SWANSEA UNIVERSITY SECURITY STRATEGIC GUIDANCE

1. Aim

The aim of this document is to provide guidanceto developand implement an integrated security strategy for Swansea Universityin order to provide, as far as practicable, a secure and safe environment for those who use, study or work at the University.

2. Background

Swansea University is a dual campus university with over 15,000 students from a wide variety of countries creating a diverse cultural and ethnic environment. This international mix creates tensions in its own right and can quickly import overseas security issues into the international microcosm that is Swansea University. Furthermore, as an institution the University promotes academic freedom and freedom of speech and the Senior Management Team also strongly encourage the local community and others to visit the University; as there are many tangible benefits thatresult from increased interaction with the public. At the same time, theUniversity’s senior managementclearly has a legal ”Duty of Care” responsibility to provide a safe environment for staff, students, partners and visitors. The University also has a legitimate interest in avoiding disruption to the research and the educationalprocess, and toprotect the university’s facilities and equipment from misuse or vandalism. Therefore abalance must be achieved between the potential benefits andrisks associated with an open campus and wide community engagement. To meet this level of dichotomy the University will operate on the principle of beingas accessible as possible,but with controlled access to specific areas.

Historically, the University has enjoyed a relatively low level of reported crime, damage and incidents involving staff and students. However, In a security context past performance counts for very little and the University will not be complacent in meeting its responsibilities in this area, particularly as a single incident could have a ‘highstrategic impact’, not only on the affected person or persons involved, but also in relation to the reputation of the University as a place to study and work.

3. Guiding Principles

All security management activities will be guided by the following principles:

  • The Universitywill communicate openly and clearly about security threats and control measures. This is to ensure that staff and students can make informed decisions about their personal security. It will also provide staff and students with the tools by which to manage their own security.
  • All security control measures will be grounded in the University core values (we care, we are professional and we work together) whilst simultaneously promoting the ethos of academic freedom, freedom of speech and respect for the individual. Thus building an environment that promotes excellence, innovation and enterprise together with equality of opportunity, diversity and inclusion.
  • Where possible security challenges will be tackled early.In addition to scanning the horizon,with key security partners,for future security threatsand trends the University will also fully engage with the government’s “Contest” strategy to counter violent extremism and ensure that control measures are targeted to early intervention.
  • Security is fully integrated with all other University strategic initiatives.The University through appropriate governance will ensure that security and emergency control measures do not undermine other initiatives.
  • The University’s security system will be proportionate to the threat and flexible to account for changing demands.Whilst the best use of technology will be made, the University will not lose sight of the fact that there must be a human face to security.

4. Key Security Drivers

Monitor and Assess the Security Threats. Whilst The University will be guided by the National Threat Assessment, issued by the Joint Terrorist Analysis Centre and live intelligence from our security partners in the South Wales Region, we will conduct and regularly review a University specific threat assessment. The University threat assessment, conducted by the Security Manager, in conjunction with security partners, will take into consideration local as well as national and international factors and assess a broad spectrum of threats from petty crime and unsocial behaviour to terrorism. This threat assessment will drive the routine security measures that must remain flexible and scalableto meet a changing environment and threat scenario.

Inform Staff and Students of Threat – Alert but not Alarm. Communications with staff and students regarding security threats need to achieve a careful balance between providing them with the right information to respond appropriately to the threats and hazards and preventing unnecessary alarm. The University will work with local law enforcement agencies and other community groups to ensure that the information is accurate, up to date and actionable so that staff and students can make fully informed decisions about their own safety and security.

5. Key Responsibilities

There is a requirement on staff and students to demonstrate individual responsibility in their attitude towards security and personal safety.However, formal responsibility for security at the University rests with the Registrar (Chief Operating Officer), this is further delegated through the Director Estates and Facilities Management to the Resilience Manager, with operational day to day control vested in the Security Manager. The Security Manager is required to identify and ensure that specific security needs are managed and issues are competently dealt with. He/she should also ensure regular reviews of specialist security areas (e.g. radiological source security) are conducted by specialist staff who may be from external agencies.

6. Concept of Operations

Swansea University defines its security system as the collection of measures that prevents, detersor detainspersons with malicious intent that threaten the achievement of key business objectives, university property or the personal safety of staff, students, partners and visitors. The measures include:

  • Physical measures- such as a dedicated security team with trained operatives and physical barriers such as fences, gates and lock systems.
  • Electronic measures -such as CCTVs, intruder detection and access control systems.
  • Process measures- such as access control policies and security vetting procedures.

Consequently the way in which the security system operates is defined by fourinterdependent elements: People, Infrastructure, Process and Technology.

Given that no single measure will be 100% effective and even multiple measures may be breached, the security systems at the University will be configured to work on the principles of “defence in depth” and enabling and informing the response. This manifests itself in the coordinated use of multiple security countermeasuresand identifying the onset of a threat in a timescale that allows an effective response to be taken.

7.Implementation

The Security Team will apply a clear business process model in respect of University Security Management. The key elements are:

  • Immediate and effective response 24/7 to security or emergency incidents, particularly support to vulnerable students.
  • Proportionality of response to all incidents in a customer focused manner.
  • Maintenance of a highly motivate security team who are appropriately dressed to be smart, immediately identifiable and promote authority, but not present an overbearing presence.
  • Highly visible security presence that continuous monitors the University’s estate by CCTV and patrols.
  • Proactive crime prevention.
  • Maintenance of a daily occurrence log that provides a detailed record of all security related incidents in a manner that preserves sufficient first evidence for use in court.
  • Establishment of a coherent method of control for all contractors operating on the University Estate and visitors to the University
  • Identifyingpotential problems through a comprehensive threat analysis.
  • Working with external security agencies within a clear strategic framework (Joint Emergency Services Interoperability Principles) to establish a common aims, objectives and methodologies.
  • Creating a strong yet flexible working structure that engenders a team ethos to focus collective and professional expertise on the issues to be addressed.
  • Through operational experience continually reviewpolicies and procedures to minimise risk and pre-empt future security threats.
  • Create a security infrastructure to prevent and/or address any security vulnerabilities.
  • Introduction of access controls across all campuses, appropriate for the needs of each specific area, including the careful issuing and control of keys.
  • Ensure secure by design with the Individual assessments of security arrangements from the planning stages for all new buildings, as well as reviews of specific alterations being contemplated to existing buildings.
  • Timely assessment of all incident reports, with assessment and recommendations for improvements where necessary by appropriate managers.
  • Continued training for all relevant staff.
  • Providing for security issues to be addressed in the University’s Estates Strategy, including a commitment to regular investment in and maintenance of security infrastructure
  • Continuing to nurture through the Community Liaison Team working relationships with the local police and community organisations to ensure that the safety of our students and staff and the University’s reputation and standing within the City are maintained to the highest standards.
  • Regular contact with other external organisations to maintain good intelligence and implementation of best practice.
  • Dissemination across the University of best practice and provision of timely and pertinent advice on the University’s web pages.

R D HUXTABLE

Resilience Manager

Supporting References:

A. National Counter Terrorism Security Office - Advise for Higher and Further Education.

B. National Counter Terrorism Security Office – Beyond Lawful Protest

Issued: 18 December 2015

Review Date: 18 Dec 2016