York University Pandemic Influenza Plan Canadian Association of University Business Officers March 22, 2007.

Slides:



Advertisements
Similar presentations
1 Industry Brief Apr Outline How is Alberta preparing? How is Alberta preparing? Albertas Health Response Albertas Health Response Albertas Operational.
Advertisements

Hospital Pandemic Influenza Planning by Ed Lydon, CVPH.
A Valuable Asset School districts put a valuable asset of the nation’s schools at risk when they ignore the health of their employees. WHY? BECAUSE… Actions.
Museum Presentation Intermuseum Conservation Association.
All-Hazard Emergency Planning for Colleges and Universities
Continuity of Operations (COOP) Awareness Training
Hospital Emergency Management
GOVERNMENT IMPACT AND PREPARATION. The United States Federal Government takes actions that are in the best interests of the nation and are not likely.
October 7, 2014 A Presentation to the Caddo Parish School Board by: Evergreen Solutions, LLC.
Board of Trustees Roles & Responsibilities During a Disaster Multi-hazard approach.
Management Structure Proposals
1 Antivirals in the Draft CDC Pandemic Plan David K. Shay Influenza Branch National Center for Infectious Diseases Centers for Disease Control and Prevention.
H1N1 Preparedness and Response State Agency Tasks and Responsibilities H1N1 Preparedness and Response State Agency Tasks and Responsibilities Ensuring.
Spring 2008 Campus Emergency Management Program Overview
Pandemic Influenza Catherine Donovan, MD. MHSc. CIPHI, Newfoundland and Labrador, Oct 25, 2005 Eastern Region
Business Continuity Planning State of the Process Report May 12, 2008.
1. 2 The Public Health Agency of Canada Pandemic Influenza Preparedness: An Overview Dr. Paul Gully Deputy Chief Public Health Officer Ottawa, 19 January.
Application. Primary Reference Emergency Management Principles and Practices for Healthcare Systems, The Institute for Crisis, Disaster and Risk Management.
University Council Shared Leadership for Integrated Planning and Consultative Decision-Making.
Weather Emergency University Policy and Procedure on Weather Emergencies Rob Castle – Sr. Executive Officer, VPFA Kathy Branton - Manager, Emergency Preparedness.
Pandemic Influenza Response Planning on College Campuses Felix Sarubbi, MD Division of Infectious Diseases James H. Quillen College of Medicine.
Crisis Management Planning Employee Health Safety and Security Expertise Panel · Presenter Name · 2008.
National Association of College and University Attorneys 1 November 11, 2009 NACUA Fall 2009 Workshop November 2009.
1 Community Name Pandemic Planning Steering Committee Chair Person: Band Administration Phone Number: Health Facility Phone Number:
Institute for Criminal Justice Studies School Safety Teams School Safety Teams ©This TCLEOSE approved Crime Prevention Curriculum is the property of CSCS-ICJS.
Maintaining Essential Business and Community Services During a Pandemic Paul R. Patrick, Director Bureau of Emergency Medical Services Utah Department.
3  Why does a supervisor or manager need to be familiar with emergency management terms and concepts?
New York State Department of Health HANYS' Nursing Home Emergency Preparedness Webconference June 28, 2007.
Community Preparedness & Disaster Planning. Why Disasters occur ?
Module 3 Develop the Plan Planning for Emergencies – For Small Business –
Nursing Home Incident Command System Module 3 Applying ICS in Nursing Homes.
University of Rochester Board of Trustees Orientation Financial Overview and Issues October 15, 2008.
The Sixth Form College, Colchester - Management Structure: From 1 st Sept 2013 Outline of Broad and Major Responsibilities of Senior Management (Executive)
Nursing Home Incident Command System Module 3 Applying ICS in Nursing Homes.
Unit 8:COOP Plan and Procedures  Explain purpose of a COOP plan  Propose an outline for a COOP plan  Identify procedures that can effectively support.
July 18, 2013 v WI School Safety Summit Nancy Dorman and Rick J. Kaufman, APR School Safety Policies & Procedures.
UNIVERSITY POLICE OFFICE OF EMERGENCY MANAGEMENT H1N1 Presentation.
Nursing Home Incident Command System
INCIDENT COMMAND SYSTEM (ICS)
BEFORE TRAILS AFTER TRAILS 75 total miles 50 connected miles 250 mile vision.
Division of Emergency Management & Homeland Security Department of Emergency Services & Public Protection June 25, 2013 Connecticut All-Hazards Response.
Insert: Presenter Name Insert: Presenter Title / Organization.
Environmental Protection in the United States Christopher Green U.S. Embassy July 13, 2006.
1 Pandemic Influenza COOP Guidance Eric Kretz. 2 Introduction/Background  National Strategy for Pandemic Influenza  November 1, 2005 by the President.
Crosswalk of Public Health Accreditation and the Public Health Code of Ethics Highlighted items relate to the Water Supply case studied discussed in the.
Governor’s Taskforce for Pandemic Influenza Preparedness Issue Paper Credible and Effective Decision-making Workgroup Members Robert Rolfs, State Epidemiologist,
ASA Board Membership Board Members: (vote) Four Paraguayan Citizens Four U.S. Citizens One Third-country National Ex-Officio Members: (voice but no vote)
Thailand’s Preparation for Starting a Nuclear Power Program Mr. Pricha Karasuddhi Technical Advisor Nuclear Power Program Development Office(NPPDO) Ministry.
Unified Government of Wyandotte County Public Health Department Pandemic Illness Planning.
Visual 1.1 An Overview Multi-Hazard Emergency Planning For Schools UNIT 3.
NFPA 1600 Disaster/Emergency Management and Business Continuity Programs.
Local Government Business Continuity, Avian Flu & Emergency Management Roy Mentkow Director, Department of Technology City of Roanoke Virginia.
New Frameworks for Strategic Enrollment Management Planning
International Recovery Forum 2014 ~ The Role of Private Sector in Disaster Recovery ~ 21 January 2014 Kobe, Japan Dr Janet L. Asherson THE LINK BETWEEN.
Disaster Planning Workshop Hosted By: Pleasantview Fire Protection District.
Introduction to SEMS and Basic ICS. Goals of Training Basic Understanding: The California Standardized Emergency Management System (SEMS) in place to.
1 Crisis Management and Communication Dr. Joy Smith and Ms. Robin Denny.
Despair or Destruction Canadian Conference on Student Judicial Affairs Presented by Dima Utgoff Director, Residence Services University of Alberta How.
Tom Lenart & John Field CT DEMHS Region 2.  Department of Emergency Services and Public Protection (DESPP)  Commission on Fire Prevention and Control.
COOP Continuity of Operations. COOP COOP is “Good Business Practice” Ensure that county and state agencies can maintain and continue operations Ensure.
Writing an Emergency Operations Plan Why do we need to plan? Spring 2008.
Business Continuity Disaster Planning
Introduction to the Emergency Operations Center City of Santa Cruz 2011 EOC Training and Exercise.
EMS Seminar #4 – Disaster Preparedness Joseph Ip BSc (Hon), MSc, MD VGH Emergency May 28, 2002.
Business Continuity Planning 101
Pandemic Flu Tabletop Exercise (TTX) [insert date of exercise] Public Health – Seattle & King County [insert your agency logo]
Safety Management Systems Session Four Safety Promotion APTA Webinar June 9, 2016.
Note: In 2009, this survey replaced the NCA/Baldrige Quality Standards Assessment that was administered from Also, 2010 was the first time.
San Bernardino County OES
Incident command use for pipeline emergencies
Presentation transcript:

York University Pandemic Influenza Plan Canadian Association of University Business Officers March 22, 2007

2 Pandemic Influenza Planning Mandate During Fall 2005, concern was raised at the University Board level about the University’s state of preparedness in the context of escalating international concern about the potential of a pandemic outbreak. University President mandated the Vice-President Finance and Administration who has responsibility for Emergency Preparedness and Emergency Response within his portfolio VPFA’s office also had experience of leading cross- divisional working committee during SARS in 2004

3 Pandemic Influenza Planning Through Fall 2005, York University was already participating in discussions about Pandemic planning with representatives of GTA postsecondary institutions and Toronto Public Health. An internal University steering committee, working with representatives of Toronto Public Health, commenced the development of a Pandemic Influenza Plan for York. The University’s plan was designed to parallel the World Health Organization’s model of Alert Phases for a Pandemic, upon which Toronto Public Health also developed its plan.

4 Pandemic Influenza Planning Campus Services & Business Operations Computing & Network Services Emergency Preparedness Office Facilities Services Glendon Campus Student Affairs Health Education Housing & Food Services Human Resources & Employee Relations Legal Counsel Marketing & Communications Media Relations Occupational Health & Safety Office of VP Academic Office of VP Finance & Admin. Office of VP Students Registrar Research Services School of Nursing Security Services Transportation Services Student Community Development Resource: Toronto Public Health Pandemic Influenza Planning Steering Group

5 Pandemic Influenza Planning YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Step 1: Identify Existing Frameworks: –World Health Organization Phases of Pandemic Alert –the University’s Emergency Management structure –policies of the University Senate for academic disruptions, class cancellation and sessional dates –Toronto Public Health draft Pandemic Influenza Plan

6 Pandemic Influenza Planning Existing Frameworks World Health Organization Pandemic Alert Phases

7 Managing the Emergency University’s Framework for Emergency Preparedness Incident Management System (IMS) - Emergency Policy Group - Emergency Management Group - Planning & Analysis - Operations - Logistics - Finance & Administration - Emergency Response - Incident Commander - Emergency Response team (from campus and off-campus) Unit Specific Emergency Preparedness Plans Pandemic Influenza Planning Existing Frameworks

E M E R G E N C Y O P E R A T I O N S C E N T R E YORK UNIVERSITY INCIDENT MANAGEMENT SYSTEM ORGANIZATIONAL STRUCTURE EMERGENCY POLICY GROUP (aka Core Crisis Team) VP Finance and Administration President Chief Marketing & Communications Officer University Legal Counsel POLICY COORDINATION & IMPLEMENTATION  Policy Decisions  Priorities  Strategy Operations Chief: AVP Facilities Services Security: Operations Manager Research: Assoc. Dir. Research Services CNS: Director IT Infrastructure ITS: Director IT Services Care/Shelter: Director Student Community, Director Housing & Food Services Logistics Chief: AVP Finance Procurement: Director Procurement HR: Director HR Services NGO Support: Community Relations Officer Transpo: Manager Transpo. Services Food: Manager Food Services Finance/Administration Chief: Comptroller Insurance: Manager Insurance HR&ER: Director Payroll Budget: Manager Budget Audit: Internal Audit designate Planning & Analysis Chief: Sr. EO Finance & Admin. Academic: Assoc. VP Academic, Sr. EO Academic Students: AVP Student Community, University Registrar Facilities: Campus Planner  Overall coordination  Resource support  Operational planning  Communication F I E L D O P E R A T I O N S Incident Commander: Director Security Services P O L I C E, F I R E, E M S / A M B U L A N C E Additional members may be added, depending on the nature of the emergency Additional members may be added, depending on the nature of the emergency – e.g., senior representatives from External Emergency Response Agencies Duty Officer (Admin Officer, TBA) Senior Duty Officer (Admin Officer, TBA) EMERGENCY MANAGEMENT GROUP Emergency Manager: AVP Campus Services & Business Operations Safety Officer: Director, Occupational Health & Safety Liaison Officer: Manager Emergency Preparedness Public Information Officer: Director Media Relations (or designate) Scribe: Executive Officer

9 Senate policies already in place: Policy on Academic Implications of Disruptions or Cessations of University Business Due to Labour Disputes or Other Causes Policy on Class Cancellation Policy on Sessional Dates and the Scheduling of Examinations included in your binder as Attachments to York’s plan Pandemic Influenza Planning Existing Frameworks

10 Pandemic Influenza Planning Existing Frameworks Toronto Public Health Toronto Pandemic Influenza Plan (TPIP)

11 Pandemic Influenza Planning YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Step 2: Develop a set of Planning Principles and Assumptions and present these to the University Executive Committee for approval.

12 Pandemic Influenza Planning Planning Principles & Assumptions YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Planning Principles 1.To safeguard the health and wellbeing of individual members of the University. 2.To protect the academic mission of the University through continuity of core activities. 3.To protect of the long-term interests of the University.

13 33 Planning Assumptions... including In a pandemic situation, the potential exists for all to be infected, including the emergency response organization and senior University decision-makers as no antivirals will be made available to York employees or students. In a pandemic situation, processes and actions in York’s Plan are likely to be taken out of the direct control of the University by public health or emergency response agencies. Previous influenza pandemics have infected regions in multiple waves – the duration of each wave is likely to be 6 to 8 weeks. Pandemic Influenza Planning Planning Principles & Assumptions

14 33 Planning Assumptions... including 15-35% employee absence as a result of illness, caring for sick family members or friends, closures of schools and daycare facilities, and other absenteeism (per Health Canada). Up to one-third of the York population or 20,000 people to be affected (per Toronto Public Health). A potential for between 15 and 105 related deaths of York community members based on mortality rates of 1 in 522 to 1 in 2870 (per Toronto Public Health). York’s mortality rate could be higher if the University is one of the “clusters” hit hardest. Pandemic Influenza Planning Planning Principles & Assumptions

15 33 Planning Assumptions... including A trigger point for full suspension of operations should be adopted, on the basis of a percentage of the University population (students, faculty and staff) reported absent. York cannot rely on the Ontario health care system to provide for the care of sick students in residence (who are unable to go home). York cannot rely on government to provide policy direction before or during a pandemic or on assistance being provided during a pandemic, given the wide-scale demands and limitation of resources.

16 Pandemic Influenza Planning YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Step 3 Adopt the University’s Emergency Management structure (IMS) for managing the pandemic emergency.

E M E R G E N C Y O P E R A T I O N S C E N T R E YORK UNIVERSITY INCIDENT MANAGEMENT SYSTEM ORGANIZATIONAL STRUCTURE EMERGENCY POLICY GROUP (aka Core Crisis Team) VP Finance and Administration President Chief Marketing & Communications Officer University Legal Counsel POLICY COORDINATION & IMPLEMENTATION  Policy Decisions  Priorities  Strategy Operations Chief: AVP Facilities Services Security: Operations Manager Research: Assoc. Dir. Research Services CNS: Director IT Infrastructure ITS: Director IT Services Care/Shelter: Director Student Community, Director Housing & Food Services Logistics Chief: AVP Finance Procurement: Director Procurement HR: Director HR Services NGO Support: Community Relations Officer Transpo: Manager Transpo. Services Food: Manager Food Services Finance/Administration Chief: Comptroller Insurance: Manager Insurance HR&ER: Director Payroll Budget: Manager Budget Audit: Internal Audit designate Planning & Analysis Chief: Sr. EO Finance & Admin. Academic: Assoc. VP Academic, Sr. EO Academic Students: AVP Student Community, University Registrar Facilities: Campus Planner  Overall coordination  Resource support  Operational planning  Communication F I E L D O P E R A T I O N S Incident Commander: Director Security Services P O L I C E, F I R E, E M S / A M B U L A N C E Additional members may be added, depending on the nature of the emergency Additional members may be added, depending on the nature of the emergency – e.g., senior representatives from External Emergency Response Agencies Duty Officer (Admin Officer, TBA) Senior Duty Officer (Admin Officer, TBA) EMERGENCY MANAGEMENT GROUP Emergency Manager: AVP Campus Services & Business Operations Safety Officer: Director, Occupational Health & Safety Liaison Officer: Manager Emergency Preparedness Public Information Officer: Director Media Relations (or designate) Scribe: Executive Officer

18 Pandemic Influenza Planning YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Step 4 Adopt the World Health Organization Hierarchy of Pandemic Alert.

19 Pandemic Influenza Planning Existing Frameworks World Health Organization Pandemic Alert Phases

20 YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Step 5 Create the Master Pandemic Plan by aligning the institution’s planning, mitigation and response actions within each WHO Alert Phase. Pandemic Influenza Planning

21 Pandemic Influenza Planning The Master Plan Align planning, mitigation and response actions within each WHO Alert Phase: – based on approved planning principles and assumptions – experiences of other types of crises or emergencies – for York: SARS, power black-out, union strikes, winter weather emergencies – use the knowledge of the University’s subject experts at the Planning table to determine if action is appropriate, viable and within the proper Alert Phase.

22 YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Step 6 Address academic governance issues and the core business activities of teaching, learning and research Pandemic Influenza Planning

23 Pandemic Influenza Planning Academic Governance University Senate has authority over classes, exams, evaluation, curriculum and academic standards (per York University Act) Any deviation from normal expectation is governed by Senate decision (e.g., options for curricular remediation or recovery following a disruption) in respect of academic governance, University President presented initial elements of the steering committee’s draft plan to Senate Executive Committee for review and commentary Senate Executive provided written response to the steering committee (1) affirming its planning assumptions relating to academic governance and the application of the existing framework of Senate policies and (2) clarifying Senate’s role in a Pandemic emergency.

24 Pandemic Influenza Planning Research Continuity York’s Plan addresses the continuity of research activities during a closure or operational reduction due to Pandemic outbreak York’s Plan provides a “planning template” for individual researchers and research groups

25 Pandemic Influenza Planning YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Step 7 Develop “Sub-plans” for all areas where essential functions need to be performed during operational reduction or closure.

26 Pandemic Influenza Planning Sub Plans for Essential Functions –Central utilities  Research laboratories –Security Services  Animal care –Custodial Services  Occupational Health & Safety –Grounds & Waste Disposal  Transportation –Communications  Employee Payroll –Network & System Services  Pensions & Benefits –Student Housing  Treasury & Student Support  Food Service –Maintenance  Registrar’s Office & Student Financial Services

27 Pandemic Influenza Planning YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN Step 8 Other Considerations Additional Key Planning Actions

28 Pandemic Influenza Planning Additional Key Planning Actions and Sub-Plans –Promotion of Personal Preparedness –Hand Sanitizer –Health Monitoring and Medical Assistance –Tracking of Attendance/Absences of Students –Tracking of Attendance/Absences of Employees –Protocol for Students in International Programs –Use and Supply of Personal Protective Equipment –Mutual Aid –Stockpiling of Food and Water –Recruitment of Volunteers –Training of Volunteers

29 Pandemic Influenza Planning Unit Specific Emergency Preparedness Plans Business Continuity leading up to and during an outbreak - essential functions, key personnel/roles, critical infrastructure - teaching and learning in the context of academic governance - research continuity Communications Tree Business Resumption

30 Pandemic Influenza Planning Decision-making Institution: President, with Emergency Policy Group (per IMS) Suspension and Resumption of Academic Classes and other academic matters: Senate Executive, guided by Senate policies Public Health Order: City of Toronto Public Health

31 Pandemic Influenza Planning Continuing Role of Pandemic Steering Committee Develop University Plan Implement planning and mitigation actions within the Plan under Alert Phases 1, 2 and 3 Monitor status of Pandemic Alert Establish Pandemic web site, initiate communications plan and health education/disease prevention plan Discuss planning with employee groups

Pandemic Influenza Planning END Canadian Association of University Business Officers March 22, 2007