, etc)  Serious negative business occurrences  Serious management failure, fraud, or misconduct  Serious perceptual damage to the University’s reputation  Serious and persistent University-related rumours or innuendo  An escalating critical incident of any kind  An occurrence of any of the critical threats identified in this Manual
  • 7 Crisis - what to do first 7.1 Action by Staff and Security Section As soon as possible, notification of any Moderate, Major, or Critical Event at University of Queensland or involving the University must be given to the appropriate Duty Officer at University Security . The Duty Officer will then -  Obtain all necessary details from the caller, and fill in the Crisis Incident Report Form  Notify the CMR Team Leader, or alternate, of the incident where necessary and provide Crisis Classification details  If directed by the CMR Team Leader, contact the Control Room Co-ordinator to prepare the Control Room  If directed by the CMR Team Leader, mobilise the CMR Team The Duty Officer, and all CMR Team Members, must be contactable 24 hours a day. To ensure this support staff should as far as possible be aware at all time of the whereabouts of Team Members and their alternates. On instruction by the Team Leader, the Duty Officer will notify all Team Members or alternates of the call-out by landline, mobile phone, or pager. The Duty Officer will also be responsible for ensuring that his/her contact number is given to the Team Leader and delegate, and that the number is distributed to all appropriate personnel. 7.2 Action by the CMR Team Leader On notification of an incident, assess the situation and decide what CMR Team action (if any) is necessary. If the CMR Team is required -  Advise the Duty Officer to mobilise the CMR Team to the Control Room  Advise the Duty Officer to notify the Control Room Co-ordinator to prepare the Control Room  Advise the Support Group Co-ordinator to call out all necessary support staff  Proceed to the Control Room, and brief the CMR Team members on the current situation  Manage and direct CMR Team members as required  Report the situation to other management  Report the situation to key contacts
  • 8 Team Roles 8.1 Purpose and Task The purpose of the CMR Team is to control and minimise loss (human, financial, resource, reputational) related to an escalating critical incident or crisis, and to protect the interests of all those with a vested interest in the organisation. In a crisis, the role of the CMR Team will be to -  Confirm the situation  Analyse the facts  Identify objectives  Consider possible courses of action  Decide, and implement, courses of action  Manage the wider operational issues and ramifications  Ensure effective liaison with all stakeholders  Recover and resume the University business Strategic and tactical support during a major crisis will also be available from internal and external emergency services. The University of Queensland’s CMR Team's principal function is to provide local resolution of the problem and to reduce any impact on campus and on the University’s reputation, its staff/students/third parties, assets and earnings, and the environment. The Team will also be responsible for anticipating any potential crisis scenarios, and for the planning and implementation of strategies to deal with such crises. 8.2 Procedures pre-Crisis  Form a CMR Team, and assign roles with alternates for each role  Identify threats and responses  Set recovery and business resumption goals  Appoint a Duty Officer  Ensure safekeeping and updating of the CMR Manual  Periodically rehearse (including testing of linkages between campuses and with internal and external emergency services)  Train and prepare under varying threat scenarios  Establish and maintain close links to all available internal and external support services
  • 8 Team Roles (cont’d) 8.3 Procedures during a Crisis (Critical Event)  Call out CMR Team to Control Room and begin program to contain and manage the event  Maintain a Log of Events  Co-ordinate with Control Room, Team members, and emergency response services  Brief the Public Spokesperson  Maintain Crisis Telephone Call Register and Media Call Log  Assess threats, impacts, and ramifications, and respond to resolution and recovery  Develop University position and message strategy  Set up telephone hotlines/call centre to cope with additional incoming calls  Assess statutory and reporting requirements to Government  Identify stakeholder key issues and grievances  Seek support, where required, from objective authoritative bodies  Ensure management, staff and students are fully informed  Ensure preparation of background information for media, Government and other stakeholder briefings  Monitor media 8.4 Procedures post-Crisis  Maintain recovery goals  Conduct post-incident review  Establish top level legal, insurance and commercial counsel and advice  Brief internal stakeholder audiences  Brief and regularly update media  Establish counselling and ongoing welfare/rehabilitation, as required  Provide briefing to key external stakeholders  Consider post-crisis recommendations  Integrate learnings into CMR Manual  Develop crisis case study sheet/s