Crisis plan for Stockholm University

This plan can also be downloaded in PDF format. (See below.)

Contents

1. Purpose and objective
2. Incidents covered by the crisis plan
3. Crisis management structure
   1. Crisis management group
   2. Crisis support group
   3. Crisis communications group
4. Documentation
5. Departments/units
6. Checklist
7. Miscellaneous

1. Purpose and objective

The purpose of the university's crisis plan is to prepare cohesive, clear crisis management and to define routines for a response to serious incidents. Everything from the department/unit concerned, a person or the entire Stockholm University.

Crisis planning will prioritise the following:

• rapid establishment of cohesive management with clear allocation of roles,
• liaison with those involved at central and local level at the university,
• efficient media contact and effective information for personnel, students, relatives and the general public
• prevention of rumours spreading.

The objective of activating the crisis management group is to:

• provide a good overview of the incident,
• coordinate resources within the university,
• help gain control of the incident,
• minimise injury, damage and consequences,
• retain confidence in the university,
• ensure that all other activities can resume as soon as possible.

2. Incidents covered by the crisis plan

The crisis plan will be activated when a serious incident occurs at Stockholm University. Serious incidents are defined as: A difficult, rapidly occurring situation involving personnel, materiel or ethical and confidence-destroying damage, or imminent risk of damage occurring, or a difficult situation arising insidiously. Such incidents require immediate, cohesive response within the university to minimise the consequences to personnel, students and materiel.

The University Safety Manager is responsible for activating the crisis plan in consultation with the University Director or other member of the crisis management group.

3. Crisis management structure

The crisis management structure must be defined, which involves clear delegation of responsibility and tasks to avoid duplication and misunderstanding. It is very important that the general management structure not affected by a serious incident continues to function. Ordinary activities must continue as much as possible.

In the event of a serious incident, the crisis management group and a crisis support group reporting to the crisis management group will be activated. A crisis communications group will also be set up.

The Vice-Chancellor will have the ultimate responsibility for activities. The Vice Chancellor has delegated operative crisis management to the University Director in the event of serious incidents. The University Director is responsible for informing the Vice Chancellor of the decisions made by the crisis management group.

3.1 Crisis management group

The crisis management group is headed by the University Director and consists of the following functions with their main tasks in brackets:

• University Director (decision-making, delegation of tasks within the group),
• Safety Manager (threat analysis, safety issues),
• Information Manager (coordination of information flow from media and obtaining information from the crisis communication group)
• Technical Support Manager (coordinate logistical issues)
• HR Manager (liaison with crisis support group and trade unions) plus
• the University Director's secretary (minutes).

The Vice Chancellor must be kept continuously informed of the situation and of decisions taken within the crisis management group.

The crisis management group will meet once per term, in crisis situations or for exercises.

Each member of the group must have at least one deputy to ensure the group can always assemble and to be able to handle extended crises.

The crisis management group can be supplemented as required by special competence drawn from other units within central administration, and substitutes from the area affected plus representatives for the landlord. External special competence can also be called in for the crisis management group if required.

When a decision is made within the group, the university's delegation chain must be followed. However, deviations can be made in acute situations as delay or serious problems could arise if no decision is made.

The crisis management group is the executive organ for issues concerning:

• continuous information for the Vice-Chancellor, University Board and Students' Union.
• defining the operational parameters for the crisis support group,
• general direction and prioritisation,
• communication issues, internal and external,
• measures which involve large numbers of personnel, materiel or financial resources,
• occasional deviations from policy and rules,
• restoration and rebuilding work,
• information for personnel organisations and

the crisis management group will liaise directly with:

• the police,
• rescue services,
• local authority,
• county council and with
• other national authorities affected by a serious incident.

3.2 Crisis support group

The crisis support group will be appointed and organised by the Personnel Manager. Operations will be headed by the Deputy Personnel Manager from the Human Resources Office. The following functions come under the crisis support group:

• personnel expert,
• occupational health care,
• Student Health Office,
• Student Services,
• Students' Union,
• personnel organisations (SACO, OFR) and
• representatives of the areas affected.

The crisis support group can be supplemented as required by special competence drawn from other units within central administration, and substitutes from the area affected. The group's task is to provide personnel within the area affected with support and help. External special competence can also be called in for the crisis support group if required.

The crisis support group will liaise directly with:

• the crisis management group,
• the police,
• rescue services and
• relatives.

3.3 Crisis communications group

The crisis communications group will be appointed and organised by the Information Manager. Its operations will be headed by a coordinator from the External Relations Office and performed by its personnel. The group can call in other personnel if required.

The group is an operative working group and its tasks are to:

• submit suggestions to the crisis management group on communications measures, internal and external,
• undertake and coordinate communications measures, internal and external, according to the instructions of the crisis management group,
• collect, check and issue information via the university's channels,
• monitor presentation of the crisis in the media (traditional and social),
• man a telephone switchboard tasked with handling incoming calls on the crisis from journalists and others (except relatives).

The crisis communications group will liaise directly with:

• the crisis management group,
• the crisis support group,
• the personnel responsible within the faculty/department/unit, and
• information personnel at external bodies involved.

4. Documentation

When the crisis management, support or communications groups meet in the event of a serious incident, all measures and decisions taken must be documented in detail.

5. Departments/units

Each department/unit must prepare its own checklist and base its organisation on this, with reference to point 6. Questions concerning checklists should be referred to the university's Safety Manager.

6. Crisis plan checklist

The university personnel responsible at the respective departments/units must ensure that an organisation is set up which clearly indicates who is to do what in the event of a serious incident. The following points must be fulfilled and followed as a guide to the above:

• Appoint a person to compile and update telephone and e-mail lists of key personnel to be contacted in the event of a serious incident.
• Compile a telephone list of personnel contact details for relatives.
• The person responsible must ensure that his/her mobile phone number is sent to the Security Unit to be entered in its SMS list. This function will be used as a fast information channel to the unit.
• Compile a priority list of equipment and materiel to be available in the event of a serious incident.
• The department/unit must compile an inventory of equipment/materiel. The Ordinance on Risk Management for National Authorities (1995:1300) states that the authorities must identify, assess and cost the risks applicable to their activities.
• In accordance with the university's Fire Prevention Policy (Ref. no. SU 6712163-08) departments/units must ensure that personnel undergo training on systematic fire prevention. Please also refer to the Prevention of Accidents Act (SFS 1995:778), Swedish Civil Contingencies Agency regulations (SRVFS 2004:3, 2004:4)
• Deciding how to inform personnel in the event of a serious incident.

7. Miscellaneous

Contact the university's Safety Manager for questions concerning compilation of checklists or other safety at work issues.

This document (also available in Swedish) is checked and revised annually as required. The Safety Manager is responsible for revisions.