Emergency Pandemic Preparedness Plan - College of the Rockies

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Dec 14, 2013 (3 years and 7 months ago)

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This document has been developed with the assistance
of excerpts from the “Blueprint for Pandemic Flu
Preparedness Planning for Colleges and Universities”
per the “Gallagher Higher

Education Practice Group…
as supported and revised with permission by the World
Health Organization from their document titled, “WHO
checklist for influenza pandemic preparedness planning.”

HEALTH / EMERGENCY

PREPAREDNESS PLAN


November
2006


DR
AFT


Table of Contents


Page

HEALTH / EMERGENCY
RESPONSE POSITION STATEMENT

................................
...............

1

Emergency / Health Scenario

2

Are we prepared for this?

2

Pand
emic strain influenza vaccine

2

1.

Preparing for an Emergency

................................
................................
............................

3

A.

Getting Started

................................
................................
................................
..........

3

B.

Governance, Command, and Control
................................
................................
.........

6

C.

Risk Assessment

................................
................................
................................
.......

9

D.

Response Plan by Emergency Phase

................................
................................
......

11

E.

Communications: Internal & External

................................
................................
......

13

F.

Legal and Ethical Issues

................................
................................
..........................

18

2.

Implementation, Testing, and Revision of the Plan

................................
........................

22

3.

Monitoring Incidence and Prevalence

................................
................................
............

24

4.

Infection Control

................................
................................
................................
............

26

5.

Publi
c Health Measures:
Social Distancing and Quarantine, Travel Restrictions

...........

31

6.

Maintaining Essential Services:
Decision to Stay
Open versus Decision to Close

.........

34

Campus Considerations

................................
................................
................................
............

37

A.

College of the Rockies / Community Health Centre

................................
................

37

B.

Admissions/Registrar/Financial Aid

................................
................................
..........

43

C.

Academic Affairs (report follows checklist)

................................
..............................

47

D.

Human Resources

................................
................................
................................
...

51

E.

Student Housing Services

................................
................................
........................

55

F.

Physical Plant and Facilities

................................
................................
....................

56

G.

International Studies and Foreign Operations

................................
..........................

58

H.

Counselling

................................
................................
................................
..............

62

I.

Campus Security

................................
................................
................................
.....

63

J.

Financial / Business

................................
................................
................................
.

67

L. Satellite Campuses

................................
................................
................................
...

70

7.

Rec
overy

................................
................................
................................
.......................

71




1



College of the Rockies


HEALTH /
EMERGENCY

RESPONSE POSITION STATEMENT



The World Health Organization
(WHO)
has advised

that “Influenza pandemics have historically taken
the world by surprise, giving health services little time to prepare for the abrupt increases in cases and
deaths that characterize these events and make them so disruptive.”

The W
HO
is monitoring and is
reporting on what they have determined may become the next world influenza pandemic, in the form
of an “avian ‘flu”.


Avian influenza is a contagious disease of animals caused by viruses that normally affect only birds
and, less commonly, pigs. Avian infl
uenza viruses are highly species
-
specific, but on rare occasions,
have crossed the species barrier to infect humans. The role of migratory birds in the spread of highly
pathogenic avian influenza is not fu
lly understood. Wild waterfowl
are considered the

natural
reservoir of all influenza A viruses.”
WHO has reported that the H5N1 virus is now firmly
entrenched in the larger populations in Asia and that each additional human case increases the
opportunity to improve transmissibility in humans.”


The C
ollege of the Rockies recognizes the seriousness of the risk of
health /emergencies and
pandemic influenza and also recognizes the potential human, social, economic and legal impact
of a pandemic on the College of the Rockies and the local area.


In respon
s
e, the College has established
a
n


Emergency Planning & Response Team”

tasked wit
h the
development of a detailed

Health / Emergency
Response Plan with three major levels of response:

1.

Confirmed cases of human to human transmission of avian ‘flu (Canada/
BC).

2.

Suspected case(s) on campus or suspected/confirmed cases in the East Kootenay Region or
Cranbrook

3.

Confirmed case(s) on Campus (only essential personnel will be required to report to campus)


The College has determined that the major goals of the Respo
nse Plan are:

1.

employee and student safety

2.

protection of property

3.

preservation of financial stability

4.

community involvement; and

5.

learning and business continuity.


COLLEGE OF THE ROCKIES




__________________________

Nick Rubidge, President



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2

Emergency / Health
Scenario

Excerpts from
Blueprint for Pandemic Flu Preparedness Planning for Colleges and
Universities
,

Gallagher Higher Education Practice Group.

In a remote country in Asia, a case of human
-
to
-
human transmission of Avian Flu is confirm
ed.
Over the next two months, Avian Flu outbreaks take place in
countries around the world.
One in
every 20 people infected dies. The rate of

infection is rapid and countries initiate travel
restrictions and quarantine measures. There are reports that the
virus has spread in
-
flight to

passengers arriving from an affected

country.

A few weeks later, the first local outbreaks are reported.

A
bsentee

rates in

schools and businesses
begin to rise.
The spread of the new virus continues to be the major news item in print and
electronic media.
Widespread panic begins
because supplies of antiviral drugs are severely
limited and a suitable vac
cine is not yet available.

By the end of the third month, poli
ce departments, local utility companies, and mass

transit
authorities experience significant personnel shortages that
result in severe disruption of routine
services. Hospitals and outpatient clinics are critically short
-
staffed as doctors, nurses, and oth
er
health
-
care workers themselves become ill or are afraid to come to work. Fearing

infection,
persons with chronic medical conditions are afraid to

leave home. Intensive care units at local
hospitals are overwhelmed, and

soon there are insufficient ventil
ators for the treatment of flu
pa
tients. Parents are distraught when their healthy young adult children
die within days of first
becoming ill. Major airports begin to close

because of high absenteeism among airline pilots, flight
attendants, and air traffi
c controllers.

Over the next

6
-
8 weeks, health and other essential
community services deteriorate further as the pandemic sweeps across the world.

Are we
prepared for this?

Similar to the impact the African Aids pandemic has had on that continent, a world
wide flu pandemic is
expected to affect 25% of the world’s population resulting in extreme mortality rates and social and
economic chaos.
The level of preparedness will influence the final death
toll.

Recently, the
US
Congressional Budget Office predicted that a severe flu pandemic could infect 90
million people and kill more than 20 million in the U.S. alone. These staggering numbers can be
compared to the average of 200,000 typical flu cases per year in the U.S. with
about 35,000 related
deaths.

Planning can help to reduce transmission of the pandemic virus strain, decrease hospitalizations
and deaths, maintain essential services, and reduce the economic and social impact of a
pandemic.

A critical component of any disa
ster plan, particularly one such as a pandemic that reaches far
beyond campus boundaries, requires cooperation and partnership with local authorities.

Pandemic strain influenza vaccine


With the current technologies, it is estimated that it will take at l
east five or six months before
vaccines based on a new influenza strain can be produced on a large scale. But even then, most
countries without production facilities will have limited access to vaccines during the first
pandemic wave. Research into new vac
cines may improve the global situation. Countries with
production facilities are being encouraged to support and ensure by all means that rapid and
large
-
scale production can take place during a pandemic.



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3

1.

Preparing for an Emergency

A.

Getting Started

Manager of Communications, Health Services Officer, COTR/PEP
-
ESS Liaison

What resources are needed to get started in planning for a
health / emergency
response?

Who should be appointed to assist in the planning process?




Completed

In Progress

Not
Started






1.


The College of the Rockies’

ecutive
Com
mittee EbxComF
recognizes the
灯t敮ti慬 桵m慮I 獯捩慬I 散e湯mi挬 慮搠
l敧慬 im灡ct
of a pandemic.







bxCom has committed to
pr数慲a for 獵捨c
慮 敶敮t.







cunding and staff have been committed
relative to the anticipated preparedness
planning costs.

a.

Planning & Response team
members
to include
budget
planning

b.

Overall budget to be developed




4.


Individuals with overall responsible for
developing the
Health
-

Emergency

Preparedness
P
lan have been
designated:


a.
Manager of Communications


b.
Health Services Officer
, and


c.
College/
Provincial Emergency
Program


E
mergency
S
ervices (PEP
-
ESS)

Liaison





5.


The
Executive Committee
has designated
the
Manager of Communications
to
facilitate the process.


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Completed

In Progress

Not
Started






6.


The team has decided on the major goals

of
the plan:

a.

employee and student safety

b.

learning and business continuity

c.

protection pf property

d.

preservation of financial stability

e.

community involvement
.




7.

A
ny existing emergency preparedness and
business continuity plans have been
reviewed for relevance.




8.

The
P
lanning
T
eam has identified and
appointed those who will serve in a

C
ommand and
C
ontrol”
(EOC)
function.



EOC Command & Control Team
:
President, Manager of
Communications, Health Services
Officer, WCB Worksafe Coordinator,
Manager
of Facilities, and
COTR/
PEP
-
ESS Liaison





9.

T
here is a clear strategy on how to
involve
the institution’s stake
holders in the planning
process through the establishment of the


Health
/

Emergency

Planning
&
Response
Team
.

Team members will
work with their respective departments
to establish departmental plans to
become part of the

H
ealth /

Emergency

Response Plan.




10.


A realistic timeline for completion of the
plan has been established
, as follows:


-

D
raft
October
2006

-

Final Draft November 30, 2006

-

Table Top Exercise January

23,

2006

-

External Regional Exercise
February 2006





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11.


There is agreement on the roles and
contribution in the planning process from
all participating individuals.

Various stakeholders were invited
and agreed to become members of
the
Health /
Emergen
cy

Planning

&
Response
Team

--

See Flowchart




12.


There is agreement for:

a.
scheduled periodic meetings of t
he

Health /

Emergency

P
lanning
&
Response
team in the absence of a
pandemic

or health / emergency
issue
;

b. urgent, regular meetings of the
committee in the early warning
phase of a potential
health/
emergency issue or
pandemic;

c.

ongoing meetings when a
Health /
emergency issue or
pandemic is
developing locally
.





13.


Steps have been taken to coordinate with
local public health officials
.

a.

The College has been named by
Interior Health

Authority as an
Alternate Triage and Treatment
Centre (ATTC)

b.


A Memorandum of Understanding
has been drafted and is in the
process of being finalized.


Education
Plan
Developed


Dissemination
of information

Ongoing


14.


Steps have been taken to educate
employees about the need for t
heir own
personal planning.

Communications has initiated an
education plan.

COTR/PEP
-
ESS rep
will organize info
dissemination and training sessions




15.

Other issues and considerations have

been identified.
Ongoing



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B.

Governance, Command, and Control


Emergency Operations (Command & Control) Centre Team


It is crucial to be able to make clear and timely decisions. For this reason,
it is essential
to know who is

in charge of specific activities, how roles might change if a limited
outbreak transitions into a major emergency and how
Command and Control

will be
handled if key staff members are personally impacted.

Such elements are often already
defined in an existi
ng business continuity plan and may be applicable to a pandemic
response plan.

Completed

In
Progress

Not
Started






1.


An Emergency Operations Centre
(EOC)

(command & control structure) has been
established
that
identifies the
management and decision
-
making
processes of all
departments involved in
response.

(See Flowchart)




2.


The key

decision makers have been
identified
, as follows:


a.

Emergency Operations (Command &
Control) Centre
Team
members (see
Flowchart)




3.


T
he hierarchical structure for

deciding when
and how actions are to be taken and in what
order for implementation have been defined
and are known

to key responders and
departments.

a.

Incident/information to be presented
to an
EOC
Team
member;

b.

EOC member
will
call
an
emergency
meeting of available EOC
members
.

c.

EOC
Team
will:

i.

initiate immediate direct action;
and/or

ii.

call an emergency meeting of
Health /
Emergency Planning &
Response Team

iii. relay information
through
C
ommunications.





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4.


The Executive Committee and key
department heads know who will be in
charge and what they themselves are to do,
including reporting lines and
responsibilities.


Planning




5.


Coordination with local public health o
fficials
and communication protocols has been
established.

COTR/
PEP
-
ESS Liaison has contacted IH
and is rep on Cranbrook
PEP
-
ESS; meeting
has been held with IHA representatives;

COTR/
PEP
-
ESS Liaison, Health Services
Officer and Manager of Facilities have
attended the RDEK Emergency
Preparedness meeting.


Ongoing



6.


Responsibility has been assigned for
monitoring recommendations from WHO,
CDC, Provincial and local public health
dep
artments.

Health Services Officer


provide WHO
updates to
Health / Emergency

Planning &
Response
Committee members

International Ed Rep


monitor
International Ed sites re travel and
incoming students

Communications/COTR
-
PEP
-
ESS Liaison


provide IH /
PEP
-
ESS reports

Health Services Officer and
Communicati
o
ns/COTR
-
PEP
-
ESS Liaison
-

set up
Health / Emergency Response
Info
on InCotr with Ed Ritchie re
health /
emergency response
education; WHO
updates;
Health / Emergency Response
draft plan




7.


Roles and responsibilities are defined and
explained in the operational plans for each
department

In progress…see ind
ividual area reports.




8.

Standard procedures have been developed for
outbreak verification and alert.

COTR/
PEP
-
ESS Liaison


alerts from
PEP
-
ESS / IHA


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9.

Stand
ard procedures have been developed for
establishing an operational emergency team.

Emergency Operations (Command &
Control) Centre team.




10.

Standard operational procedures have

been
developed for information flows (i.e. drafting
of situation reports, monitoring
mechanisms, briefings, back
-
up of
information).

a.

Manager of Communications and
COTR/
PEP
-
ESS liaison:


All communications and statements
are to be vetted through
the
Mana
ger
of Communications, (or through
College
President as alternate)


IHA
Control
and
Direction




11.


Standard procedures have been developed
for obtaining medical/scientific consensus
during a crisis.

(n.a. to COTR)




Ongoing



12.

Standard operational procedures have been
developed for disseminating public
information.


a. Manager of Communications;


b. COTR/
PEP
-
ESS Liaison




13.

Standard operational procedures have

been
developed for human resource management
and each of the other essential services.

Part of the overall Plan


see COTR
considerations.




14.

Other issues and considerations have

been
identified.





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C.

Risk Assessment

Health Services Officer

In order to focus on the strategy, it is recommended that the expected impact o
f a health
/ emergency response or
pandemic be estimated, not only on students and health
-
care
workers, but all
staff, and faculty, and both internal and external essential services. To
achieve this, a risk assessment needs to take into consideration a broad overview of
exposures.

A risk assessment sh
all
also include any satellite campuses and foreign operations.

Co
mpleted

In
Progress

Not
Started






1.


Assumptions from which to evaluate the impact
of a
health / emergency response /
pandemic
event have been developed.

Overall impact
has been deta
iled by
PEP
-
ESS / presentation by Dr. Parnell.




2.


Estimates have been
determined of the effect of
a pan
demic on the institution, local health
care delivery, hospitals, and morgues.

Dr. Parnell’s assessment indicates that the
College would be closed.

PEP
-
ESS and IHA responsible for external
issues

COTR


possible emergency

200
-
bed
hospital site.




3.


An assessment as to what extent the campus
can provide medical services has been
completed.

COTR will become an Interior Health
Authority Alternate Triage and Treatment
Centre under IHA Control. (Level 3
pandemic)





4.


An assessment is completed on the availability
of additional healthcare providers needed in
case of a pandemic outbreak on campus.

As per 3 above



IHA control




5.


Essential services and processes, both
internal
and external, have been identified.

Flow from Planning


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Co
mpleted

In
Progress

Not
Started






6.


It has been determined how a pandemic may
affect the institution’s
internal

essential
services in the absence of any local support.

Department
Planning / HR




7.


It has been determined how a pandemic w
ill
affect the availability and delivery of the
institution’s
external

essential services.

Department
Planning /
HR /
Facilities




8.


It has been determined what percentage of
foreign students reside on campus and how a
pandemic would impact them.

International Education planning.




9.


It has been determined what percentage of the
institution’s
personnel, including students,
faculty, and staff, is involved in international
travel and how a pandemic would impact those
activities.

International Education report/planning

HR


other staff travel




10.


The local availability for potential
interventions with antiviral
medication and/or
pandemic strain influenza vaccine has been
determined.

ESS / IHA control.




11.


It has been determined how specific groups
and cultural issues will be addressed before
and during a pandemic; for example,
language, access to media, religious
practices, etc.

International Education planning

Email sent to staff 26 October 2006 asking
for employee translator volunteers.

Website information re pandemic
information will be available in a number of
languages.




14.

Other issues and considerations have

been
identified.


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11

D.

Response Plan by
Emergency
Phase


Health Services Officer
will
input data received from
Plans submitted by
Health /
Emergency Planning & Response Committee

members


To facilitate a quick and adequate response during a crisis, all those
responsible should
know what to do and in what order.
A Re
sponse
P
lan

by phases has been
developed,
to
bring

together all aspects of prepared
ness.

(See Appendix “A”)

Completed

In
Progress

Not
Started






1.


A response plan by
Emergency (
pandemic
)

phase has been established. The response
plan indicates the specific response during
each phase of a pandemic.

Response
Plan
by Phases has been
drafted
and will be updated as individual area plans
are received

by the Health Services Officer

(See Appendix A)
.




2.


The res
ponse plan includes a mechanism for
identifying triggers that will change the level
of response.

Level 1
: Confirmed cases of human
-
to
-
human transmission of avian flu in
Canada/BC

(IHA Stages 1
-

Readiness
and 2


Warning)

Level 2
: Suspected case(s) on campus or
suspected/confirmed cases in EK Region
or Cranbrook.

(IHA stage 3


Deployment)

Level 3
: Confirmed case(s) on Campus

[only essential personnel required to
report to campus]

(IHA Stage 4


Implementation)





3.


The response plan indicates the
departments
within the institution responsible for the
designated responses at each phase.

a.

Emergency Operations
(Command &
Control)
Centre
members
,
and
Health /
Emergency

Planning & Response
Team
plans have been
identified (see
Response by Phase)
.



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Completed

In
Progress

Not
Started






4.


A response plan that
identifies the
responsibilities and tasks of departments and
individuals at varying stages of a pandemic.

a.
Plan is in draft form with individual
Health /
Emergency

and Response Team
member
plans in the process of being
developed and incorporated.




5.

Other issues and
considerations have been
identified.





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13

E.

Communications: Internal
&
External


Communication strategies are an important component in managing any
infectious disease
outbreak and are essential in the event of a pandemic.

Accurate, timely, and consistent
information at all levels is critical in order to minimize unwanted and unforeseen social
disruption and economic consequences and to maximize the effective outcome of the
response.

Backup personnel: Internal: Hockley
, B
ailey and Bonham.

1.

Internal



COTR/
PEP
-
ESS Liaison
;

Manager of Communications.

Completed

In
Progress

Not
Started






1.


A person or group with medical and/or s
cientific
expertise has been appointed to assess risks to
the campus and interpret research and
determine its public health relevance to the
campus community.

a.
Roper/
/Bethune

have met with and will be
assisted by Nursing staff Bray and Sherrett.

b. Bray and Sherrett will interpret Public
Health Communiques.




2.


There is a process in place to review and
approve all communiqués.

a.
The
M
anager
of Communications shall
r
eview and give final approval on all news
releases prior to release.




3.


The chain of responsibility for the
communications plan has been defined with
a designated spokes
-
person appointed.

b.
The Manager of Communications shall
be the COTR spokesperson. The
President/

CEO shall act as backup; and a
Dean
may
be appointed as a backup to the
President




4.


The communications pl
an takes into
consideration
an overview of all available
campus media channels, including
internet,
campus
-
wide e
-
mail, voice, online messaging,
press releases, etc.

COTR/
PEP
-
ESS Liaison, Mgr of
Communications, Registrar, IT Manager:

Media channels:

Signs and posters:


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Completed

In
Progress

Not
Started



-


Posters re hand washing and the spread of
‘flu have been posted in all washrooms
including those at the campuses.

(Oct 06)

-

General information
regarding hand washing
and the spread of ‘flu
has been
incorporated
into
the Student Handbook
along with
emergency kit information.
(Oct 06)

-

Pandemic information sheets in five languages
have been downloaded from the BC Ministry of
Health website4 and are waiting to be uploaded
into the COTR pandemic website when its been
cre
ated. Languages include: Chinese, French,
Punjabi, Spanish and Vietnamese (Oct 06).
DHs asked that Japanese and _____ be
included.

-

generic posters
are
available from
the Federal Govt.

Faculty speaking to students:

-

Canned education/information shee
t
to be provided to COTR faculty to
educate each class.

Email:

Internet

Mail:

-

Notes in students mailboxes in
residence

News Releases:

-

responsibility: Communications
Services


Action:

Set up a link from the COTR
Pandemic Website
to PEP
-
ESS

and/or
WHO.

Pandemic
Website shall include
Public
Health bulletins, contact information, step
-
by
-
step directions on what to do, where to
go, etc.
, with links to WHO and PEP





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15




5.


T
here is a commu
nication plan that addresses
the campus constituency at all levels to keep
them informed
of the

progress

and impact of
the pandemic based

on communications with
state and local public health offices.

-

A

link on the College Pandemic Website
that provides
the most current and accurate
information to the community.

-

College actions and protocols could also
be posted on
the College
Pandemic
Website
.





6.


The internal communication plan addresses
different target groups (e.g. staff, faculty,
students, student health workers, and specific
risk groups), key messages to be conveyed,
possible
mate
rials that are needed (web site
,

email, phone tries,

leaflets,
email, phone tree,
information in different languages, etc.) and
distribution mechanisms to reach the target
groups.

Different target groups include: students,

parents, faculty,
management, support staff,
individual campuses, international students,
students in residence; others.

ACTION: set up staff contact information
database.

HR: personal / emergency contact
information request to be sent to employees

Health Services:

-

CO
TR EOC and HEPRTeam Lists
have been established

-

Personal/COTR EOC AND HEPRT
Team information lists have been
established (level 3 access only)

-

Translator volunteer contact list has
started

-

Request for Ham Radio operators
has been sent out (2 replies)




7.

Other issues and co
nsiderations have been
identified
.






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2.

External




COTR/
PEP
-
ESS Liaison
;

Manager of Communications

Completed

In
Progress

Not
Started






1.

The external communication plan addresses
different target groups (e.g. parents, donors,
boards, press, general pub
lic, and health
-
care workers), key messages to be
conveyed, possible materials that are needed
(web sites, leaflets, information in different
languages, etc.) and distribution mechanisms
to reach the target groups.

Target Groups:

-

Parents

-

Media

-

Board of
Governors

-

Homestay families

-

General Public

Action:

Set up a database of student next
of
-
of
-
kin contact information.





2.

An official campus influenza pandemic web
site has been created and linked with other
appropriate webs sites such as the
CDC’s
and WHO’s.

a.

COTR/
PEP
-
ESS Liaison and Health
Services Officer
:

-

InCOTR link to + Health & Safety
includes the Plan, Flowchart

has
been set up
.

-

Admin. Asst. to Manager of
Communications to maintain
website re posters, information,
etc.


b.

(see item 4 Inte
rnal Communications)


and ongoing



3.


Contacts
with medical
/
public health
specialists have been established who are
able to help with
the development of ac
curate
and timely messages before and during a

pandemic.


COTR has networked with Interior Health
Authority personnel and is receiving
information from liaison Helen Mayes.




4.


A mechanism for daily
briefings has been
built into the communications plan if a
pandemic occurs locally or otherwise impacts

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Completed

In
Progress

Not
Started



institutional activities, i.e. satellite campuses
and/or foreign
operations.

Daily briefings
with
the
Planning &
Response Team will be held
, with phone or
email links to the regional campuses.




5.


Mechanisms for sharing information with
the Interior Health Authority have been
established. In the event of power outages,
before COTR is closed,
hand delivered
messages may be sent to Interior Health

Rapid communications with local authorities
could be done via teleconferencing and/or
radio/cell phones.




6.

The necessary technology and networks for
rapid communication with the
govt
and local
authorities have been establi
shed, including
teleconferencing.

a.

E
-
mail/fax/phone/teleconference
, cell

b.

Ham radio operators

c.

Consider purchase of ‘portable radio’





7.

Other issues and considerations

have been
identified.




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18

F.

Legal and Ethical Issues


Health Services Officer
(FOI Coordinator/Risk Mgmt Liaison)

During a pandemic, governmental bodies may find
it necessary to overrule existing
legislation or

individual human rights. Examples include the enforcement of quarantine
(over
-
ruling individual freedom of movement), use of privately owned build
ings for
hospitals, off
-
license use of drugs, and compulsory
vaccination or im
plementation of
emergency shifts in essential services. These decisions
need a legal framework to
ensure transparent assessment and justification

of the measures that are being
considered.


Ethical issues are closely related to those legal

issues as mentioned above. They

are part
of the framework that is needed to assess the cultural

acceptability of measures such as
quarantine or selective vaccination of

predefined risk groups.

Completed

In
Progress

Not
Started






a.


Liability issues have been considered a
nd
identified in the event the institution fails to
respond appropriately to a pandemic
outbreak.

a.

COTR is fulfilling mandate by
developing and implementing a

Health /
Emergency

Response
Plan;

b.

The Plan will be reviewed
on an
ongoing basis

c.

The College has
issued a Position
Statement

d.

The College has incorporated input
from numerous stakeholders




b.


The advantages and disadvantages of a
declaration of a state
-
of
-
emergency on
campus during a pandemic have been
identified.

a.

COTR EOC
will

be required to
respond to Ministry/
IHA
declaration of
state of emergency
.

b.
COTR
EOC
is aware that educational
facilities are considered high risk areas
because of the 4
-
hour contact and
may
close
, be required to close, or be taken
over as a
health centre by the I
nterior
H
ealth
A
uthority.





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3.

Liability issues have been
considered

and
identified in the event the institution fails to

provide adequate level of care to students.

a.
The College will respond to IHA
directives regarding closure and the
COTR Health Centre.


b.
Education and communications plans
have been developed as part of the
Health
/
Emergency

Response Plan.

c. Student residence plan is being
developed.

d. International Education plan is being
developed.





4.

The institution has assessed the legal
impa
cts of public health measures that are
likely to be proposed, including: travel or
movement restrictions (leaving and
entering areas where infection is
established); campus closings; prohibition
of mass gatherings; isolation or quarantine
of infected perso
ns, or of persons
suspected of being infected, or persons
from areas where pandemic strain
influenza infection is established.

a.

On
-
going monitoring will continue
(e.g., WHO monitoring and reports)

b.

International Ed shall implement its
existing agreements re
student/

employee travel

c.

The College will respond to
IHA/PEP
-
ESS
directives re isolation and
quarantine and closure

d.

The EOC and/or the Planning and
Response team will direct closures,
cancellations of events, etc., and will
implement
the
Health / Emergency

Response Plan, including
Communications and academic
Plans.






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5.

The liability, insurance, and any necessary
licensing issues have been considered for
temporary, retired workers, and volunteers
who may be assisting in areas outside
their training and competence,
particularly
health and emergency services.

a.

Registered COTR volunteers shall be
covered by liability insurance.

b.

COTR shall accept only those

‘external’
volunteers that maintain their
own medical and extended health
benefits

c. COTR employees
volunteering with
other organizations will do so at their
own risk. Employee salary and benefits
will continue

during closure directed by
IHA and/or COTR
.




6.

The liability issues have been considered
for unforeseen adverse events in the
possibility of administering a vaccine
and/or antiviral drug, especially where the
licensing process for a pandemic strain
vaccine has been expedited.

a.
It is anticipated that
vaccines and
antivirals for Avian flu will
available
initially to only
IHA
and municipal
essential services (RCMP, Ambulance,
etc.)

b. College closure shall result in
restricted
access to
the
work
site (other
than named essential services
personnel; IHA/Health Centre
personnel.

c. College shall not administer but
shall

continue

its HR policy to
recommend off
-
campus vaccinations
(e.g., public health unit, personal
physician) as recommended by IHA, etc.




See HR section.




7.


The legal and ethical questions have been
considered for limiting the availability of a
scarce resource, such as rationed
diagnostic la
boratory testing, pandemic
strain influenza vaccine or antiviral drugs.

a. This falls under
IHA control




8.

The legal and ethical questions relat
ed to

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compulsory vaccination for health
-
care
workers and workers from essential
services have been considered.

a.

This
may fall

under
IHA control

b.

See 6.c.

c.

Annual:
Free general ‘fl
u vaccines
were available…employees were
notified; EOC, Committee, OFAs
and
CIRT team members are advised
to get the general vaccine.





9.


The legal and ethical issues related to

limiting personal freedom, such as may
occur with isolation and quarantine, have
been considered.

a. This will fall under
IHA control




10.

Other issues and considerations
have been
identified.



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2.

Implementation, Testing, and Revision of the Plan

COTR/ESS Liaison, Manager of Communications, Health Services Officer, Manager of
Facilities, WCB Program Coordinator

The
Health /
Emergency Response Plan will be
reviewed often, updated as needed, and
frequently and widely distributed. To ensure full implementation of the plan at all levels, it
is recommended to set targets or define i
ndicators that can be used to measure
progress
prior to a community or campus outbreak.

Questions for consideration:

Who will set targets and oversee measures to assure progress in developing the plan?

Who will be assigned to testing the plan?

Who will be involved in deciding what to revise in the plan and when?

Who will oversee decisions regarding when to implement the plan?

Who will implement the plan?

Completed

In
Progress

Not
Started






1.


In the absence of outbreaks, a period
of
time has been established in which to
review, revise and test the plan; for
example, annually, biannually, etc.

a.

Target date for completion of the
draft
Plan is
December 11
, 2006

b.

COTR shall arrange with
WCB Program
Coordinator to set up a
brain storming
session/plan review
(table top session)
for
January 2007.
.


c.

COTR
be part of the
IHA/RDEK disaster
scenario
(s) scheduled for
February 2007
and
others as required.

-

the PEP/ESS Liaison, Health Services
Officer & Mgr of Facilities attended an
‘all parties’

initial planning session in
July 2006.

-

the PEP/ESS Liaison and
Manager of
Communications attended an ‘all parties’
planning session in August 2006.

-

the Health Services Officer and WCB
Program Coordinator attended an ‘all
parties’ table top scenario i
n October

d.

The Plan shall be reviewed a minimum of
every 6 months.


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Completed

In
Progress

Not
Started






2.

In the absence of an outbreak, a
mechanism
is in place to ensure that the plan
is
tested
and updated in the absence of, and
prior to, a pandemic outbreak; for example, a

table
-
top review of the preparedness and
response plan is developed based on
realistic situations.

As per 1.c. above.






3.

An individual has b
een identified who is
responsible for facilitating the regular review,
testing and revision of the plan; for example,
the health services officer, risk manager,
disaster services coordinator, EH&S Manager,
etc.

a.

The Manager of Communications,
Health Service
s Officer, COTR/
PEP
-
ESS Liaison, WCB Program
Coordinator and the Manager of
Facilities shall review, update and test
the plan on a regular basis.


b.

The Planning & Response Team
shall
review, monitor and test

of
various
portions of
the Plan

on a regular basis
;

c.

The Plan shall be adapted to deal with
other emergency response issues (fire,
bomb, off site EOC, etc.).




4.

Processes are in place to assure
improvement opportunities, once identified
in the testing, are pursued; for example,
critiquing of the drill, docume
ntation of
action items, assignment of action items to
individuals, etc.

a.

Processes
shall be reviewed
and
discussed
by the


Planning & Response
Team
;

b.

Recommended/approved changes shall
be forwarded to the Health Services
Officer for Plan update and posting
.




5.

Other issues and
considerations
have been
identified.


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3.

Monitoring Incidence and Prevalence

PEP
-
ESS
,
R
egional Health Officer;

COTR Health,
COTR HR

Monitoring incidence and prevalence

consists of ongoing collection, interpretation, and
dissemina
tion of data to enable the development of evidence
-
based interventions.
Specific groups
shall include employee and
student health workers; returning students,
faculty, and staff traveling abroad; and foreign students enrolling on campus.

Questions for cons
ideration:

What type of m
onitoring
is needed on campus?

Who should be responsible for data collection and analysis?

Who should use the information for policy and procedures development?

How will the campus’ m
onitoring

system coordinate with local
-
area s
ystems?

Completed

In
Progress

Not
Started






1.


A coordination mechanism for monitoring
in advance and during the response to an
outbreak or pandemic has been
establ
ished; for example input from
housing, security services, student health,
athletics, international programs, and local
authorities.

a. Communications and reporting is
included in individual Response Team
plans.




2.


Personnel have been identified who are
respon
sible for monitoring incidence and
prevalence for infection internationally,
regionally, and locally.

a.
IE Assistant
(
Cooper
)

b.
Health Services Officer

(
Marshall
)

c. COTR/
PEP
-
ESS Liaison (Roper)




3.

Objectives have been defined for a
pa
ndemic alert before and during a
pandemic.

a. The President has developed an
Emergency / Health statement.


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Completed

In
Progress

Not
Started






4.

A point of contact has been identifie
d at
the local and/or regional health department
and ongoing communication about their
plan and its impact on the institution is
occurring.

a.
COTR/
PEP
-
ESS Liaison




5.

Procedures to detect unusual or
unexplained events of acute respiratory
illnesses among students, faculty,
and
staff on campus have been developed in
order to trigger appropriate public health
and laboratory investigations.




6.

Procedures have been developed to help
identify possible cases of pandemic
influenza that might not otherwise be
detected by routine monitoring among
students, fac
ulty, and staff.




7.

Procedures have been developed to notify
public health officials of unusual illnesses
and medical conditions occurring among
students, faculty, and staff.




8.

Procedures for daily reporting of cases
among students, faculty, and staff to local
-
area authorities have been deve
loped,
including information on the possible
source of infection.




9.

Appropriate protocol and contacts have
been developed for arranging public health
testing of students, faculty, and

staff
suspected of exposure or illness.




10.

A central reporting mechanism has been
established for reporting:

Employee “call
-
offs”/absences because
of flu symptoms

Number of students in isolation and
quarantine because of flu

Number of confirmed cases of flu being
treated with
antivirals

Number of flu symptom transports to
ERs.


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Completed

In
Progress

Not
Started






11.

Other issues and considerations

have been
identified.

4.

Infection Control

COTR/PEP
-
ESS Liaison; Health Services Officer; WCB Program Coordinator

Guidelines for infection control are important to clarify the routes of trans
mission and the
ways to interrupt transmission through measures of hygiene
. Infection control is an
essential part of
Health / Emergency
management.

Questions for consideration:

Who will be responsible for establishing infection control guidelines?

Who will be responsible for educating
students, faculty, and staff

about infection control
procedures?

How will implementation for infection controls be m
onitored and enforced?

Completed

In
Progress

Not
Started






1.

Campus
-
wide education has been
developed and is available, including:

Information on routes of transmission

How to prevent spread of the disease,
including general hygiene measures
such as cough etiquette and hand
washing

Medical follow
-
up to symptoms

Iso
lation (prophylactic)

Treatment with antiviral drugs, etc.

COTR/
PEP
-
ESS Liaison plan:

a.

Educationa
l

posters
have been
placed
in washrooms re infection
t
ransmission and
control, hand
washing, coughing (Sept 2006)
.


b.

Information re infection transmission
and
control, hand

washing, coughing,
has been
included in the Student
Handbook

(Sept 2006)

b.

Health / Emergency Response Website
will include information re
transmission and infection control,

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hand

washing, coughing, etc
.

c.

External door signs wi
l
l be posted
advis
ing students/staff/visitors not to
enter the building if they are sick.




2.

General bio
-
safety protocols have been
developed where needed on campus; for
example: OFAAs, health services staff
,
facilities, custodial services, etc.

(20 June 2006

Roper)

a.

Bio
-
safety protocols for custodial an
d

cafeteria staff have been identified and
Interior Health will advise on training for
these people when it becomes available.

b.
Waterless hand cleaner
stations will
be set up with a bio hand cleaner
determined to be effective ( e.g.chlor
-

hexidine gluconate or ethyl alcohol)

c.
Health Services and WCB Program
Coordinator will set up Blood
-
borne
pathogens training/ refresher and
equipment fit and testing

(e.g., N95
masks):

-

first aid and CIRT response
personnel

-

nursing/health instructors and
employees

-

Planning & Response Team and
Executive Committee members

-

others as may be required

ACTION:
Manager of Facilities
to
establish
plan re custodial /
disinfecting

Bennison/Bethune
--

health care
providers

COTR/
PEP
-
ESS Liaison;
PEP
-
ESS, and
IHA




3.


Personnel have been identified who will
need special in
-
depth training because of
the likelihood of exposure and infe
ction; for
example health care workers, security
services personnel, emergency responders,
housekeeping, and food services personnel;
and anyone who may be working outside
their area of competence and training.


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(as above)




4.


Equipment needed to implement
recommended inf
ection control and bio
-
safety
measures; including personal protective
equipment and fit testing for respiratory
protection, has been identified.





5.


The availability of equipment needed to
implement CDC recommended infection
control and bio
-
safety measures has been
assured.

Supplies may be requested from IHA if
COTR becomes IHA site, but there is n
o
guarantee that they would be available.

Purchasing has provided
price quotations
re costs of N95 masks training; gloves; etc.

An Inventory of medical supplies and
equipment (see attached) has been
provided by:

a.
Nursing program (see attached)

b.
Biology

(re microscopes, etc.)

c.

Health Services (OFA response supplies)

Recommendation
: COTR will purchase
N95 masks, latrile gloves and other PPE
and equipment that may be required

by
COTR
.




6.


Policies have been developed on when to
use personal protective equipment.

(Heal
th Services Officer and WCB
Program C
oordinator
)

a.

OFAA blood borne pathogens
procedures have been developed
and
posted
by all campuses

as per WCB
requirements
.

b.

COTR PPE

will be used as directed by
WCB and
IHA

c.

PPE

will be used as determined to be
required for various departments
(e.g., health s
ervices

departments,
,
facilities,
OFAAs
etc.
)


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7.


Waste disposal and housekeeping protoco
ls
have been developed to prevent the
exposure and spread of the disease.

Manager of Facilities/Acting Manager of
Facilities
; Health Services departments;

IHA

shall determine protocols.





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8.


Protocols for the handling, transfer, and
storage of the deceased have been
developed to prevent the exposure and
spread of the disease.

(20 June 2006


B. Roper)


-

the IHA has identified the S
tudent
Association building as a possible
temporary storage site for deceased
bodies.

-

IHA protocols will be implemented.




9.


Fitness
-
for
-
duty procedures have been
established to identify recovered cases of
essential employees presumed to be
immune.


(
20 June 200


B. Roper)

-

It is anticipated that protocols will be
established by the IHA, PEP, WHO
Associations.




10.

Other issues and considerations

have been
identified.



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5.

Public Health Measures:

Social Distancing and Quarantine, Travel Restrictions

EOC

Team
; International Education; Communications;

As the access to vaccines and antiviral drugs during a pandemic will be extremely
limited,
non
-
medical interventions may be the only way to delay the spread of the

disease. Many of these interventions, however, m
ay affect human behavi
or and human
rights and therefore need a strong educational and legal
basis. Moreover, most of the
interventions are based on
limited evidence. Therefore, transparent decision
-
making and
frank infor
mation
-
sharing should go hand
-
in
-
han
d with the measures discussed in this
section.

Questions for consideration:

Who will determine what type of pre
-
planning information is needed on campus?

Who will be responsible for distributing educational materials to

students, faculty, and staff
?

Who wi
ll coordinate the campus’ m
onitoring

system with local
-
area systems?

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Progress

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Started






1.

T
he campus community knows how to
achieve protection and contribute to

limiting
the spread of the disease, including public
health measures that might be implemented
to limit community
spread, such as voluntary
or enforced quarantine.

a. Communications Education Plan has
been developed
and will be implemented




2.

Logistical plans are in place to decide, carry
out and communicate the proposed

measures to limit the spread of the disease.

a. as above




3.

Persons who will be affected by public
health measures have been informed about
the expected effects and limitations.

a. Communications Education Plan has
been developed and will be implemente
d




4.

General information on personal respi
ratory
hygiene has been developed and
distributed.

a. Communications Education Plan has
been developed and will be implemented




5.

Personal advice about reducing the risk of
transmission is easily available to the

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campus community, for instance on an
official influenza pandemic

web site.

a. Communications Education Plan has
been developed and will be implemented




6.

Infection control guidelines are in place f
or
non
-
medical settings; for instance in
specific places where people gather or
where there is a high risk of spread of
infection (residence halls, classrooms,
laboratories, athletic facilities, etc.).





7.

Criteria to close the campus have been
determined and the process for
implementation has been developed.

-

EOC

and/or IHA/EOC directives




8.

Criteria for the prohibition of mass
gatherings have been defined and the
process for implementation has been
developed.

a. as per Provincial, IHA or local authority
announcements.




9.

Procedures for implementing confinement
and quarantine, if proposed, have been
developed taking into consideration the
legal and practical issues.

a. as per Provincial, IHA or local authority
requirements.




10.

Plac
es on campus have been identified and
designated for quarantine purposes.

a. as per IHA and ATTC requirements




11.

Procedures for the provision of medi
cal
care, food supply, social support, and
psychological assistance for people in
quarantine have been developed.

a. as per agreement with IHA re ATTC; and
as per IHA quarantine procedures
.





12.

Procedures for transport of persons
to
quarantine sites and from there to hospitals

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or mortuaries have been developed.

-

IHA
responsibility.




13.

Procedures to restrict domestic and foreign
travel have been developed.

a.

International Education will follow
DFAIT
, CIDA, ACCC and/or other
funder
procedures
.

b.

The EOC will provide directives
regarding restrictions as required.

c.

The EOC will respond to IHA
directives re restrictions as required.




14.

Consequences of travel restrictions on
partnering organizations have been
identified.




15.

Other issues and considerations
have

been
identified.



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6.

Maintaining Essential Services:

Decision to Stay Open versus Decision to Close

-

DIRECTIVES FROM
PEP
-
ESS / INTERIOR HEALTH

-

DIRECTIVES FROM EOC

-

BUSINESS CONTINUATION PLANNING

Essential services are those functions that keep a campus

operatin
g and
the effect of a
pandemic on those persons who perform or assure the delivery of essential services

should be considered
.

The Planning
& Response
Committee shall define,
based on
the College’s
mission and
priorities, the essential services
required
, including:

Admissions/Registrar/Financial Aid,
Academic Affairs,

Communications/Media Relations,

Food Services, Health Care,
Human Resources,
IT Services,
Student Housing Services, Facilities, International
&
Foreign Operations, Counseling, Camp
us Security, and Business
&
Finance.

Questions for consideration:

Who will be among those deciding what the most essential services are?

What criteria will be used in making such a decision?

Who will be among those deciding whether to keep the institution
open for classes or to shut
down altogether for a specified period of time?

What criteria will be used in making such a decision?

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1.

Those essential services necessary to
maintain the primary mission of the
i
nstitution shall include:

a.

EOC


Command & Control Centre

b.

Facilities/Security

c.

Financial Services / Purchasing

d.

Food
Services

e.

IT Services

f.

Payroll Services

g.

Instructional delivery (see D.
Academic Affairs planning report)




2.

The delivery of essential services to

campus has been evaluated; for example,
food services, custodial services, travel to
foreign locations, utilities, etc.




3.

Each designated essential service has
developed emergency contingency plans
applicable to a pandemic.


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4.

Persons responsible for maintaining
essential community serv
ices have been
identified; for example, law enforcement and
s
ecurity, student health services, facilities,
etc.




5.

A list has been developed of essential
campus personnel whose absence would
pose a serious threat to public safety,

or
would significantly interfere with the
response to a pandemic.

a. Facilities / Security planning.




6.

Contingency plans have been developed for
coping with short
ages of workers in these
services; for example, cross training
volunteers.




7.

Protocols have been developed for
utilizing and training volunteers and
untrained workers for essential service
roles; for example, training in advance
versus post
-
incident training.

(to be par
t of department plans)




8.

O
pportunities for cross training “single
source” providers to enhance operational
redundancy have been identified; for
example, a single employee normally
assigned, trained, and familiar with a key
process or service.




9.

Those persons who are responsible for
maintaining essential services and who
“moonlight” for another entity have be
en
identified and it has been pre
-
determined
w
hich entity they will respond to and support
during a pandemic event.




10.

The institution has compared its needs
assessment for essential services to the
needs of the community for similar services;
for example, housing, food, medic
al
treatment, building and vehicle use, etc.


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11.

Mutual Aid and/or Memo of
Understanding
agreements with other institutions or service
providers for essential services have been
developed; for example, science labs, food
services, housing, etc.




12.

Discussions have taken place, and decisions
made, as to what conditions need occur to
decide whether to
keep the institution open
for classes or to shut down altogether for a
specified period of time.




13.

Other issues and considerations

have been
identified.


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C
ampus Considerations

A.

C
ollege of the Rockies

/ Community Health Centre


B
ennison

/
Bethune
-

DH Academic; COTR/
PEP
-
ESS Liaison

/ planning with HEALTH
CARE INSTRUCTORS
; IHA

Agreement between COTR and IHA re use of COTR as a Health Centre

Level 2


IHA set up and control of Health Centre at the COTR Campus


EOC directive
to clo
se COTR operations at the Cranbrook Campus (with the exception of essential
personnel); EOC (command centre) to be moved to alternate site (IP).

The College shall a
ssess the need and explore the options for accommodating staff on
campus indefinitely, and

stockpiling additional medical supplies, including personal
protective equipment.

The College
has met
with the Interior Health Authority regarding the establishment of a
n
agreement to provide an IHA Alternate Triage and Treatment Centre on campus.

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ed

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1.

Plans have been developed to assure
ongoing health services in the event of a
reduction in work force.




2.

Protocols have been established for
communicating with local heath department
and hospital emergency rooms.

a. IHA




3.

Protocols have been established for planning
and communicating with parents.

a. Registration and IT are working on
obtaining emergency contact info through
Colleague




4.

Planning has occurred and protocols have
be
en established for pre
-
event counseling
with students.

a.

‘canned info’ sheet to be presented by
faculty to students

b.

education and communications plan

(COTR/ESS Liaison)


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5.

A range of
supplies and medications,

including antibiotics and IV Fluids, have
been identified and stockpiled for use in
the prevention of and exposure to
influenza.

a.

inventory lists re medical equipment
and supplies have been received
from Nursing, Biology.

b.

IHA will provide their own supplies is
if COTR becomes medical site





6.

Appropriate type and amount of
personal
pro
tective equipment

has been identified
and stockpiled
that will be useful for
treatment of influenza complications.

a.

N95 masks

b.

Possible use of respirators

c.

Costing has been done by
Purchasing re N95 masks and
nitrile gloves

d.

What about use of coveralls?

e.

Supplies inventory is in process
(20 June)





7.

There is a process in place to ensure