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Towards Community Safety and Wellness
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Contents
• Victoria University of Wellington
• Risk management as ‘business as usual’
• 2013• Response and learnings
• Our Safe and Healthy Community Framework
• Is our progress sustainable?
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Victoria 2013 Annual Activity• EFTSU * 17,000
• Headcount * 23,500
• FTE * 1,900
• Revenue * $350 million
• Ist in NZ research quality in 2013 PBRF assessment
• Faculties – Humanities and Social Sciences, Science,
Architecture and Design, Engineering, Education, Law,
Victoria Business School
• Space (UFA) * 210,000 sqm over 4 main campuses
• Property value * $750,000,000
• Buildings * 174
• Student beds * 2,500
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Risk Management as BAU• Victoria had a degree of maturity in risk management
• Assessed strategic risk
• Actively managed project risk, student activity risk, seismic risk, health and safety risk, financial risk, IT continuity risk
• Coached managers in risk assessment /management in their business operations
• Managers in carrying out their roles endeavoured to be conscious of risks and to reduce, mitigate and manage them – as part of BAU – good practice
• Did not have a designated Risk Manager nor complete oversight
• Many areas of risk were under-identified and under- managed
• Universities are complex - information and expertise can become siloed
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Think ahead about likely risks and if they happen, just get on and deal with them
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Environment 2011-12
• Hall alleged sexual assault• Snow• Bomb threat• Sit-in protest• Student suicide• Increasing demand for mental health services• Brought management of Health and Safety together with security
• Meant Directors of Student Academic Services, Halls, Safety/security, HR and Communications were all working together on response
• We developed strong liaison and communication protocols but maintained our own systems and standards around risk
• Keys were: Meet, get facts, understand current risks and t put strategy in place
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Understand what’s going on and work together to manage it
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Mainzeal Receivership
• 6 February – public holiday
• Site security – Police- Media
• Sub contractors – some return, others don’t
• Where are contract financials really at? What has been paid for? Who has been paid?
• Who finishes the work? Warrantees? Defects?
• Uncertainty – Hub opening – health and safety
• Day by day
• Pressure from Council, VC
• Receivership – Liquidation
• Financial impact - Bond recovery
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2013• Collapse of the main contractor on our $65m Hub project 2
weeks before Orientation and Prime Minister opening
• Alleged Hall sexual assault
• Alleged Hall deviant filming
• Alleged inappropriate staff behaviour in hall
• Major storm right on exam time with transport outages
• Student injured in fall from a stair rail
• July – Fire on construction site
• July – Major earthquake
• August – Another major earthquake
• Asbestos
• Sexual assaults on pathway (plus 3)
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EQ1
• Sunday evening – dark, people off-site
• FACTS - Need to check all buildings
• Where is it safe to establish EOC
• Need to decide if closed or open
• Staff and students, need to know
• Media – comms – social media
• Key personnel on leave
• Access to engineers and own team
• Prioritisation of repairs, clean up
• Pipitea closed – implications for teaching, research, access, exams
• Keeping management and council informed
• ……….
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July 2013 Learningspost 2012, post EQ1, post contractor, post storm, post some allegations – pre EQ2
• Better risk assessment at planning stage means better recovery
• Get the facts as soon as you can and use those for response not assumptions – if you are not certain it is a fact, don’t act on it
• Keep Communications team close
• Work as a team– Involve all key people immediately– Schedule meetings regularly – eg twice daily – even in wind down phase– Share information– Let jobs fall where the expertise lies – use others’ strengths– If you land the unenviable job of Incident Controller then get on with it – Be the boss but let others lead aspects if their expertise warrants it– Ask the right questions– Keep good records– Keep the VC updated– Review and learn
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August 2014 – EQ2
• Learnt more!
• Can always more preparation – risk mitigation
• Better response, better teamwork, better comms
• Particularly focused on the debriefs and the learnings
• What went well – what could be improved
• Make to do lists and do them – follow through and follow up
• Be open to criticism
• But be gentle with each other in criticising
• DIDN’T NEED EQ3- but we got it in early 2014
• Keep practising – embed – follow up
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At a personal level• Be brave
• Take on the leadership role
• Share the leadership role
• Be gentle on yourself
• Scared/nervous but just do it – one step at a time
• You will get there and it is very important
• Be aware of the likely length of the impact ‘tail’
• Allow for your own rest and recovery
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Remember the Three Little Pigs
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Reflection as Directors• Worked well together, had a few learnt skills!
• Focused on minimising silo effects
• Had thought we were doing OK but 2013 challenged that assumption
• Each unit had risk management approaches but
– Multiple priorities
– Multiple strategies
– High level of co-dependency
– New Risk Manager in place
– Increasing organisational and national focus on better risk management
– Goal of a safe and healthy environment for students as part of excellent student experience
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But it wasn’t really happy ever after
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Oversight Group• Director, Campus Services
– Halls of residence
– Emergency Management
– Occupational Health and Safety
– Campus security
– Facilities Management
• Director, Student Academic Services– Student services
– Health and Counselling
– Student pastoral care
– Link to Faculty student services and students’ association
• Director Human Resources – Staff Wellness, Occupational Health Nurse
• Director, Communications and Marketing
• University Legal Counsel
• Risk and Audit Manager
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Safe and Healthy Community Framework
• Purpose - safety and wellbeing for staff and students
• Strategic Context
• Principles and approach– Plans, polices and practices
– Social organisational and physical environment
– Building individual responsibility and knowledge
– Data and research informing decision making
• Priorities
• Goals 2014-17
• Monitoring and Targets
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Safe and Healthy Community Framework
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Focus Areas
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Terms of Reference (shared responsibility and commitment)
• Oversee development and implementation of “Safe and Healthy Community Framework” - integrated VUW document covering staff and students:
• Risk mitigation;• Legislative compliance;• Safety and Wellbeing strategies, and • Related incident response
• Monitor and evaluate effectiveness of Framework based on:
• Programme implementation• KPI data• Incident reports/rates • Staff and student feedback
• Review and redevelop Framework
• Liaise/maintain relationships for work area responsibilities together with relevant University committees to ensure integrated risk management, response, improvement strategies, communication and assessment of data
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Like any happy endingwe want it to last forever
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How do we make our progress sustainable?• Never set the Framework in concrete and continue to develop it in
partnership with the rest of the University
• Prioritise the Oversight Group meetings and ensure adequate preparatory work and follow up
• Keep the priorities and work programme alive in our own teams
• Be alert to issues that are relevant to the SHCF goals and highlight these to others
• Talk about the issues, challenges and progress in a range of forums
• As Oversight Group members be alert to the need to manage silo attitudes and be prepared to ‘share’ issues – talk to each other!
• Consider regular reporting and training for new staff• Ensure joint projects are visible under the SHCF banner
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Conclusion• Growing a safe and healthy university community is not simple
• It touches on every area of the university
• It has to be part of the cultural fabric and not an ‘add on’ on any one area
• Victoria has developed a strong Framework out of several years of challenges and learnings
• It is about – prevention and improvement strategies
– incident management
– evidence based review and learning
– partnering
• It will undoubtedly continue to evolve
• The key is not to lose the progress and for our successors to have to start again from scratch