York University Pandemic Influenza Plan
York University
Pandemic Influenza Plan
2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
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Table of Contents
BACKGROUND ............................................................................................................................ 2
York University Pandemic Influenza Steering Committee ........................................................ 3
Pandemic Influence Planning at York University Web Site....................................................... 3
PLANNING ASSUMPTIONS ....................................................................................................... 4
Planning Principles ..................................................................................................................... 4
Planning Assumptions ................................................................................................................ 4
YORK UNIVERSITY IMS ORGANIZATIONAL STRUCTURE AND STAFFING ............... 10
Emergency Policy Group (EPG)............................................................................................... 10
Emergency Management Group ............................................................................................... 11
IMS Functional Groups (aka “General Staff”) ......................................................................... 13
Field Operations Command Post .............................................................................................. 19
YORK UNIVERSITY PANDEMIC INFLUENZA MASTER PLAN ........................................ 21
World Health Organization Alert Phases for a Pandemic ........................................................ 21
Interpandemic Period: Phase 1.................................................................................................. 23
Interpandemic Period: Phase 2.................................................................................................. 24
Pandemic Alert Period: Phase 3................................................................................................ 27
Pandemic Alert Period: Phase 4................................................................................................ 28
Pandemic Alert Period: Phase 5................................................................................................ 29
Pandemic Period: Phase 6......................................................................................................... 30
Post Pandemic Period ............................................................................................................... 32
PANDEMIC PLANNING - ACADEMIC ISSUES ..................................................................... 33
York’s Academic Mission ........................................................................................................ 33
University Research .................................................................................................................. 34
SENATE OF YORK UNIVERSITY EXECUTIVE COMMITTEE............................................ 37
Communication to the Pandemic Planning Group re: Senate Responsibilities and Processes in
the Event of a Disruption .......................................................................................................... 37
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
BACKGROUND
Outbreaks of influenza have been known to occur for centuries, and three influenza pandemics
have occurred in the previous century alone – the Spanish (1918), Asian (1957) and Hong Kong
(1968) pandemics. These pandemics resulted in reported numbers of deaths in the millions across
continents and world-wide.
International health experts are predicting that another pandemic influenza will occur although
the timing and pattern of the pandemic is unpredictable. When it does, the impact could be
extensive, with millions in Ontario anticipated to be infected and possibly thousands succumbing
to the disease. Clearly, it is important for institutions and businesses to prepare for this
possibility.
Work has occurred at the federal level that has resulted in the development of a contingency
plan, which reflects the role of the federal government in a pandemic influenza response.
Similarly, at the provincial level, the Ministry of Health and Long-Term Care has undertaken a
planning process in collaboration with various stakeholders for an Ontario response to a
pandemic influenza.
Given the federal and provincial forecasts, municipalities across Ontario need to prepare for such
an outbreak and Toronto Public Health has recently completed a Pandemic Influenza Plan, with
the involvement of numerous medical and health experts, emergency response agencies, and
non-government (outreach/ service) organizations.
Beginning in Fall 2005, York University has been participating in discussions about Pandemic
planning with representatives of GTA postsecondary institutions and other organizations and
agencies. Additionally, an internal University steering committee, working with representatives
of Toronto Public Health, has commenced the development of a Pandemic Influenza Plan for
York. The University’s plan is being designed to parallel the World Health Organization’s
model of Alert Phases for a Pandemic, upon which Toronto Public Health has also prepared its
plan.
Further communication about York University’s pandemic planning will be available through
updates to this web page and in announcements to the University community through Y-file and
Y-life in the months ahead.
Related Links:
•
World Health Organization http://www.who.int/csr/disease/influenza/pandemic/en/
Government of Canada http://www.phac-aspc.gc.ca
•
Toronto Public Health Pandemic Influenza Plan
http://www.toronto.ca/health/pandemicflu/index.htm
•
Ontario Ministry of Health and Long-term Care
http://www.health.gov.on.ca/english/public/program/emu/pan_flu/pan_flu_mn.html
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
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York University Pandemic Influenza Steering Committee
Anthony Barbisan, Director, YU Card and Food Services
Lucy Bellissimo, Associate Registrar, Systems and Communications, Registrar and
Student Financial Services
Alex Bilyk, Director, Media Relations, Marketing & Communications
Katherine Branton, Manager, Emergency Preparedness Program
Frank Cappadocia, Director, Student Community & Leadership Development
Andrea Della-Rossa, Executive Officer, Computing & Network Services
Steve Dranitsaris, Senior Executive Officer, Vice-President Finance & Administration
(Chair)
Joanne Duklas, University Registrar, Registrar’s Office and Student Financial Services
Richard Fisher, Chief Marketing & Communications Officer
Richard Grundsten, Industrial Hygienist, Occupational Health & Safety
Debbie Hansen, Director, Non-Academic Employee Relations
Jason Keddy, Director, Security Services
Louise Lewin, Associate Principal, Student Affairs, Glendon
Gina Marasco, Manager, Nursing Practicum Coordination Office
Michael Markicevic, Assistant Vice-President, Campus Services and Business Operations
Barry Miller, Director, Academic Employee Relations
Anju Odam, Coordinator, Health Education and Promotion
Joanna Rainbow, Assistant Counsel
Alison Collins-Mrakas, Senior Manager and Policy Advisor, Research Ethics
Debbie Kee, Director, Housing Services
Rod Webb, Associate Vice-President Academic
Kevin Wilson, Senior Executive Officer, Vice-President Students
Patricia Yu, Director, Occupational Health & Safety
Acknowledgement
The Steering Committee is appreciative of the guidance and assistance provided by Toronto
Public Health, Communicable Disease Liaison Unit (Brian Thompson, Elaine Pacheco) in the
development of this Plan.
Pandemic Influence Planning at York University Web Site
http://www.yorku.ca/epp/influenza.html
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
PLANNING 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.
Planning Assumptions
1. A plan for an infectious disease outbreak should provide a framework to guide
other potential, similar health-related events that may affect continuity of
University operations. While it is uncertain when a pandemic will occur, perspective
needs to be maintained in planning because impacts are uncertain.
2. The Plan should assume there is no immunity and a high risk of contraction is
inevitable if exposed.
3. The Plan should assume the following:
i. 15-35% employee absence as a result of illness, caring for sick family members
or friends, and closures of schools and daycare facilities (Health Canada) and
absenteeism.
ii. Up to one-third of the York population or 20,000 people to be affected
(Toronto Public Health).
iii. 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 (Toronto Public
Health). York’s mortality rate could be higher if the University is one of the
“clusters” hit hardest.
iv. Previous influenza pandemics have infected regions in multiple waves. The
duration of each pandemic influenza wave is likely to be 6 to 8 weeks.
4. Given the estimated mortality numbers, it may be an extended period of time before
some employees or students are emotionally, financially or otherwise capable of
resuming their normal lives.
5. 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 Toronto Public Health and/or External
Emergency Response Agencies.
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
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6. In a pandemic situation, 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.
7. Measures to prevent exposure as long as possible should be planned for the
University’s emergency management and response personnel. In order to prevent all
response personnel from becoming sick at the same time, exposure should be minimized
for as long as possible through the use of personal protective equipment (PPE). This will
allow key responders and decision-makers to remain operative until a percentage of sick
personnel have survived the ordeal, built immunity, and are able to return to assist in
response efforts.
8. There may be employees and students who may not be prepared and this will result
in the University facing greater taxation of its resources to respond to the pandemic,
including ill or dependent students in residence. Preparedness education for the
pandemic needs to be at the grassroots level, with responsibility residing with the
individual (student, employee) and family. This applies to food, fluids, shelter, care and
medication, for employees and students who are physically reliant on medications.
9. Some employees will be unable to make themselves available to work because of
their priority of personal safety, their need to care for family members or others,
and a fear of contracting the disease. Employees faced with conflicting obligations
between home and the workplace will gravitate to the care and safety of immediate
family members. The University needs to encourage employees to address issues of
childcare, family communications and transportation prior to the emergence of a
pandemic.
10. The President with Senate Executive will have to determine at which point the
absence of students, faculty and staff becomes an academic disruption (where
Senate Policy would have to be invoked and principles of academic integrity,
fairness to students and timely communication would apply) and options for
remediation considered.
11. The University should adopt, on the basis of a percentage of the University
population (students, faculty and staff) reported sick or absent, a trigger point for
full suspension of operations. This metric adopted by School Boards in the GTA is
35%.
12. Students in residence, essential service employees, and members of the emergency
response team may not have access to food from normal sources either on-campus
and/or off-campus. Additionally, these individuals may not be able to access cash to
purchase food if there is disruption to banking services and machines.
13. Persons in neighbourhoods adjacent to the University campus may seek support or
assistance from the University during a time of crisis and, as a guideline, the
University should respond “as resources are available”.
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
14. The University should not rely on the Ontario health care system to provide
arrangements for caring for sick students in residence (who are unable to go home).
The pandemic will create surge capacity at hospitals and extend to their limits all
physicians, nurses and public health workers.
15. The University should not rely on upper levels of government to provide policy
direction before or during a pandemic nor should it assume that assistance will be
provided during a pandemic, given the wide-scale demands and limitation of
resources. The University should plan to make its own decisions on policy and
guidelines (e.g., closure or scale-back criteria) and should form relationships formed
through collaborative planning and personal/professional networks that might provide
assistance during an emergency outbreak.
16. There is an increased probability of exposure in some University buildings and
gathering places where there is a greater likelihood of direct contact with others
because of high volume of pedestrian traffic or high density of occupants. Examples
include Central Square, York Lanes, Student Centre, lecture hall buildings,
recreation centre, cafeterias, student residences and apartment buildings.
17. The University has specific vulnerable populations that may be at higher risk of
exposure or require special care (e.g., young and elderly, persons with disabilities,
pregnant women, daycares, apartment tenants, custodial staff, essential service
workers, students and employees in international travel, etc.).
18. There may be an outbreak affecting one or more identifiable constituencies or areas
(“pockets”) of the University. The Plan needs to address how this scenario would
impact the constituency/area and how it should impact the rest of the University.
19. University services critical to the health and welfare of the population and that are
especially important during an outbreak include Security, Student Housing,
Hospitality and Food Services, Facilities (utilities and plant services), Computing &
Network Services, Animal Care, and Communications.
20. Employees (management employees especially) in less “essential” service operations
should be re-assigned or co-opted to help out in other ways during the University’s
time of crisis.
21. Provision should be made for certain employees to work from home (if, for instance,
they are under quarantine, have care responsibilities, or are unable to travel).
Employees that will need adequate remote connectivity (computing, network,
telecommunication) should be identified early in the planning stages.
22. Staff should be made available to care for animals in research facilities.
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
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23. Proactive preventative measures such as enhancing hygiene practices or
inventorying staff skill sets should be initiated now. Strategic actions designed to
reduce potential exposures or mitigate continuity issues don’t have to wait for either the
Plan to be completed or for the pandemic to arrive.
24. The University should provide useful information to its employees and students on
an ongoing basis, from the beginning of the planning process and throughout an
outbreak situation. If a communication vacuum exists, the community will create
rumours and misinformation will fill the gaps. Individuals who are provided information
in a clear and consistent manner tend to remain calm, cooperate and help others more
than those who are caught off guard by a situation. Ongoing communication will instill
community confidence in the University’s plans. Bulletins, website messages, employee
meetings and other communication tools should be employed to share information and
provide an enhanced sense of control.
25. The University’s communication plan for disseminating information should include
targeted messages for parents and families of York students as well as tenant
organizations and groups on the University’s campuses (e.g., Harry Crowe Co-op,
Tennis Canada, food service operators, York Lanes retailers, etc.).
26. Where possible, senior University officers and leaders within the University
community should participate in a pandemic related drills to build employee
confidence and improve decision-making processes. Like any situation, people tend to
cope better if the situation has some familiarity.
27. It will not be possible to offer e-classes as a substitute for academic classes held on
University premises.
28. There will be the potential for unattended research and loss of intellectual property.
29. Because of their distinct geographical locations, the Glendon Campus, the Nadal
Management Centre and the Osgoode Hall Law School Downtown Centre may or
may not be infected while other campuses are or are not. Faculty of Education sites
in school board facilities will have to comply with school board operating and
closure decisions.
30. There will be the potential for a disruption of transit service to the University
campus(es) leading up to or during the pandemic outbreak, so a contingency plan
for commuters may be required. Bill 56 will allow transit drivers not to work (if they
feel they are at risk or have dependent care responsibilities). Also, transit drivers may
elect not to accept routes to and from the University campus if York community members
are an affected population.
31. In order to maintain services provided by commercial tenants in York Lanes and
the Student Centre for as long as possible during an outbreak, mutual aid
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
agreements with YUDC, the Student Centre and individual retail operators/service
providers will be pursued by the University.
32. There will be resource implications to deliver a Pandemic Influenza Plan and
response program.
33. Resources will be made available as soon as possible to the planning and
management of an influenza pandemic. There is a relatively short time-frame in which
planning arrangements need to be made.
April 2009
YORK UNIVERSITY
INCIDENT MANAGEMENT SYSTEM ORGANIZATIONAL STRUCTURE
EMERGENCY POLICY GROUP
(aka Core Crisis Team)
POLICY
• Policy decisions
VP Finance & Administration
• Priorities
President
• Strategy
Chief Marketing & Communications Officer
Additional members may be added, depending on the
University Legal Counsel
nature of the 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
Duty Officer (Admin Officer, TBA)
Senior Duty Officer (Admin Officer, TBA)
EMERGENCY MANAGEMENT GROUP
•
Overall coordination
COORDINATION
Emergency Manager: AVP Campus Services & Business Operations
• Resource support
& IMPLEMENTATION
Safety Officer: Director, Occupational Health & Safety
• Operational planning
Liaison Officer: Manager Emergency Preparedness
• Communication
Public Information Officer: Director Media Relations (or designate)
Scribe: Executive Officer
Additional members may be added, depending on the
nature of the Emergency – e.g., senior representatives
from External Emergency Response Agencies
Planning & Analysis
Operations
Logistics
Finance/Administration
Chief: Sr. EO Finance & Admin.
Chief: AVP Facilities Services
Chief: AVP Finance
Chief: Comptroller
Academic: Assoc. VP Academic
Security: Operations Manager
Procurement: Director, Procurement
Insurance: Manager Insurance
and Sr. EO Academic
Research: Assoc. Dir. Research Services
HR: Director HR Services
HR&ER: Director Payroll
Students: AVP Student
CNS: Director IT Infrastructure
NGO Support: Community Relations
Budget: Manager Budget
Community
ITS: Director IT Services
Officer
Audit: Internal Audit
Facilities: Campus Planner
Care/Shelter: Director Student Community,
Transport: Manager Transport Services
Director Housing & Food
Food: Manager, Food Services
Services
F I E L D O P E R A T I O N S
P O L I C E, F I R E,
Incident Commander: Director Security Services
E M S / A M B U L A N C E
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
YORK UNIVERSITY IMS ORGANIZATIONAL STRUCTURE
AND STAFFING
York University has adopted the Incident Management System (IMS) for command, control and
coordination of incident response. IMS is widely accepted by response agencies across North
America and is the standard organizational structure and management system used to align both
private sector and government response organizations. IMS includes five basic components: a
designated Incident Commander (IC), and Operations, Planning, Logistics and Finance Sections
operating out of a dedicated Emergency Operations Centre (EOC). The Incident Commander is
the most senior first–responder to arrive on the scene of an incident and communicates directly
with the Emergency Manager (of the EOC), who in turn provides information to, and receives
strategic direction from, an Emergency Policy Group.
The following is a brief description of the roles and responsibilities of the York University
Incident Management System (IMS) organizational structure, Emergency Operations Centre
functional groups, and the affiliated staffing positions.
Emergency Policy Group (EPG)
The President’s Core Crisis Team serves as the Emergency Policy Group. The EPG provides
guidance and support to the EOC, including setting priorities and direction for campus
response and recovery activities. The Emergency Policy Group is comprised of the following
core members:
•
President or designate
•
VP Finance and Administration
•
Chief Marketing and Communications Officer
•
University Secretary and General Counsel (or Assistant Counsel)
•
Additional members may be added to the EPG, depending on the nature of emergency.
Any member of the EPG can activate the EPG (or Core Crisis Team) when an emergency arises.
The EPG assesses the situation and, based on information from the Emergency Management
Group (which relies on Functional Support Groups as well as External Emergency Response
Agencies). The President or delegate is empowered to declare a University Emergency when:
a) Conditions exist on or within the vicinity of the campus which result from natural or
human caused disasters or civil disorders which pose a threat of serious injury or damage
to property, the environment, or University operations.
b) Extraordinary measures are needed to avert, alleviate, or repair damage to University
property or to maintain orderly operation of the campus.
The VPFA has overall responsibility for ensuring that workable plans are in place that will
address anticipated emergency situations that could occur on campus.
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
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Emergency Management Group
The Emergency Management Group is responsible for managing the response and recovery
during and following an emergency. The EMG may be activated by the Manager Emergency
Preparedness, the Director Security Services (the Incident Commander) or the Assistant Vice-
President Campus Services & Business Operations (the Emergency Manager), depending on the
nature of the emergency. Housed in a designated Emergency Operations Centre (EOC), the
primary functions of the EMG are:
•
to seek policy decisions and direction from the Emergency Policy Group, as required;
•
to receive, prioritize, route and disseminate information;
•
to provide resources needed by the campus;
•
to coordinate and provide support to field activities;
•
to coordinate support for emergency responders; and
•
to deal with issues that are beyond the scope of the field operations.
Under the leadership of the Emergency Manager, the Emergency Management Group
responsibilities in the EOC are as follows:
a) Emergency Operations Centre Manager (AVP Campus Services & Business Operations or
Designate)
- Liaises with the Emergency Policy Group;
- Directs activities and organization of the EOC;
- Determines level of staffing needed in the EOC;
- Provides regular updates to the Public Information Officer on emergency response
activities; and
- Provides information and updates from the Emergency Policy Group to EOC staff.
b) Safety Officer (Director Occupational Health & Safety or Designate)
- Responsible for the health and safety of the emergency response staff;
- During the emergency, provides overall safety authorization for operational activities
prior to implementation; and
- Provides advice to the Emergency Management Group regarding protective actions,
personal protective equipment requirements, exposure risks (physical, chemical,
biological, electrical, radioactive etc) and recommended protective strategies.
c) Public
Information
Officer
(Director Media Relations or Designate)
- Acts as the University spokesperson during and following the emergency;
- Communicates current information internally to the EOC and externally to the York
community and media;
- Serves as the primary contact to other external agency PIOs;
- Liaises with the communications staff to produce media statements, protective action
decision statements (PADS), and staff guidance documents;
- Takes a lead role in identifying subject matter expert spokespersons as appropriate or
required;
- Establishes and updates emergency email listservs, hotlines, and web sites;
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
- Within Communications, establishes Community/Public Inquiry and Rumour Control
functions to research and collect information to support EOC planning objectives, to
assist the Emergency Policy Group in the development of key messages, and that may
impact emergency response operations; and
- Monitors the EOC activity in order to provide input to the Emergency Policy Group
when formulating key messages.
d) Liaison Officer (Manager Emergency Preparedness or Designate)
- Interfaces with External Emergency Response Agencies (e.g., fire, law enforcement,
provincial/municipal emergency management, etc.), volunteer support groups, other
institutions, etc. as needed;
- Serves as advisor to the Emergency Manager regarding plans, standard operating
procedures (SOPs) and mutual aid agreements.
- During the emergency, coordinates general situation status reports and briefing notes
(even after interfaces are established between IMS staff in external organizations and
their respective IMS sectional counterparts in York’s EOC);
- Provides direction to Duty Officers and Administration Section staff regarding initial
activation, set-up and operational process flow for the Emergency Operations Centre
until “operational status” is declared and authority transferred to the Emergency
Manager (EOC);
- Provides ongoing interpretation and advice to the Emergency Manager (EOC)
regarding emergency management plans, practices, and protocols, and available
resources; and
- Requests external operational information (i.e. operational situational reports, incident
action plans and updates) from external agencies and support groups as required, and
via the Scribe, Finance/Administration Section Chief, and Duty Officers, directs it to
appropriate functional cells such as Planning, Operations, Logistics or
Finance/Administration sections.
e) Scribe (CSBO Administrative Officer or Designate)
- Documents all objectives, decisions and action plans created by the Emergency
Management Group;
- Processes the dissemination of information from the EOC, from other internal University
emergency management meetings and other related information; and
- Provides situational report updates and informational briefings from the Emergency
Management Group via the Administration/Finance Section Chief and Duty Officers to
direct it to appropriate functional cells such as Planning, Operations, Logistics or
Finance/Admin.
f) Duty
Officer(s)
(Designated Managers CSBO or Alternates)
- Assists in the set-up of the EOC and its equipment and assists with the response to the
initial receipt of emergency information.
-
Once the EOC is active, receives all general incoming calls and routes them to the
appropriate IMS functional cells for action.
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-
Responsible for all initial outgoing operational communications until the IMS structure is
in place and designated positions can communicate directly with their
IMS
counterparts in other agencies.
-
Maintains a log of all requests, actions taken and decisions made and routed through the
Duty Officer(s);
- Coordinates with the Administration Section Clerk(s) to update all situation boards,
visual displays and electronic logs;
- Coordinates with the Scribe to provide situational report updates and informational
briefings from the Emergency Management Group to the Administration/Finance Section
Chief to produce reports and direct them to the appropriate functional cells such as
Planning, Operations, Logistics or Finance/Administration; and
- Ensures records of all EOC activity are maintained and filed by the staff of the Finance &
Admin Section.
The IMS model allows for both a Duty Officer and a Senior Duty Officer. Both positions may
be filled by one individual if emergency activity is minimal and the OEC workload can be
managed by one Duty Officer.
IMS Functional Groups (aka “General Staff”)
The following “sections” or “cells” make up the general staff that may be needed to respond to
an emergency or to provide support in the Emergency Operations Centre. Each section of the
General Staff has a Section Chief who will lead the group, serve as the point of contact for the
section, and help determine the level of staffing and expertise needed within the section to
respond to the emergency.
1. Operations Section
The Operations Section staff are the “doers” in the EOC. They are responsible for the overall
coordination of resources needed to manage the emergency, and set priorities and monitor the
needs of the field response. The Operations Section implements the strategies determined by the
EOC Manager and the Emergency Policy Group and provides support to the field Incident
Commander (IC) and response teams. The Operations Section Chief position can be filled by
several of the section’s staff, depending on the type of emergency and will be confirmed by the
Emergency Manager upon EOC activation.
The Operations Section may include the following staff:
Security: (Director, Operations Manager Security, or designate)
- Invokes the Notification System and Activation of the EOC (Determines initial activation
level and associated response activities – Monitoring, Partial or Full Activation);
- Manages policing and security functions by supporting the Incident Commander;
- Has the lead for the Operational Action Plan for law enforcement, security, perimeter
establishment and control, traffic control, access control, public order, and crime scene
preservation as applicable;
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
- Coordinates with all 3-tier first responders (Police, Fire, EMS);
- In an emergency, acts as primary liaison to Building Emergency Captains (BECs),
Emergency Preparedness Coordinators (EPCs) and trained Certified Emergency
Response Team (CERT) members; and
- Directs all evacuation and sheltering efforts on or off Campus.
Facilities: (AVP Facilities Services or designate)
- Manages and coordinates the prioritized response and exchange of operational
information for all buildings, power/water/HVAC utilities, roadways, and grounds
through designated personnel in the Facilities Services Department;
- Has the lead for the Operational Action Plan for emergency inspection, damage
assessment, repair and restoration operations for all campus buildings,
power/water/HVAC utilities, facilities, roadways, and grounds;
- Coordinates emergency power and related support for all field operations and the EOC;
and
- Provides reports from outside utilities and transitioning emergency operations for clean-
up, repair and restoration operations.
Research: (Associate Director Research Services or designate)
- Coordinates response operations for research facilities, including provision of any
information that relates to exposure risks specific to such research facilities.
- Manages the provision of animal care, including protecting, feeding, rescue and
relocation if necessary.
- Coordinates emergency response operations in conjunction with the priorities for
providing environmental health and safety to the animals.
- Reports the status of research animals to the EOC at intervals.
Computing & Network Services: (Director IT Infrastructure or designate)
- Maintains the central data and computing infrastructure.
- Assesses operational status of campus data and computing services.
- Ensures support to emergency data network and computing application services..
- Directs restoration of central computing and networking infrastructure and services,
arranging for emergency repairs.
- Leads the provision of technical support for campus telephone and communication
systems used in the emergency response.
- Directs restoration of communications services on campus, arranging for emergency
repairs.
- Establishes alternate means of communication when necessary, and provides
communications capabilities to support EOC operations.
- Ensures that approved messages (provided by the PIO) are initiated on the University’s
central call processing system; and
- With assistance from the EOC Liaison Officer, manages the technical requirements of
Volunteer Ham Radio service to the EOC.
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- Assesses the need for and initiates appropriate actions (e.g. ensure availability of
enterprise services such as Internet access, email, voice communications, central web
service, and student service applications and supporting technology) identified in the
University’s Disaster Recovery Plan to ensure availability of enterprise services to
support EOC priorities;
- Ensures that the University’s “external” and central “internal” website is operational and
updated as necessary (i.e. with key messages provided by the PIO), and available to be
used by the Marketing & Communications Division as a primary communication medium
during and after the emergency;
ITS: (Director IT Services or Designate)
- Assesses the need for and initiates appropriate actions (e.g. ensure availability of key
administrative services such as human resources, security systems, and support
technology) identified in the University’s Disaster Recovery Plan and establishing
alternate means of administrative computing services to support EOC priorities;
- Work with CNS to ensures that the University’s official website and supporting
technology and applications are operational and updated as necessary (i.e. with key
messages provided by the PIO);
- Ensures the set-up, activation and configuration of EOC computer hardware, printers, fax
machines, visual display monitors, scanner(s), data projectors, and all emergency
software applications.
Care/Shelter: (Director Student Community & Leadership Development and Director
Housing & Food Services or designates)
- Advise the Emergency Management Group (EOC) on all matters pertaining to the
provision of emergency food, medication, clothing and shelter for Residences and the
University community generally.
- Identify and prepare an appropriate number of buildings to be used as emergency
reception centres.
- Oversee/operate, direct and supervise the operation of such centres; and
- With assistance from the Liaison Officer, Emergency Management Group, will liaise
with the Community Relations Officer and Manager of Food Services, Logistics Section,
to coordinate support from or for Municipal Social Services and/or established Non
Government Support Groups (NGOs) such as the Red Cross, Salvation Army et cetera to
provide emergency social services including registration and inquiry.
2. Planning and Analysis Section
The Planning and Analysis Section are the “knowers” and “thinkers” in the EOC. They are
responsible for determining what needs to be done to fix the problem, including analysis of
the situation, writing situation reports, anticipating changing situations, developing action
plans, monitoring resources and facilities, managing maps, documenting the response and
providing information to the Administration Section staff and Duty Officers to update EOC
status boards.
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
The Planning and Analysis Section may include positions from both the Academic and non-
Academic divisions as follows:
Planning Chief: (Senior Executive Officer, Finance and Administration or Designate)
- Leads the overall management and analysis of disaster/incident information and
assessment of impact and outcomes;
- Manages the receipt, posting, tracking and documentation of disaster/incident
information by Planning and Analysis Section staff;
- Provide the Emergency Manager (EOC) and Emergency Policy Group with an analysis of
the situation, and interruption to the university programs; and
- Ensures a general EOC log is maintained to document major actions and decisions of the
EOC.
Facilities: (Campus Planner or Designate)
- Provides information regarding campus lands, facility layout, design and infrastructure,
and visually displays information in the EOC as required;
- Liaises with Fire Prevention, Facilities Services and Safety Officer (Emergency
Management Group) to determine appropriate evacuation routes and sheltering facilities;
- Assists in damage assessment of facilities and production of inspection and status reports;
- Coordinates with AVP Facilities Services (EOC Operations Section) and Manager of
Insurance & Risk Management (Finance & Admin Section) to produce ballpark estimates
of damage, loss and reconstruction/repair costs; and
- Assists Planning & Analysis Chief and Operations Section Chief in determining
emergency repair priorities.
Students: (AVP Student Community & Leadership Development or Designate)
- Represents all student services for the University during the emergency response and
recovery;
- Advises the Planning and Analysis Section Chief on the implications of emergency
measures on students and support services;
- Maintains an inventory of students with disabilities and arranges for support for students
requiring special assistance;
- Works with the Director Student Community and Director Housing and Food Services
(Operations Section) to determine housing, food and medication needs and coordinate
their provision;
- Works with the EOC Public Information Officer to provide information to the campus
community;
- Assists the Community Relations Officer and/or Director HR Services with set-up of
registration and inquiry services to reunite families and to collect queries concerning the
safety and whereabouts of students; and
- Monitors and provides for crisis-counseling services to students as required.
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
17
Academic: (Senior Executive Officer Academic and/or Associate VP Academic or
Designate)
- Liaises with Faculty Deans and department heads to provide support as needed;
- Obtains input and feedback from academic offices and provides information and
expertise in formulating the recommendations of the Planning & Analysis Section;
- Advises the Planning and Analysis Section Chief on the implications of emergency
measures on academic programs and activities (classes, examinations, etc.);
3. Logistics Section
The Logistics Section is responsible for determining available resources to respond to the
incident or emergency and is involved with all that is necessary to support the Operations
Section. As the “Getters” of resources, the staff of this section is responsible for acquiring
emergency response and recovery workers, employee/student resources, supplies and
equipment. The Logistics Section is comprised of the following staff:
Logistics Section Chief: (AVP Finance or Designate)
- Provides overall management of resource and logistical support for operations and
planning functions that are beyond normal departmental assets;
- Responsible for overall coordination of personnel availability and assignment, equipment
and supplies procurement, transportation services, NGO (Non-Government Organization)
volunteer support and donation management; and identification and tracking of all
existing resources.
Procurement: (Director Procurement Services or Designate)
- Sets up all logistics for procurement and delivery of resources, both University/Campus
resources and external goods and services;
- Arranges for field receipt and acknowledgement;
- Procures privately owned and vended services;
- Arranges for contracted services, equipment purchase, supplies purchase or support
(meals, etc) for emergency operations. If services are not actually purchased through the
EOC, then sets up an allocation and tracking process to assure vendors know whom to
invoice and how they will be paid; and
- Finds and distributes needed resources.
Human Resources: (Director Human Resources Services or Designate)
- Arranges for temporary hires as required;
- Identifies, recruits or co-opts employees from across the University for emergency related
roles and tasks as required and appropriate;
- Arranges for EOC and emergency response staffing shift schedules, recall of staff and
staff assignment;
- Executes critical processes for employee benefits and payroll, having ensured that exigent
systems are in place;
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
- Maintains an inventory of employees with disabilities and arranges support for both
employees and students requiring special assistance; and
- Monitors and provides for crisis-counseling services to employees as required.
NGO Support: (Community Relations Officer or Designate)
- Coordinates support from the University Campus and surrounding community, including
NGO Support Groups (i.e. Red Cross, Salvation Army, et cetera);
- Coordinates all volunteer resources to support the University’s emergency response and
recovery needs;
- With support from Human Resources & Employee Relations and other Community
Relations staff, sets up processes for registering, screening and managing volunteers (e.g.,
background checks, emergency contact numbers, signed release from liability; etc.) and
- Arranges for volunteer support coverage and deploys as requested by Operations Section.
Transportation: (Manager Transportation Services or Designate)
- Responsible for providing transportation to support emergency operations, including
transport of emergency personnel, equipment, supplies, and injured persons, and
evacuations across or off Campus;
- Manages the University’s van and bus pool;
- Coordinates the provision of municipal transit services to Campus; and
- Maintains an inventory of all available transportation (vehicles) and support (fuel,
supplies, and drivers).
Food: (Manager, Food Services or Designate)
- Establishes emergency contracts with suppliers to provide emergency supplies of food
and fluids to support students in Residence as required; and
- Obtains and allocates food and water supplies to support emergency staff needs (i.e.
coordinates resources to provide hot meals and supplemental food for EOC and field
level emergency workers).
4.
Finance and Administration Section
The Finance and Administration Section are the “Payers” responsible for determining the
short and long-term fiscal impact of the emergency, cost accounting and compensation
claims, timekeeping (employee hours worked), EOC administration, and tracking
expenditures throughout the emergency. This section is comprised of the following positions:
Finance and Administration Chief: (University Comptroller or Designate)
- Provides overall management of financial accounting, analysis and reporting for the
emergency response; and
- As required, keeps the Emergency Management Group and Emergency Policy Group
advised of the total costs-to-date of the emergency response, estimated losses and
financial impacts of the emergency to University businesses, programs and facilities.
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
19
Insurance: (Manager Insurance and Risk Management or Designate)
- Establishes a process for tracking financial losses or liability for insurance claims;
- Ensures all contractors involved in response support and recovery operations have
appropriate insurance coverage; and
- Produces estimated loss reports and financial impact assessments for University
businesses, programs and facilities.
Human Resources & Employee Relations: (Director Payroll, Records & HR Systems or
Designate)
- Maintains timesheets for all emergency response personnel, including external agency
workers;
- Calculates total staffing hours and overtime costs for the emergency response; and
- Develops systems (including exigent systems) to ensure employees are paid.
Budget: (Manager Budget Office or Designate)
- Establishes an accounting process for tracking expenses for procurement of services,
contracts and/or mutual aid or volunteer group expenses, and equipment/supply and
service costs;
- Ensures adequate funds are available for the emergency response staff and allocates
expenditures to specific cost centres; and
- Assists in the management of financial accounting and analysis for the emergency
response in order to produce financial impact reports for the Finance/Administration
Section Chief.
Internal Audit: (Designate of the Director of Internal Audit)
- Performs post-incident analysis of the emergency response and/or training exercises and
drills to determine compliance with standard operating protocols and planning standards;
- Assists in the analysis of actions taken in order to develop post-incident reports providing
recommendations for improved preparedness and response; and
- Audits emergency response expenditures and mutual aid support costs for
appropriateness and accuracy.
Field Operations Command Post
Incident Commander: (Director Security Services or Operations Manager Security
Services or designated Security Supervisor)
The Incident commander (IC) is responsible for all field level activities and operations
designed to protect life, health and safety and minimize damage to University property and
infrastructure. The broader response will be managed by the Emergency Operations Centre
(EOC) and Emergency Policy Group (EPG) once they are convened. The IC is in charge at
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
the emergency site (i.e. if applicable) and communicates directly with the EOC Manager
whose role is to support the Incident Commander.
The IC remains in control until relieved by a higher authority at the site, or by a Senior
Officer of an appropriate first response agency such as Police, Fire or Emergency Medical
Services. Once a higher authority is at the site, the University’s Emergency Response Team
takes direction from the Senior Officer of the municipal first response agency as part of a
“Unified Command” structure.
The Incident Commander is responsible for the following:
- Establishing a “hot zone”, inner and outer perimeters to protect responders and members
of the University community;
- Implementing the command system at the site;
- Assessing the nature and magnitude of the emergency;
- Determining the immediate threat to human life and structures;
- Determining the need for site evacuation and carrying out evacuations as necessary;
- Providing emergency search-and-rescue and first aid until supported by municipal first
response agencies; and
- Coordinating information and activities with the Emergency Operations Centre Manager,
once activated.
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
21
YORK UNIVERSITY PANDEMIC INFLUENZA MASTER PLAN
World Health Organization Alert Phases for a Pandemic
In nature, influenza viruses circulate continuously among animals, especially birds. Even though
such viruses might theoretically develop into pandemic viruses, in Phase 1 no viruses circulating
among animals have been reported to cause infections in humans.
In Phase 2 an animal influenza virus circulating among domesticated or wild animals is known
to have caused infection in humans, and is therefore considered a potential pandemic threat.
In Phase 3, an animal or human-animal influenza reassortant virus has caused sporadic cases or
small clusters of disease in people, but has not resulted in human-to-human transmission
sufficient to sustain community-level outbreaks. Limited human-to-human transmission may
occur under some circumstances, for example, when there is close contact between an infected
person and an unprotected caregiver. However, limited transmission under such restricted
circumstances does not indicate that the virus has gained the level of transmissibility among
humans necessary to cause a pandemic.
Phase 4 is characterized by verified human-to-human transmission of an animal or human-
animal influenza reassortant virus able to cause “community-level outbreaks.” The ability to
cause sustained disease outbreaks in a community marks a significant upwards shift in the risk
for a pandemic. Any country that suspects or has verified such an event should urgently consult
with WHO so that the situation can be jointly assessed and a decision made by the affected
country if implementation of a rapid pandemic containment operation is warranted. Phase 4
indicates a significant increase in risk of a pandemic but does not necessarily mean that a
pandemic is a forgone conclusion.
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Phase 5 is characterized by human-to-human spread of the virus into at least two countries in
one WHO region. While most countries will not be affected at this stage, the declaration of Phase
5 is a strong signal that a pandemic is imminent and that the time to finalize the organization,
communication, and implementation of the planned mitigation measures is short.
Phase 6, the pandemic phase, is characterized by community level outbreaks in at least one other
country in a different WHO region in addition to the criteria defined in Phase 5. Designation of
this phase will indicate that a global pandemic is under way.
During the post-peak period, pandemic disease levels in most countries with adequate
surveillance will have dropped below peak observed levels. The post-peak period signifies that
pandemic activity appears to be decreasing; however, it is uncertain if additional waves will
occur and countries will need to be prepared for a second wave.
Previous pandemics have been characterized by waves of activity spread over months. Once the
level of disease activity drops, a critical communications task will be to balance this information
with the possibility of another wave. Pandemic waves can be separated by months and an
immediate “at-ease” signal may be premature.
In the post-pandemic period, influenza disease activity will have returned to levels normally
seen for seasonal influenza. It is expected that the pandemic virus will behave as a seasonal
influenza A virus. At this stage, it is important to maintain surveillance and update pandemic
preparedness and response plans accordingly. An intensive phase of recovery and evaluation
may be required.
** The distinction between Phase 1 and Phase 2 is based on the risk of infection or disease from
circulating strains in animals.
** The distinction between Phase 3, Phase 4 and Phase 5 is based on the risk of a pandemic.
To prepare the University for the possibility of a pandemic influenza outbreak, a number of
actions should be undertaken during each of the Alert Phases to plan, develop and enact
mitigation and response strategies and to ensure University community members are
appropriately informed and their needs addressed.
Actions have been aligned with the World Health Organization Alert Phases to facilitate internal
coordination as well as the University’s required responses to public health messages and
directives that are likely to be timed in accordance with these phases.
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
23
Interpandemic Period: 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.
1. Appoint a Steering Committee to develop a Pandemic Influenza Master Plan for the
University; to coordinate and oversee the development of unit specific plans; and to
coordinate manage, undertake and oversee phased implementation, as required, in
accordance with the plans developed.
Action: University Executive Committee
2. Determine appropriate institutional authorities for decision-making (before, during and
after a pandemic emergency) in regard to policy and enactment of policy decisions.
Action: Vice-President Finance and Administration
3. Establish a hierarchy of roles and responsibilities for managing a pandemic emergency,
consonant with the University’s emergency preparedness framework.
Action: Vice-President Finance and Administration
4. Develop an integrated communications/awareness plan for students, staff, faculty,
parents/family, and tenant organizations and groups on the University’s campuses and
initiate a preliminary communication to assure the community that pandemic planning
concerns are in hand.
Action: Marketing & Communications
5. Develop informational materials (fact sheets, Q&As, etc.) that explain about the
Pandemic; that includes instruction on personal hygiene practices that help mitigate
spread; and informs about York’s planning activity (undertaken in collaboration with
Toronto Public Health and consultation with other GTA postsecondary institutions).
Action: Marketing & Communications, Occupational Health & Safety, Student
Community & Leadership Development, Emergency Preparedness
6. Identify highest at-risk emergency response employees and protective equipment
required.
Action: Occupational Health & Safety
7. Initiate discussions with employee groups
Action: Human Resources & Employee Relations
8. Estimate and acquire an appropriate supply of equipment and supplies for prevention and
employee protection.
Action: Occupational Health & Safety, Facilities Services
9. Allocate funding to ensure above measures are in place.
Action: Vice-President Finance and Administration
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
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.
1. Develop strategy and procedures for communicating with, recalling and supporting York
students who are studying abroad in influenza infected areas as well as faculty and staff
who may be in these international locations.
Action: Vice-President Academic, York International
2. Complete unit-specific Pandemic Influenza contingency plans for all essential
program/service areas of the University, including:
a) Central utilities (Appendix A)
Action: Facilities Services
b) Security Services (Appendix B)
Action: Security Services, Campus Services & Business Operations
c) Custodial Services (Appendix A)
Action: Facilities Services
d) Grounds & Waste Disposal (Appendix A)
Action: Facilities Services
e) Communications (Appendix C)
Action: Marketing & Communications
f) Occupational Health & Safety (Appendix D)
Action: Occupational Health & Safety
g) Network & System Services (Appendix E)
Action: Computing & Network Services, Information Technology Services
h) Student Housing and Student Support (Appendices B & F)
Action: Housing & Food Services, Campus Services & Business
Operations, Student Community Development
i) Maintenance: emergency repairs/shutdowns (Appendix A)
Action: Facilities Services
j) Research laboratories (Appendix G)
Action: Vice-President Research & Innovation, Vice-President Academic,
Human Resources & Employee Relations
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
25
k) Animal care (Appendix G)
Action: Vice-President Research & Innovation, Vice-President Academic,
Human Resources & Employee Relations
l) Transportation (Appendix B)
Action: Transportation Services, Campus Services & Business
Operations, Emergency Preparedness
m) Employee Records and Payroll (Appendix H)
Action: Human Resources & Employee Relations
n) Pensions & Benefits (Appendix H)
Action: Human Resources & Employee Relations
o) Treasury (Appendix I)
Action: Finance, Vice-President Finance & Administration
3. Develop strategy for food service delivery through all stages of the Pandemic.
Action: Campus Services & Business Operations, Food & Housing Services,
Emergency Preparedness
4. Develop protocols for health monitoring and medical assistance through all stages of the
Pandemic.
Action: Student Community Development, Health Education, Human Resources
& Employee Relations, Campus Services & Business Operations, School of
Nursing (Faculty of Health), Toronto Public Health
5. Identify needs for mutual aid requirements
Action: Campus Services & Business Operations, Emergency Preparedness,
Facilities Services, Computing & Network Services
6. Initiate discussion with tenant organizations and groups on the University’s campuses.
Action: Campus Services & Business Operations, Vice-President Finance &
Administration
7. Develop system(s) for monitoring attendance of (a) students, at scheduled classes and
examinations; (b) of faculty, at scheduled classes and examinations; (c) of non-academic
staff in their workplaces and for collating this information for plan implementation and
institutional decision-making purposes.
Action: Registrar, Vice-President Academic, Human Resources & Employee
Relations
8. Policy decision to be made in regard to “trigger point” of reported absence of
students/faculty/staff at which the University would suspend normal operations, including
cancellation of classes and examinations, closure of offices and services.
Action: President, Senate Executive
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
9. Continue discussions with employee groups about Pandemic Planning and possible
contingencies (initiated at Phase 1).
Action: Human Resources & Employee Relations
10. Continue the acquisition of an appropriate supply of equipment and supplies for
prevention and employee protection (initiated at Phase 2).
Action: Occupational Health & Safety, Facilities Services
11. Allocate funding to ensure above measures are in place.
Action: Vice-President Finance and Administration
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
27
Pandemic Alert Period: 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.
1. Senate Executive to consider parameters for declaring a disruption which would lead to
class/examination suspension, guided by the principles of academic integrity, fairness to
students and timely information (as stated in the Senate Policy on “Academic
Disruptions”). Such parameters might include options to be exercised by individual
degree course instructors; options for students impacted by instructor absences,
concerned about becoming infected, or who have responsibility to care for others;
academic standing of students affected by the influenza or who are otherwise absent from
classes; course delivery continuity and remediation.
Action: Senate Executive, Vice-President Academic, Registrar
2. Initiate mutual aid arrangements with food operators and other tenants on campus, other
institutions and non-government organizations (NGOs).
Action: Campus Services & Business Operations, Emergency Preparedness,
Facilities Services
3. Identify employees authorized to work from home and determine remote
access/communication capabilities required.
Action: Human Resources & Employee Relations, Computing & Network
Services
4. Step up campus awareness and education initiatives in accordance with the
Communications plan.
Action: Marketing & Communications, Occupational Health & Safety, Health
Education, School of Nursing (Faculty of Health), Emergency Preparedness
5. Install handwashing signage in campus washrooms. Stock hand sanitizer to supply to
departmental offices as requisitioned.
Action: Facilities Services, Occupational Health & Safety
6. Formal meetings with employee groups to be initiated by University management.
Action: Human Resources & Employee Relations
7. Initiate campus program of essential supply stockpiling.
Action: Emergency Preparedness, Procurement Services, Facilities Services,
Campus Services & Business Operations
8. Increase vigilance in monitoring incidence of influenza in humans and spread.
Action: Occupational Health & Safety, Emergency Preparedness
9. Establish guidelines for employee situations of work refusal, dependent care absence,
quarantine, infection, and return to work.
Action: Human Resources & Employee Relations
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
Pandemic Alert Period: 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.
1. Prepare for Public Health monitoring and screening protocols.
Action: Occupational Health & Safety, Emergency Preparedness, Health
Education, School of Nursing (Faculty of Health)
2. As a contingent measure, establish program of emergency financial assistance for
students in need during the impending outbreak.
Action: Vice-President Students, Vice-President Finance & Administration
3. Identify emergency response personnel and develop strategies for recruiting volunteers
(employees, students, outside NGOs) to assist in emergency response during the
Pandemic Phase.
Action: Security Services, Emergency Preparedness, Human Resources &
Employee Relations, Student Community & Leadership Development
4. Establish protocols for managing deaths, reports of deaths, and claims for death benefits
during an outbreak and/or University closure.
Action: Human Resources & Employee Relations, Security Services, Vice-
President Academic, Vice-President Finance & Administration
5. Continue to exercise vigilance in monitoring incidence of influenza in humans and
spread.
Action: Occupational Health & Safety, Emergency Preparedness
6. Continue to communicate (status update) with University community, parents/families,
tenants and other campus stakeholders.
Action: Marketing & Communications
7. Schedule a Pandemic drill for members of the Emergency Policy team, Emergency
Management team, and Incident Commander (and potentially Senate Executive).
Action: Campus Services & Business Operations, Emergency Preparedness
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
29
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).
1. Recall students studying abroad in affected areas and contact faculty members in affected
international locations. Re-entry to Canada will be subject to applicable Health Canada
screening (as well as possible quarantine or health monitoring).
Action: Vice-President Academic, York International
2. Finalize strategies to prevent exposure for the University’s emergency management and
response personnel.
Action: Occupational Health & Safety, Security Services, Emergency
Preparedness
3. Initiate attendance monitoring for students, faculty and staff.
Action: Registrar, Human Resources & Employee Relations, Vice-President
Academic
4. Promote more intensively personal hygiene practices across the campus.
Action: Marketing & Communications, Occupational Health & Safety, Health
Education, School of Nursing (Faculty of Health)
5. Prepare for/implement Public Health monitoring and screening protocols (which may
include health declaration by visitors).
Action: Occupational Health & Safety, Emergency Preparedness, Health
Education, School of Nursing (Faculty of Health)
6. Develop training modules/processes for emergency response workers and those
recruited/assigned to treat ill persons.
Action: School of Nursing (Faculty of Health), Health Education, Occupational
Health & Safety
7. Determine disinfection and hygiene inspection processes and schedule for facilities.
Action: Facilities Services, Occupational Health & Safety
8. Continue to exercise vigilance in monitoring incidence of influenza in humans and
spread.
Action: Occupational Health & Safety, Emergency Preparedness
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
Pandemic Period: Phase 6
Pandemic phase: increased and sustained transmission in general population.
Key Assumptions:
• there is no immunity and a high risk of contraction is inevitable if exposed.
• Up to one-third of the York population or 20,000 people will be affected (Toronto Public Health).
1. Activate Emergency Management System Policy Team, Management Team, Response
Team and Incident Commander in accordance with the University’s Emergency
Preparedness Plan.
Action: Campus Services & Business Operations, Vice-President Finance &
Administration
2. Rigorous implementation of Public Health screening protocols and infection control
measures.
Action: Occupational Health & Safety, Emergency Preparedness, Health
Education, School of Nursing (Faculty of Health), Student Community &
Leadership Development, Housing & Food Services
3. Re-assign staff resources from less essential operations to support emergency response
and/or core University activities.
Action: Human Resources & Employee Relations
4. Implement training of emergency response workers and those recruited/assigned to treat
ill persons.
Action: School of Nursing (Faculty of Health), Health Education, Occupational
Health & Safety
5. Continue to track attendance of students, faculty and staff and report daily to the
Emergency Management team.
Action: Registrar, Human Resources & Employee Relations, Vice-President
Academic
6. Maintain up-to-date communications messages via the Web and voicemail system.
Action: Marketing & Communications
7. Implement disinfection and hygiene inspection processes and schedule for facilities.
Action: Facilities Services, Occupational Health & Safety
8. Decide about cancellation of classes/exams in localized programs, departments or
Faculties or University wide.
Action: Deans, Senate Executive
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
31
9. Decide about suspension of operations in localized administrative departments or service
offices or University wide.
Action: Appropriate Vice-President, Human Resources & Employee Relations
10. Invoke contingency plans, as required, in essential service/program areas.
Action: Refer to Phase 2, #2 (Page 4) and Appendices A – J.
11. Implement strategy for food service delivery.
Action: Campus Services & Business Operations, Housing & Food Services
12. Implement protocols for health assessment and medical assistance.
Action: Student Community Development, Health Education, Human Resources
& Employee Relations, Campus Services & Business Operations, School of
Nursing (Faculty of Health), Toronto Public Health
13. Continue to exercise vigilance in monitoring incidence of influenza in humans and
spread.
Action: Occupational Health & Safety, Emergency Preparedness
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
Post Pandemic Period
No new influenza virus subtypes have been detected in humans. However, a circulating animal influenza virus
subtype poses a substantial risk of human disease.
Possible return to Phase 2
1. University declares a return to normal operations.
Action: President
2. Recovery processes to be enacted by divisions, Faculties, departments and operating units
to return to normal operations, in accordance with Pandemic Influenza contingency plans
and Unit-Specific Emergency Preparedness Plans.
Action: All divisions, Faculties, departments and operating units
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
33
PANDEMIC PLANNING - ACADEMIC ISSUES
York’s Academic Mission
A primary planning assumption of the York University Pandemic Influenza Plan is to protect the
academic mission of the University through the continuation of core activities. Teaching and
research are integral to the academic mission, therefore planning must provide for the best
possible maintenance of these functions during a pandemic and for a rapid resumption of
activities in the event of a total shutdown.
The Senate of York University Executive Committee has issued a Communication to the
Pandemic Planning Group re: Senate Responsibilities and Processes in the Event of Disruption
(appended). This document articulates some of the policies and procedures that will come into
effect if and when a pandemic is encountered. Once a Pandemic is in Phase 5, when there is a
substantial pandemic risk, it is expected that Senate Executive will meet to translate the
principles enunciated in the policy document into effective guidelines and processes.
The impact of a pandemic is likely to be quite different than that of a labour disruption or any
other single emergency incident. The transmissibility and virulence of the pathogen likely
cannot be ascertained until a pandemic is well under way, and therefore it is difficult to predict
what the impact will be. However, based on what is known of other pandemics and the existing
avian influenza virus, it is not unreasonable to anticipate that a pandemic could come in waves.
The university may need to operate with reduced human resources or may need to close.
Furthermore, the institution could be subject to successive closings and re-openings over the
course of a pandemic.
Teaching and research are not solely the purview of one unit within the institution. Planning for
maintenance of these two functions during a pandemic cannot be done effectively by one unit or
individual. Responsibility for planning must ultimately be delegated and undertaken by groups
or individuals who are best positioned to maintain teaching and research functions.
The leadership of the deans and others such as Faculty Executive Officers will be critical in
mitigating, wherever possible, the negative effects of a pandemic on teaching and research.
Therefore, it is recommended that once a pandemic phase 5 has been declared, deans and others
in the Faculties will develop and/or update their unit-specific general emergency preparedness
plans in light of up to date knowledge of the imminent pandemic, in the context of the broader
Pandemic Master Plan.
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
University Research
Considerations
As research is integral to the University’s academic mission, interruption to normal research
activities must be minimized to the greatest extent possible in a pandemic situation.
There are two basic scenarios under which research activities must be maintained to the greatest
degree possible:
1. University open with decreased staff/services
2. University closed
There will potentially be quite different needs and procedures under each of these two scenarios.
Listed below are a number of specific considerations.
• In some cases, research which is left unattended or discontinued in the event of a
pandemic could result in loss of data and failure of a research project.
• Research projects which have a number of collaborators or research participants may be
compromised when people become unavailable due to illness. In some cases, alternative
methodologies may need to be developed.
• Some labs may have complex and expensive equipment which needs to be operated for
research purposes and cannot be easily shut down or shut down by someone not familiar
with its operation.
• With reasonable rationale, most granting councils are flexible if research grants need to
be extended.
• Research with time-limited deliverables could be affected. York normally tries to
negotiate Force Majeure clauses into its research contracts. These clauses excuse a party
from liability if some unforeseen event beyond the control of that party prevents it from
performing its obligations under the contract. Typically, force majeure clauses cover
natural disasters or other "Acts of God", war, or the failure of third parties--such as
suppliers and subcontractors--to perform their obligations to the contracting party.
However, not all research contracts have Force Majeure clauses.
• There are research operations/companies that are tenants on campus and who collaborate
with York faculty.
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
35
Maintaining the Research Function during a Pandemic
A number of different components comprise the research function at York and are addressed
below.
Faculty and student research projects
• This is the key component of the research endeavour at York and is addressed more fully
in the section below.
Vice President Research and Innovation
• The key essential services for this group have been identified as contract monitoring and
ethics review. Contingency plans for these services have been prepared.
Research Accounting
• Any essential services related to Research Accounting are addressed as part of the
contingency plan of the Department of Finance.
Animal Care Facilities
• Procedures for emergency situations affecting the care of animals for research and
teaching currently exist and are included in Appendix G of the pandemic plan.
Biohazardous materials
• As part of a worst case scenario, any biohazardous materials can be left unattended with
no risk to safety as York has level 2 containment.
• Faculty who use biohazardous materials as part of their research should include their
management in their research contingency planning.
• The advisory committee on Biological Safety has developed a Contingency Plan for
Emergency Situations which is included in Appendix G of the plan.
Faculty and Student Research Projects
• Principal Investigators have the primary responsibility for maintaining their own research
and undertaking contingency planning for their research. The Pandemic Planning
communication from Senate states that in a brief disruption, individual faculty members
are best positioned to determine the extent to which their labs and graduate student
supervision has been disrupted and to determine what remedial action is necessary.
• For the purposes of anticipating a pandemic and the uncertain nature of the disruption,
Principle Investigators are also in the best position to plan for the optimum maintenance
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
of their research activities and those of the students they are supervising. Faculty should
develop contingency plans for maintaining their research and should assist their students
accordingly.
• Faculties and departments as part of the pandemic planning process should provide
support and facilitation to the greatest extent possible. Deans have formal responsibility
for ensuring that faculty research contingency plans are put in place, supported by
appropriate faculty and departmental resources. Deans and Executive Officers may need
to facilitate planning and the sharing of resources among research groups.
• A template is included on the following page to assist faculty in contingency planning for
their research.
April 2009
Pandemic
Phase
Description
Actions to be undertaken (examples below)
Period
Phase 1 No new influenza virus subtypes
Interpandemic
have been detected in humans. An
Period
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.
Phase 2 No new influenza virus subtypes
• Ensure access to relevant existing emergency plans, e.g. the Biological Safety Contingency
have been detected in humans.
Plan for Emergency Situations
However, a circulating animal
influenza virus subtype poses a
• If not already in place, develop emergency call out lists for laboratories and specific
substantial risk of human disease.
equipment/facilities
Pandemic
Phase 3 Human infection(s) with a new
• Identify equipment/facilities that would require special attention (i.e. maintenance or
subtype, but no human-to-human
shutdown) during a closure or reduced personnel situation
Alert
spread, or at most rare instances of
Period
spread to a close contact.
Phase 4 Small cluster(s) with limited human-
• Train personnel in the operation of essential equipment or for general research project
to-human transmission but spread is
backup/maintenance
highly localized, suggesting that the
virus is not well adapted to humans.
• Plan for adjustments to research methodology where collaboration or research participation
may be compromised due to illness.
Phase 5 Larger cluster(s) but human-to-
• Ensure that necessary supplies are accessible and on hand
human spread still localized,
suggesting that the virus is becoming •
Ensure access in the event of a closure
increasingly better adapted to
humans, but may not yet be fully
• Plan for optimum maintenance of research or shut down in the event of a closure
transmissible (substantial pandemic
risk).
• Plan for start up if necessary after a closure
Pandemic
Phase 6 Pandemic phase: increased and
• Activate plans
Period
sustained transmission in general
population.
Postpandemic
Return to interpandemic period.
• Activate start-up plans where necessary.
Period
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
37
SENATE OF YORK UNIVERSITY EXECUTIVE COMMITTEE
Communication to the Pandemic Planning Group re: Senate Responsibilities
and Processes in the Event of a Disruption
June 13, 2006
The purpose of this communication from Senate Executive is to describe for the Pandemic
Planning Group the role played by Senate and its Executive Committee before, during and after a
disruption of academic activities. Senate is the highest academic authority in the University.
Broad responsibilities are spelled out in the York University Act and described in greater detail in
the Senate Handbook. A disruption of academic activities will not dilute or derogate Senate’s
authority and responsibility.
The primary purposes of the University are teaching, learning and research. A decision to
suspend activities will not be taken lightly and such declarations must be respectful of the
academic mission of the University. A decision not to close while a pandemic is underway is
also a grave matter.
A pandemic has the potential to complicate the decision-making processes described in the text
that follows. For example, the impact may register well before, and linger for many weeks or
months after, the peak of an outbreak. The effects may also linger and compound depending on
morbidity and mortality rates. The situation is unlikely to be as clear cut in terms of scope and
duration as a weather emergency or labour dispute. The impact will not be restricted to our
campuses and a pandemic will engage all three levels of government and relevant health
agencies. For these reasons, it is essential that Senate Executive is provided with thorough,
accurate information on a continuous basis. Liaison and communication between the Committee
and others at the University must be maintained even if those who are normally responsible for
informing and advising Senate Executive are unable to discharge their duties.
Relevant Senate Legislation
Class Cancellation Policy (Senate Executive): This policy identifies the individuals or bodies
that may declare a suspension or cancellation of academic activities, and the circumstances in
which such a declaration is made.
Senate Policy on Sessional Dates and the Scheduling of Examinations: The policy sets out the
principles and normal parameters for scheduling academic terms and examinations, such as the
number of days available for instruction.
Senate Policy on the Academic Implications of Disruptions or Cessations of University Business
Due to Labour Disputes or Other Causes: This policy describes in detail the process by which
Senate Executive and Senate discharge their responsibilities in the event of a disruption of
academic activities. It includes definitions of the kinds of disruptions (generally differentiated
according to length) and the decisions which Senate itself or the Executive Committee acting on
behalf of Senate may make before, during and after a disruption.
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
Principles of the Legislation in the Event of a Disruption
In the event of a significant disruption of academic activities, decisions made by Senate and / or
its Executive Committee must balance two overriding principles:
Academic Integrity: In the event of a disruption, the primary obligation of Senate is to ensure the
academic integrity of programmes. No dilution of standards normally expected of students
should be permitted and there should be as little diminution as possible in the instructional or
supervisory support given to students.
Fairness to Students: Students who are unable or choose not to participate in academic activities
are entitled to immunity from penalty, to reasonable alternative access to materials covered in
their absence, to reasonable extensions of deadlines and to such other remedy as Senate deems
necessary and consistent with the principle of academic integrity. Such remedies shall not alter
the academic standards associated with the missed activity, nor shall it relieve the student of the
responsibility for mastering materials covered. The availability of a remedy under this policy
does not guarantee students the same learning experience that they would have received in the
absence of a Disruption.
Senate’s policy also requires timely information. Students, staff and faculty have a right to be
informed in a timely manner of changed requirements, rescheduled academic activities, and
procedures to be in effect at the conclusion of the Disruption. Communications will begin prior
to a disruption, and will be sustained during the disruption, will continue after the disruption.
Previous Applications of Legislation to Academic Disruptions
The Senate Policy on the Academic Implications of Disruptions or Cessations of University
Business Due to Labour Disputes or Other Causes was last amended in June 1999. It was fully
activated during the YUFA strike of 1997, the CUPE 3903 strike of 2001, and the strike at
Ontario’s Colleges of Applied Arts and Technology in 2006. As a result, Senate Executive and
the University Secretariat have a great deal of experience in the management of academic affairs
in such circumstances.
Decision to Close Campuses or Suspend Academic Activities
A decision to close the campuses or suspend academic activities may be made by the University
or be ordered by the provincial government or one of its authorized agencies.
In a memorandum of understanding dated April 5 the Executive Committee confirmed the
following:
“A decision to suspend all or some academic activities in response to a significant health
emergency shall be made in consultation, if possible, with the Chair of Senate in
situations where academic activities (including classes and examinations) are to be
cancelled or postponed.”
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
39
This text parallels the language found in the University’s Weather Emergency Procedures.
Should the impact of a pandemic require the University to suspend or postpone activities, efforts
will be made to consult with the Chair of Senate. However, a decision may be made without
such consultation if the situation is sufficiently urgent.
Nothing in this understanding diminishes any authority or responsibility for academic matters
held by the Chair of Senate, the Executive Committee or Senate itself.
Academic activities may be suspended or postponed even if the University is not “closed” or if
some business operations are maintained.
Role of Senate / Role of Senate Executive
Under the “Disruptions” policy, and except when the Executive Committee holds “summer
authority,” Senate Executive makes decisions on behalf of Senate. However, if a disruption is
lengthy, Senate itself must meet to receive reports from Senate Executive. Some decisions –
such as significant reductions in the length of an academic term – may only be made by Senate.
Depending on the circumstances, Senate meetings may be held
•
on campus;
•
at an alternative site off campus;
•
by means of electronic communication (a “virtual” meeting) using real time
transmissions, listserv communications, etc.
Determining the Extent and Impact of a Disruption
In declaring that a disruption has occurred, the Executive Committee will be guided by advice on
the extent and impact of a pandemic. The Executive Committee may also be called upon to
make certain decisions even if a threshold of absentees or other indicator is not reached. That is,
even though an outbreak has minimal in impact, Senate Executive may be called upon to request
accommodations in the spirit of the “Disruptions Policy’s” interest in fairness to students.
The University has two campuses and two major off-campus facilities in downtown Toronto (at
the Nadal Centre and the Osgoode Executive Development Centre). York students also take
courses or participate in practica and internships in a variety of other settings. The 2006 strike at
Ontario Colleges of Applied Arts and Technology had no direct impact on campus activities, but
did have implications for students enrolled in or applying to joint York-CAAT programs and for
students (such as those in the Faculty of Education) conducting activities at distant sites or
school board facilities. The Executive Committee will determine the extent and impact of a
pandemic even if it does not affect the main campuses.
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
Communications and Liaison
The University Secretariat will facilitate liaison with other bodies on behalf of Senate and Senate
Executive. Communications issued by Senate Executive or Senate will be posted on WebPages,
circulated on listservs, and distributed widely to members of the University community.
The Executive Committee will also receive frequent reports from academic administrators,
especially the Vice-President Academic (who will provide information from the Faculties), the
Vice-President Students and Registrar on the extent and impact of a disruption. Normally
information about aspects of the disruption will be communicated through senior academic
administrators.
The Executive Committee may request that the University Secretariat and other offices
communicate with counterparts at other post-secondary institutions, and use their best offices to
ensure that York students are not unreasonably disadvantaged by a disruption.
During a disruption the Executive Committee will meet frequently – normally at least once each
week. It will communicate decisions as soon as possible after each meeting.
Length of Disruptions
Brief Disruptions
If a disruption is brief -- six or fewer days -- normal academic regulations apply. In such cases,
individual faculty members are in the best situation to determine, in the first instance, the extent
to which their courses, seminars, graduate supervision, labs, practica, etc., have been affected by
a Disruption and what remedial action is required. For example, a course director may conclude
that remedial action should include rescheduling in order to preserve course integrity. Fairness
to students may include a variety of accommodations such that remedial actions are not arbitrary
and that students can prepare for assignments, tests, examinations and the like.
Longer Disruptions
If a disruption persists beyond a sixth day, Senate Executive will declare that the disruption is
lengthy, assume that classes will require remediation of some kind, and will consult with senior
academic administrators and Faculties (including Faculty Councils if possible) on appropriate
measures.
Assuming that the academic year can resume, the changes directed by Senate and / or the
Executive Committee may include the following:
•
extensions or adjustments to the length of the academic term;
•
directive that a reasonable time elapse before students are required to submit work or sit
tests and examinations;
•
options for the completion of academic work that maintains academic integrity;
•
extensions or adjustments of examination schedules;
April 2009
PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
41
•
relaxation of rules limiting the weight assigned to tests and examinations in the last two
weeks of classes;
•
modification of certain sessional dates – such as the date to request withdrawal without
penalty, last date to complete deferred course work, last day to request a pass / fail option
and increase in the maximum number of courses taken on a pass / fail basis, etc;
No Senate policies or guidelines can be modified without the express consent of Senate.
Only Senate has the authority to declare that a term or year cannot be recovered and that students
will receive no credit for work completed.
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PANDEMIC INFLUENZA PLANNING AT YORK UNIVERSITY
APPENDICES
Appendix A - Pandemic Contingency Plan: Facilities Services
Appendix B - Pandemic Contingency Plan: Campus Services & Business Operations
includes Security, Transportation, Parking, Food & Housing,
YU Card, Printing and Bookstores
Appendix C - Pandemic Contingency Plan: Marketing & Communications
Appendix D - Pandemic Contingency Plan: Occupational Health & Safety
Appendix E - Pandemic Contingency Plan: Computing & Network Services
Appendix F - Pandemic Contingency Plan: Student Community
Appendix G - Pandemic Contingency Plan: Research Services
Appendix H - Pandemic Contingency Plan: Human Resources & Employee Relations
Appendix I - Pandemic Contingency Plan: Finance
Appendix J - Pandemic Contingency Plan: Registrar’s Office and Office of Student
Financial Services
Appendix K - Pandemic Contingency Plans: Other
Appendices of Contingency Plans include personal contact information and are being held in
each department/operating unit and in the Office of Emergency Preparedness.
April 2009
Document Outline
