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

York UniversityPandemic Influenza Plan

Canadian Association of University Business OfficersMarch 22, 2007

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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

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• 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.

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Campus Services & Business OperationsComputing & Network ServicesEmergency Preparedness OfficeFacilities ServicesGlendon Campus Student AffairsHealth EducationHousing & Food ServicesHuman Resources & Employee RelationsLegal CounselMarketing & CommunicationsMedia Relations

Occupational Health & SafetyOffice of VP AcademicOffice of VP Finance & Admin.Office of VP StudentsRegistrarResearch ServicesSchool of NursingSecurity ServicesTransportation Services

Student Community Development

Resource: Toronto Public Health

Pandemic Influenza Planning Steering Group

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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

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Existing Frameworks

World Health Organization Pandemic Alert Phases

Phase 1 No new influenza virus subtypes have been detected in humans. An influenza virus subtype that has caused human infection may be present in animals. If present in animals, the risk of human infection or disease is considered to be low.

Interpandemic Period *

Phase 2 No new influenza virus subtypes have been detected in humans. However, a circulating animal influenza virus subtype poses a substantial risk of human disease.

Phase 3 Human infection(s) with a new subtype, but no human-to-human

spread, or at most rare instances of spread to a close contact. Phase 4 Small cluster(s) with limited human-to-human transmission but

spread is highly localized, suggesting that the virus is not well adapted to humans.

Pandemic Alert Period **

Phase 5 Larger cluster(s) but human-to-human spread still localized, suggesting that the virus is becoming increasingly better adapted to humans, but may not yet be fully transmissible (substantial pandemic risk).

Pandemic Period Phase 6 Pandemic phase: increased and sustained transmission in general

population. Postpandemic Period

Return to interpandemic period.

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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


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 UNIVERSITYINCIDENT MANAGEMENT SYSTEMORGANIZATIONAL STRUCTURE

EMERGENCY POLICY GROUP(aka Core Crisis Team)

VP Finance and AdministrationPresident

Chief Marketing & Communications OfficerUniversity Legal Counsel

POLICY

COORDINATION& IMPLEMENTATION

Policy Decisions Priorities Strategy

OperationsChief: AVP Facilities ServicesSecurity: Operations ManagerResearch: Assoc. Dir. Research ServicesCNS: Director IT InfrastructureITS: Director IT ServicesCare/Shelter: Director Student Community, Director Housing & Food Services

LogisticsChief: AVP Finance Procurement: Director ProcurementHR: Director HR ServicesNGO Support: Community Relations OfficerTranspo: Manager Transpo. ServicesFood: Manager Food Services

Finance/AdministrationChief: ComptrollerInsurance: Manager InsuranceHR&ER: Director PayrollBudget: Manager BudgetAudit: Internal Audit designate

Planning & AnalysisChief: Sr. EO Finance & Admin.Academic: Assoc. VP Academic, Sr. EO AcademicStudents: AVP Student Community,University RegistrarFacilities: Campus Planner

Overall coordination Resource support Operational planning Communication

F I E L D O P E R A T I O N SIncident 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 OperationsSafety Officer: Director, Occupational Health & Safety

Liaison Officer: Manager Emergency PreparednessPublic Information Officer: Director Media Relations (or designate)

Scribe: Executive Officer

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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


Existing Frameworks

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Existing Frameworks

Toronto Public Health

Toronto Pandemic Influenza Plan (TPIP)http://www.toronto.ca/health/pandemicflu/index.htm

Public Health Home

A - Z Index

News Releases

Publications

Animal Services

DineSafe

Smoke-free Living

Contact us

Toronto Pandemic Influenza Plan (TPIP)

Dr. David McKeown, Toronto’s Medical Officer of Health, released the Toronto Pandemic Influenza Plan on Thursday, November 24, 2005. The plan was updated March 2006. The plan has been developed in consultation with stakeholders in the health, emergency planning, social, volunteer, community and business sectors. A report to the Board of Health containing recommendations for action was also released, along with

http://www.toronto.ca/health/pandemicflu/index.htm

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Step 2:

Develop a set of Planning Principles and Assumptions and

present these to the University Executive Committee for

approval.

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Planning Principles & Assumptions


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.

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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.



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• 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.



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• 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.



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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 UNIVERSITYINCIDENT MANAGEMENT SYSTEMORGANIZATIONAL STRUCTURE

EMERGENCY POLICY GROUP(aka Core Crisis Team)

VP Finance and AdministrationPresident

Chief Marketing & Communications OfficerUniversity Legal Counsel

POLICY

COORDINATION& IMPLEMENTATION

Policy Decisions Priorities Strategy

OperationsChief: AVP Facilities ServicesSecurity: Operations ManagerResearch: Assoc. Dir. Research ServicesCNS: Director IT InfrastructureITS: Director IT ServicesCare/Shelter: Director Student Community, Director Housing & Food Services

LogisticsChief: AVP Finance Procurement: Director ProcurementHR: Director HR ServicesNGO Support: Community Relations OfficerTranspo: Manager Transpo. ServicesFood: Manager Food Services

Finance/AdministrationChief: ComptrollerInsurance: Manager InsuranceHR&ER: Director PayrollBudget: Manager BudgetAudit: Internal Audit designate

Planning & AnalysisChief: Sr. EO Finance & Admin.Academic: Assoc. VP Academic, Sr. EO AcademicStudents: AVP Student Community,University RegistrarFacilities: Campus Planner

Overall coordination Resource support Operational planning Communication

F I E L D O P E R A T I O N SIncident 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 OperationsSafety Officer: Director, Occupational Health & Safety

Liaison Officer: Manager Emergency PreparednessPublic Information Officer: Director Media Relations (or designate)

Scribe: Executive Officer

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Step 4

Adopt the World Health Organization Hierarchy of Pandemic Alert.

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Existing Frameworks

World Health Organization Pandemic Alert Phases

Phase 1 No new influenza virus subtypes have been detected in humans. An influenza virus subtype that has caused human infection may be present in animals. If present in animals, the risk of human infection or disease is considered to be low.

Interpandemic Period *

Phase 2 No new influenza virus subtypes have been detected in humans. However, a circulating animal influenza virus subtype poses a substantial risk of human disease.

Phase 3 Human infection(s) with a new subtype, but no human-to-human

spread, or at most rare instances of spread to a close contact. Phase 4 Small cluster(s) with limited human-to-human transmission but

spread is highly localized, suggesting that the virus is not well adapted to humans.

Pandemic Alert Period **

Phase 5 Larger cluster(s) but human-to-human spread still localized, suggesting that the virus is becoming increasingly better adapted to humans, but may not yet be fully transmissible (substantial pandemic risk).

Pandemic Period Phase 6 Pandemic phase: increased and sustained transmission in general

population. Postpandemic Period

Return to interpandemic period.

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Step 5

Create the Master Pandemic Plan by aligning the institution’s planning, mitigation and response actions within each WHO Alert Phase.


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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.

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Step 6

Address academic governance issues and the core business activities of teaching, learning and research


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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.

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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

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Step 7

Develop “Sub-plans” for all areas where essential functions need

to be performed during operational reduction or closure.

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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

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Step 8

Other Considerations

Additional Key Planning Actions

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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

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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

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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

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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


ENDCanadian Association of University Business Officers

March 22, 2007

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