Implementing an Effective Crisis Management & Recovery Plan “The Monash University Experience”

Implementing an Implementing an Effective Crisis Effective Crisis Management & Management & Recovery Plan Recovery Plan

“The Monash University Experience”“The Monash University Experience”

Prepared & presented by Russell Gammie, Monash University Security Manager & Crisis Team Coordinator to TEFMA Workshop QUT Gardens Point, 23 Prepared & presented by Russell Gammie, Monash University Security Manager & Crisis Team Coordinator to TEFMA Workshop QUT Gardens Point, 23 June 2008 June 2008

Crisis Management & Recovery Planning – The Monash Crisis Management & Recovery Planning – The Monash Experience Experience An OverviewAn Overview

► What is a CMR Plan & why is it necessary?What is a CMR Plan & why is it necessary?► Essential elements for implementing the CMR Essential elements for implementing the CMR

PlanPlan► Monash University’s approach to CMR planningMonash University’s approach to CMR planning► The plan in action - “October 2002 campus The plan in action - “October 2002 campus

shooting”shooting”► Lessons learnedLessons learned► Where to from here at MonashWhere to from here at Monash

Why CMRP is important?

► Good Corporate Governance Good Corporate Governance ► Business Success & Continuity Business Success & Continuity ► Common Law ‘Duty of Care’ (Civil Actions)Common Law ‘Duty of Care’ (Civil Actions)

Various State Legislation (Acts/Regs) Various State Legislation (Acts/Regs) o OHS, Dangerous Goods, Building Control Act, OHS, Dangerous Goods, Building Control Act, o Crimes Act (Conduct endangering life Crimes Act (Conduct endangering life

(negligently)(negligently)o Australian Standards 3745/2002Australian Standards 3745/2002

► Provide leadership/inspire Provide leadership/inspire confidence/coordinated responsesconfidence/coordinated responses

► How surprised do you really want to be?How surprised do you really want to be?

Crisis Management & Recovery Planning – The Monash ExperienceCrisis Management & Recovery Planning – The Monash Experience

Important DefinitionsImportant Definitions

► Crisis- is an adverse incident, or series of events that have the potential to seriously damage an organisation’s people, operations and/or reputation

► Crisis Management is the development of a system to minimise the impact of a crisis on an organisations people, operations and/or reputation and to assist an organisation to recover from such an event

► Emergency- is a sudden, unexpected event that requires an immediate response from internal or external emergency services

► Emergency Management – the development of an effective incident response system focused on controlling the event o Evacuation Planso OHS Procedureso Standard Operating Procedures


Misconceptions on crisis management!!Misconceptions on crisis management!!

Most organisational crises result from natural events (storms etc.) or from industrial accidents (fires, explosions etc.) which occur suddenly. ►75% of organisational crises are caused by management actions and slow-burning events such as fraud, executive dismissal, sexual harassment, misleading advertising etc

The nature of organisational crises has remained relatively constant over time.►There has been a dramatic increase over the last 10 years in the number of organisational crises precipitated by class action lawsuits, sexual harassment and fraud.

Heavy manufacturing is the most crisis prone industry

Banking, stockbroking and insurance industries top the list of industries that have experienced the most crises over the last decade


► Human resource management► enterprise bargaining disputes ► unfair dismissals/litigation

► Personnel► loss of key personnel ► industrial relations ► theft, misappropriation

► Operational► Poor service delivery ► Unsafe practices ► planning and scheduling conflicts ► Resource failure

► Financial► audit risk ► bad debts ► cash/fund management shortfall ► exchange rate movements ► fines/judgment orders ► fraud ► inaccurate accounting and/or reporting ► inadequate costing systems (leading to unsustainable pricing) ► inadequate insurance ► inventory risks► negligence ► utilities interruption

► Disasters which affect senior and key staff► accidents (for example, building, vehicle, aeroplane, train)


► Natural and man-made disaster► arson ► attack by deranged persons ► community exposure to pollution ► electrical 'spikes' ► epidemic ► espionage ► fire ► flooding ► industrial accidents ► lightning strikes ► power cuts ► sabotage/vandalism ► staff exposure to long-term hazards and pollution ► water cuts

► Political► changes in government ► community expectations ► legislative changes

► Economic cycle/marketing► competition ► undetected changes in market/customer demands

► Contractual/legal► breach of contract ► director and officer liability ► errors and omissions ► limitation of liability ► product liability ► public liability ► statutory breaches

► Business activity by-products► client service ► computer breakdown ► contingency planning/business resumption ► occupational injury, illness, physical security, property loss


RecoveryRecoveryPreparednessPreparedness

Benefits of CMR PlanningBenefits of CMR Planning

► Individual & group CMR responsibilitiesIndividual & group CMR responsibilities► Resources availableResources available► CommunicationsCommunications► Action PlansAction Plans► Known ModelKnown Model► Internal/External ConfidenceInternal/External Confidence


Evolution of Crisis Management Planning at Monash

► Initially identified during Y2K risk management planning projects.

► Received strong support at VC, DVC and VCG. ► Proposal to develop & implement a University

wide CMRP presented University Council in June 2001.

► Unanimous support (particularly from council members with banking and finance experience).

► A&RM Office developed a project plan and tenders were sought from external experts in this area to co-source the project.


Obtaining the ‘buy-in’ of senior managementObtaining the ‘buy-in’ of senior management

► Engage ‘most senior’ university staffEngage ‘most senior’ university staff

► Enlist direct participationEnlist direct participation Risk identification/minimisationRisk identification/minimisation TrainingTraining

Their direct interest and action effects theTheir direct interest and action effects the

strength of the CMR planning and outcomesstrength of the CMR planning and outcomes


Monash University’s approach to CMR Monash University’s approach to CMR planningplanning

► Established a CMR management modelEstablished a CMR management model► Developed communication protocolsDeveloped communication protocols► Created CMR Teams all campusesCreated CMR Teams all campuses► Identified and resourced CMR facilities/equipmentIdentified and resourced CMR facilities/equipment► CMR ManualCMR Manual

Risk Analysis and Mitigation plansRisk Analysis and Mitigation plans Action plan for threats and responsesAction plan for threats and responses Crisis classificationCrisis classification MobilisationMobilisation

► Maintaining currency/adequacy of CMR arrangementsMaintaining currency/adequacy of CMR arrangements► TrainingTraining► TestingTesting


CMR TeamCMR Team

► Team Leader► Crisis Team Coordinator► Emergency Services Coordinator ► OHSE Coordinator► Business Recovery/Support Services Coordinator► Support Group Coordinator► IT/Control Room Coordinator ► Switchboard/Call Centre Coordinator► Human Resources Coordinator► Public Spokesperson► Media Coordinator/Internal Communications

Coordinator► Internal Communications Coordinator► Advisor to Crisis Team

Berwick CMR Team

Caulfield CMR Team

Gippsland CMR Team

Parkville CMR Team

Peninsula CMR Team

Malaysia CMR Team

South Africa CMR Team

CMR ManualCMR Manual

► Hard copy & On-LineHard copy & On-Line► ContactsContacts► Nominated CMR facilitiesNominated CMR facilities► Crisis ClassificationsCrisis Classifications► Mobilisation ProcessMobilisation Process► Team RolesTeam Roles► Threats and ResponsesThreats and Responses► Communication StrategyCommunication Strategy► Recovery StrategyRecovery Strategy► Associated FormsAssociated Forms


Annual CMR ProgramAnnual CMR Program

►CMR Program assigned to Security CMR Program assigned to Security ►CMR Program Coordinator (full time)CMR Program Coordinator (full time)►Operational Budget $60KOperational Budget $60K

Maintain currencyMaintain currency Training all campusesTraining all campuses Exercise all campusesExercise all campuses

►AuditsAudits Each campusEach campus Program audit to university councilProgram audit to university council


Two shot dead, five wounded at Monash UniTwo shot dead, five wounded at Monash UniThe Melbourne AgeOctober 21 2002October 21 2002

· Two shot dead in tutorial room· Two shot dead in tutorial room· Two students crash tackle gunman· Two students crash tackle gunman· Shooter of Asian appearance, armed with handguns· Shooter of Asian appearance, armed with handguns· Dead both of Asian appearance· Dead both of Asian appearance· Classes cancelled· Classes cancelled· Police make arrest· Police make arrest· Helpline phone numbers: 03 9545 6961 and 03 9545 · Helpline phone numbers: 03 9545 6961 and 03 9545 65796579

Two people are dead and five injured after a man armed with Two people are dead and five injured after a man armed with a number of handguns opened fire on a room of students at a number of handguns opened fire on a room of students at Monash University's Clayton campus today. Police say the Monash University's Clayton campus today. Police say the man, aged in his mid-30s, was tackled by several people in man, aged in his mid-30s, was tackled by several people in the room.the room.


The October 2002 shooting on Clayton campus

► At approximately 11am on 21 October 2002, a fourth year honours student armed with a number of handguns opened fire on his classmates in an econometrics tutorial room on the 6th floor of the Robert Menzies Building at Clayton Campus.

► Two students died instantly in the attack and another 5 people were wounded before staff and students in the room disarmed the gunman.

► It was estimated that there were approximately 2000 people in the Menzies Building at the time of the shootings.

► Three of the wounded students fled the building and ran into the adjacent Student Centre building to seek medical attention.


The October 2002 shooting on Clayton campus (continued)

► Within 10 minutes of the shootings the Vice-Chancellor mobilised the Corporate CMR Team.

► Police and the media already on campus.

► The Police established their crisis command centre at the crime scene and sealed off the Menzies Building.

► Police liaison with CMR Team established.

► Perpetrator arrested, injured removed my emergency services, no access to crime scene.

► Responsibility for managing the rest of the University’s people, operations and reputation lay squarely with the Corporate Crisis Team over several days.

► Recovery lasting over many months.Crisis Management & Recovery Planning – The Monash ExperienceCrisis Management & Recovery Planning – The Monash Experience

Lessons learnt

► Any plan is better than no plan

► Ensuring the CMR Team is intimate with the University’s CMR arrangements.

► The need for back up contingencies

► Enormous number of decisions/actions during and after crisis. (Beyond the capacity of one person).

► Huge number of internal & external stakeholders.

► Crisis plans need to be tested regularly and where relevant, emergency services personnel invited to attend as observers at crisis simulations

► Plans can quickly become out of date


Lessons learnt (continued)

► Crisis control room requires essential communication and support resources.

► Plan must be available to key Operational areas such as, IT, switchboard, student counseling, security, marketing etc.

► Need to establish an effective message strategy at the earliest

► Establish effective communication channels with Police/others.

► VC should have the public spokesperson role on the crisis team with a senior DVC having the team leader role

► All decisions of the crisis team should be logged


►Russell GammieRussell Gammie►Monash UniversityMonash University►(03) 9905 1316(03) 9905 1316►[email protected]@adm.monash.edu.au

Documents

Implementing an Effective Crisis Management & Recovery Plan “The Monash University Experience”