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AURIMS 2008 CRISIS MANAGEMENT AND RECOVERY

AURIMS 2008 CRISIS MANAGEMENT AND RECOVERY. Bob Burnet Ross Campbell & Associates. BCP/Risk Mgt/Crisis Mgt. BCP – business impact analysis (prevention?) recovery CRISIS MGT – managing the unplanned critical incident and recovery. Agenda. Definition of a crisis

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AURIMS 2008 CRISIS MANAGEMENT AND RECOVERY

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  1. AURIMS 2008CRISIS MANAGEMENT AND RECOVERY Bob Burnet Ross Campbell & Associates

  2. BCP/Risk Mgt/Crisis Mgt • BCP – business impact analysis (prevention?) recovery • CRISIS MGT – managing the unplanned critical incident and recovery

  3. Agenda • Definition of a crisis • Recent incidents • Components of a CMR plan • Factors for success • A University CMR program • Questions and discussion

  4. Crisis definition A critical event or series of events that seriously threatens the University’s people, operations, assets, environment, or long-term prospects and reputation

  5. Monash shootings factorsOctober 2002 • Two killed, five taken to hospital • Campus community shocked and distressed – huge counselling required • Security confusion about actual location of shooting

  6. Monash shootings factorsOctober 2002 (contd) • Mobile telephone network collapse • News media arrived within minutes • Issues regarding evacuation • Potential impact on local and international student market

  7. Monash learnings • Prior training essential • Team Leader and Public Spokesperson cannot be performed as one role in a large organisation • Issue internal and external communications early

  8. Monash learnings (contd) • Do not rely on mobile telephones • CMR team members need to be easily identified • Ensure all university communications emanate from the Control Centre (Public Spokesperson or Media Coordinator)

  9. UNEXPECTED UNPLANNED UNUSUAL UNBELIEVABLE VIRGINIA TECH – 32 DEAD, 25 INJURED

  10. “Details page” – 16/4/07 late afternoon

  11. Virginia Tech • Integrate comprehensive emergency management plan across organisation • Institute regular practice of emergency management response • Develop a clear communication plan and tools to communicate rapidly • Provide immediate and long term mental health support • learn from experience

  12. NORTHERN ILLINOIS UNIVERSITY 14.2.08 • “The first warnings to students were issued at 3.20 pm, about 20 minutes after the incident erupted.” • “Students can go to any residence hall for counselling” Local Illinois press 15 February 2008

  13. Shooting Test Case Monash 2008

  14. Central Queensland University “Canberra failing to regulate rogue colleges More than 60 overseas students went on hunger strike yesterday…..after being examined on material they were not taught. It is the second time in a year that international students have protested about their treatment at the Lonsdale Street “shopfront” campus of Central Queensland University.” - The Age, 15 March 2007

  15. Central Queensland University “Uni put on notice The Melbourne campus of a Queensland university has been given three months…..after a State Government audit found its curriculum development and assessment are inadequate.” The Age – 24 August 2007

  16. University of Canberra “A sense of shame and secrecy has descended in Canberra over the death of an international student failed by the systems…the 35-year-old student had lain dead, unmissed and unnoticed for seven months.” – TheAustralian, 16 March 2005

  17. RMIT University “RMIT staff member with tumour terminally ill” The Age, 16 May 2006 “Calls double over RMIT tumour fear” The Age, 17 May 2006

  18. Threat Identification and Response • Environmental • Emergency services • Infrastructure • Human resources • Management • Research and teaching Refer circulated document

  19. Escalation • Critical • Major • Moderate • Minor • Insignificant Severe crisis. Call out CMR Team Injuries/fatalities; reputation; ext.services; ext. report. Call out CMR Team Potential to escalate; ext.services; ext.report; notify Team Leader. Call out CMR Team? Minor illness/injury; ext.services?; ext.report?; handle on site Not visible; no ext.services; no ext. report; SOPs; handle on site

  20. Public Spokesperson (and Strategic Adviser) Team Leader Support Group Coordinator Human ResourcesCoordinator Student Services Coordinator Recovery Coordinator Emergency Services Coordinator ICT/Control Room Coordinator Media Coordinator Crisis Response Team

  21. Human Resources Coordinator • Staff, student and next-of-kin detailsreadily available • Communicate with staff/students • Establish next-of-kin centre/telephone response • Establish protocols for notifying NOK • Ongoing support/welfare/counselling

  22. Media Coordinator • Message strategy • Media releases/statements • Media interviews/press conferences • Staff/student communications • Media monitoring • Media management/holding room • Establish media call centre • Advise Public Spokesperson

  23. Commercial Issues • Legal • Insurance • Customers • Record of Incident • Recovery Plan • Short term operations • Long term recovery goals • Strategy • Documented Plan • Emergency/Security • Procedures • Liaison • Resources • Site safety/security CRISIS MANAGEMENT • Public Affairs • Interviews • Media statements/releases • Media management on site • Community relations • Ministerial interface • Police media liaison • Human Resources / • Student Services • Records • Delivering the message • Support for: • Students • Staff • Victims • Next-of-kin • Visitors • Local community • Control Room • Control centre • Communications equipment • Documentation/logs

  24. Calls/communications flow Switchboard Normal Business Media Next of Kin Students Staff Local Community Government 1800 hotline Crisis Telephone Response Team CMR Team Stakeholders - Staff Students Media Govt Media Support Team HR/ NOK Support Team Business Calls

  25. Critical success factors • Put people first • Respond and control fast at the site • Communicate only confirmed information • Update crisis team & stakeholders regularly • Focus on recovery from the outset • Integration of operations, communications & strategic oversight/control • Clarity of roles, responsibilities and procedures

  26. Critical success factors (cont)... • Preconfigured facilities and infrastructure (communications vital) • Integration with business continuity, technical disaster recovery, emergency procedures, security and other contingency measures • Training/testing/audit/review/revision • Keep a record of CMR team actions

  27. Issues Management

  28. Issues Management Most potential crises are on your desk Identify issues Resolve issues & avoid crises

  29. Issues Management What were the issues for: • Monash, Virginia Tech, Northern Illinois • Central Queensland University • University of Canberra • RMIT

  30. A University CMR program CMR INTRODUCTION CMR workshop and hypothetical exercise Corporate CMR manual prepared Annual desktop or full-scale exercise

  31. Ross Campbell & AssociatesCRISIS MANAGEMENT

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