[CM] [SMU] [C2] Understanding Your Organisation: SMU

Chapter 2: Understanding Your Organisation: Singapore Management University (SMU)

Effective crisis management begins with a comprehensive understanding of the organisation it seeks to protect.

Singapore Management University (SMU) is a premier institution of higher learning. It is known for its innovative curriculum, strong industry connections, and commitment to producing graduates who excel in an ever-changing global landscape.

To develop a robust crisis management framework aligned with ISO 22361, it is essential to analyse SMU’s organisational structure, key stakeholders, critical functions, and potential risks.

Organisational Profile

Vision and Mission

SMU’s vision is to be a world-class university that fosters excellence in teaching and research while contributing to the betterment of society. Its mission encompasses:

• Delivering transformative education and lifelong learning opportunities.
• Conducting interdisciplinary research that addresses global and regional challenges.
• Engaging with industry and government to drive innovation and social impact.

Campus and Facilities

SMU’s urban campus is strategically located in the heart of Singapore, integrating seamlessly with the city’s business district. Key facilities include:

• Schools of Business, Law, Social Sciences, Economics, Information Systems, and Accountancy.
• A state-of-the-art library and research centres.
• Auditoriums, conference facilities, and student activity hubs.
• On-campus housing and sports complexes.

Organisational Structure

SMU comprises six schools:

1. Lee Kong Chian School of Business
2. School of Accountancy
3. School of Economics
4. School of Information Systems
5. School of Law
6. School of Social Sciences

The university also houses various research centres and institutes, each contributing to its academic reputation and operational complexity.

Key Stakeholders

Understanding SMU’s stakeholder ecosystem is critical for effective crisis management. The key stakeholders include:

Internal Stakeholders

• Students: Undergraduate and postgraduate students pursuing various academic disciplines.
• Faculty and Staff: Academics, researchers, and administrative personnel responsible for university operations.
• Senior Management: The President, Deans, and crisis management team who lead institutional decision-making.
• Alumni: A global network of graduates who maintain strong connections with the university.

External Stakeholders

• Government Agencies: Regulatory bodies such as the Ministry of Education (MOE) and other statutory boards.
• Industry Partners: Corporations and businesses collaborating with SMU on research and talent development.
• Media and Public Relations: Communication channels that shape public perception of the university.
• Parents and Guardians: Families of students with a vested interest in SMU’s crisis response.

CM Goals, Objectives and Assumptions

CM Goals

• Ensure the safety and well-being of students, faculty, staff, and visitors.
• Protect university assets, including infrastructure, research, and digital resources.
• Maintain operational continuity and minimise disruptions to academic and administrative functions.
• Safeguard SMU’s reputation and uphold public trust.

CM Objectives

• Establish a comprehensive crisis management plan aligned with ISO 22361 standards.
• Develop clear crisis communication protocols to ensure timely and adequate information dissemination.
• Train and equip crisis management teams to handle various emergency scenarios.
• Conduct regular risk assessments, drills, and simulations to enhance crisis preparedness.
• Foster a culture of resilience and continuous improvement in crisis response strategies.

CM Assumptions

To ensure effective crisis management planning, SMU operates under several key assumptions:

• Crises may arise unexpectedly and require rapid response measures.
• The university’s crisis management team will be activated in line with predefined response protocols.
• Critical operations must be maintained or restored as quickly as possible to ensure minimal disruption to academic and administrative functions.
• Coordination with government agencies, industry partners, and internal stakeholders is essential for an effective crisis response.
• Communication channels will remain operational to provide timely updates to students, faculty, staff, and external stakeholders.
• Regular training, simulations, and risk assessments will enhance preparedness and improve response efficiency. A successful crisis management program at SMU should focus on key goals and objectives that enhance preparedness, response, and recovery efforts.

Critical Business Functions and Operations

Identifying and safeguarding critical business functions (CBFs) ensures minimal disruption during a crisis. This identification is conducted during the Business Impact Analysis (BIA) Phase as part of the BCM planning process. The CM Team will be required to work with the BCM Team to ascertain the CBFs.

Key operational areas include:

Academic and Research Activities

• Continuous learning through in-person and digital platforms.
• Research initiatives addressing global and regional issues.
• Accreditation and quality assurance of academic programs.

Student Services

• Admissions, enrolment, and student support services.
• Mental health and counselling resources.
• Career services and internship programs.

IT and Cybersecurity

• Maintaining secure digital learning platforms and research databases.
• Data privacy and protection in compliance with regulations.
• Cyber resilience to mitigate potential breaches or attacks.

Facilities Management and Security

• Ensuring the safety and functionality of campus buildings.
• Implementing emergency response and evacuation plans.
• Managing access control and surveillance systems.

Risk Landscape

A thorough risk assessment is necessary to anticipate potential crisis scenarios. SMU’s risk landscape includes:

Physical and Environmental Risks

• Fire, floods, or structural damage to campus facilities.
• Health emergencies, including pandemics and disease outbreaks.

Operational and Technological Risks

• IT system failures and cybersecurity threats.
• Disruptions in supply chain and third-party services.

Reputational and Compliance Risks

• Negative media exposure affects the university’s image.
• Regulatory non-compliance leads to penalties or loss of accreditation.

Summing Up ...

Understanding Singapore Management University’s structure, stakeholders, and risk landscape provides a solid foundation for developing a crisis management plan aligned with ISO 22361.

By identifying critical functions and potential threats, SMU can proactively strengthen its resilience and ensure a swift, coordinated response to any crisis.

The following steps involve establishing a crisis management team, defining response protocols, and conducting regular training and simulations to enhance preparedness.