[CM] [SMU] [C3] Crisis Management Framework for SMU

Chapter 3: Crisis Management Framework for SMU

Crisis management ensures Singapore Management University's (SMU) resilience and continuity.

As an institution that serves thousands of students, faculty, and staff, SMU must be prepared to respond to a wide range of crises that could disrupt operations, compromise safety, and damage its reputation.

This chapter outlines the university's crisis management framework, aligned with ISO 22361, and details the types of crises and disasters that SMU must manage within its business continuity management (BCM) plan.

Key Crisis Management Principles

ISO 22361 provides international best practices for crisis management, guiding organisations in preparing for, responding to, and recovering from crises.

Effective crisis management at SMU is built on the following ISO 22361-aligned principles:

1. Leadership and Governance: Establishing a crisis management team with defined roles and responsibilities. Crisis management in SMU requires strong leadership, clear governance structures, and defined decision-making roles.
2. Crisis Risk Scenario Assessment and Planning: Identifying potential crisis scenarios and their impacts.
3. Preparedness and Planning: Regular crisis risk scenario assessments, crisis simulations, and stakeholder engagement are crucial for readiness.
4. Response and Coordination: Implementing structured response mechanisms
   
5. Communication and Transparency: Timely, accurate, and transparent communication helps manage public perception and maintain trust.
6. Communication and Stakeholder Engagement: Ensuring effective internal and external communication during crises.
   
7. Collaboration and Coordination: Involving internal and external stakeholders ensures a holistic crisis response.
8. Flexibility and Adaptability: Crisis response should be dynamic, allowing quick adjustments based on evolving situations.
9. Training and Exercises: Conducting regular drills to enhance preparedness.
   
10. Continuous Improvement: Post-crisis reviews and lessons learned should inform future crisis preparedness efforts.

Leadership and Governance

Effective crisis management at Singapore Management University (SMU) requires strong governance and leadership aligned with ISO 22361 standards.

The university’s executive leadership plays a pivotal role in establishing crisis management policies, ensuring that governance structures are in place to support a robust crisis response.

Key elements of governance and leadership in SMU’s Crisis Management Framework include:

• Crisis Management Policy: A formal policy defining SMU’s commitment to crisis management, including risk assessment, preparedness, response, and recovery.
• Senior Leadership Oversight: The President and senior management provide strategic direction and accountability for crisis response efforts.
• Decision-Making Authority: Clearly defined roles and responsibilities ensure efficient decision-making during crises.
• Resource Allocation: Commitment of financial, human, and technological resources to crisis preparedness and response.

Crisis Management Team (CMT) Structure and Roles

SMU’s Crisis Management Team (CMT) leads the university’s crisis response. The team structure aligns with ISO 22361 and follows a tiered approach to ensure effective coordination and decision-making.

Composition of the CMT

• Chairperson of CM Team: The President or a designated senior leader who provides overall direction and authority during a crisis.
• CM Team Leader or Crisis Director: 0The head of the crisis response, responsible for coordinating all crisis activities and liaising with leadership.
• CM Team Members: A group of functional leaders managing specific crisis aspects, such as IT, security, facilities, and communications.
• Departmental Representatives: Key personnel from various university units ensuring a coordinated response across academic, administrative, and support services.

Roles and Responsibilities

• Chairperson of CM Team: Approves crisis management plans, leads high-level decision-making, and communicates with external stakeholders.
• CM Team Leader or Crisis Director: This person manages the CMT, coordinates crisis response efforts, and ensures timely updates.
• CM Team Members: Implements response measures, supports affected individuals, and restores university operations.
• Communications Officer: Handles internal and external communications, ensuring timely and accurate information dissemination.
• Liaison Officers: Coordinate with government agencies, emergency responders, and other external stakeholders.

Crisis Communication Strategy

A well-defined crisis communication strategy is essential to maintaining trust, minimizing misinformation, and ensuring effective crisis response. SMU’s communication strategy aligns with ISO 22361 principles and consists of:

Communication Objectives

• Provide timely and accurate information to students, faculty, staff, and external stakeholders.
• Maintain transparency and credibility throughout the crisis.
• Manage public perception and media relations effectively.
• Support crisis recovery efforts with clear messaging.

Communication Channels

• Internal Communication: University email, SMS alerts, emergency notification systems, and internal portals.
• External Communication: University website updates, press releases, social media, and direct engagement with media outlets.
• Stakeholder Briefings: Regular updates for faculty, students, parents, and external agencies.

Crisis Messaging Protocol

1. Situation Assessment: Gather verified information from credible sources.
2. Message Formulation: Develop clear, consistent, and fact-based messages.
3. Dissemination: Use multiple communication channels to reach the intended audience.
4. Monitoring and Feedback: Track media coverage and stakeholder responses to adapt messaging accordingly.

Coordination with External Agencies and Stakeholders

Effective crisis management requires collaboration with external agencies and stakeholders. SMU follows ISO 22361 best practices to coordinate seamlessly with government bodies, emergency services, and partner institutions.

Key External Stakeholders

• Government Agencies: Ministry of Education (MOE), Ministry of Home Affairs (MHA), and relevant regulatory bodies.
• Emergency Services: Police, fire, medical, and security agencies for immediate response.
• Media Outlets: Newspapers, television, radio, and digital media to ensure accurate information dissemination.
• Community Partners: Nearby businesses, local authorities, and service providers that may assist during crises.

Collaboration Framework

• Memorandums of Understanding (MoUs): Establish formal agreements with key agencies for emergency response coordination.
• Joint Training Exercises: Conduct crisis simulations and drills with external stakeholders to ensure readiness.
• Information Sharing Protocols: Implement secure channels for exchanging critical information with emergency responders and government bodies.
• Post-Crisis Reviews: Engage external partners in post-crisis debriefings to enhance future preparedness.

Summing Up ...

By implementing this Crisis Management Framework, SMU ensures a resilient response to crises, safeguarding its students, faculty, and operations while aligning with ISO 22361 standards.

This chapter provides the foundation for SMU’s crisis management framework, ensuring a structured and proactive approach to handling crises while upholding the university’s commitment to safety, resilience, and operational continuity.