Vanderbilt University
Pandemic Plan Matrix
Revised March, 2014
The intent of this document is to detail the responsibilities for policymaking associated with emergency management and
continuing operations of essential departments in the event that a pandemic were to occur and affect the campus operations of
Vanderbilt University.
This document is divided into 2 main sections:
I. Pandemic Criteria for Vanderbilt Schools and Departments. This section details the various pandemic risk levels and forms the
basis for all planning and response efforts.
II. School and Departmental Response Plans. This section details individual schools and departmental response plans and
responsibilities, based on the pandemic risk level, of plans to be taken to support and maintain Vanderbilt essential operations.
Section I: Pandemic Criteria for Vanderbilt Schools and Departments
Levels
1
Vanderbilt Pandemic
Criteria
Pre-event Planning
Insignificant Threat:
 Human infections with a
new/novel subtype, but no
sustained human-to-human
spread.
 Mild to moderate illness.
2
3
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Emerging Threat:
Definite Threat:
 Small, highly localized
clusters anywhere in the
world with limited humanto-human transmission.
 International travel
advisories begin.
 Illness surveillance
increases.
 Increasing U.S. media
attention, publicity &
concern.
 Illness appears to be mild
to moderate.
 Vaccinations (if available)
are released.
 Large clusters, but still
localized in the general
U.S.A. or Southeast U.S.
 International travel
warnings and passenger
screenings begin.
 Characterized as having
a high rate of
transmissibility.
 Worried well begin to use
healthcare resources.
 Illness progressing from
moderate to severe.
 Rising death toll from
illness.
 CDC/Metro issues
advisories.
4
Suspend Selected
University Operations
Severe Threat:
 Increased and sustained
human-to-human
transmission in Tennessee
and/or Metro Nashville
area.
 Confirmation of a high rate
of infectivity and/or
mortality.
 Falling class attendance,
students leaving campus
 Daycare & K-12 school
closings by local health
departments.
 Rising employee
absenteeism.
 International travel
restrictions
 Hospitals beginning to be
overwhelmed.
 CDC/Metro issues
directives such as social
distancing, cancellation of
large gatherings, etc.
 Governor declares State of
Emergency in TN.
Page 2
Revised March, 2014
Section II: School and Departmental Response Plans
Level
1
2
3
4
Pandemic
Response Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
Office of the Dean of
Students
Greek Life
 Educate fraternities and sororities
about Pandemic Influenza.
 Provide the same level of
resources and information as
provided by the Office of Housing
and Residential Education.
 Remind staff and students to be
responsive to any flu like
symptoms and immediately see a
Doctor.
 Inform students about Level 2, 3A
and 3B plans.
 Request that fraternities and
sororities contact any venue or
entertainer about the possibility of
cancelling events.
 Students should be prepared to
leave.
 Notices should be posted on all
Greek houses regarding the
importance of hygiene.
 (should this occur?)
 Piggy back with Housing to make
sure there is a stockpile of
supplies for Greek residents as
well.
 Identify a specific succession plan
and work schedule should staff
become infected.
 Evaluate plan for Dining to
determine food service options
(should Greek houses continue
preparing food? Will Rand
continue to operate?
 Cancel contracted events involving
large group activities and offcampus constituents.
 Cancel all student activities and
student organization
meetings/gatherings or public
gatherings. All social events
would be cancelled.
 Finalize job descriptions and
ensure everyone is educated
about the expectations for
operation should we move to Level
3A.
 Maintain the same communication
strategy as Housing related to
students and families.

Hygiene stations should be added
at the entrance to the house



Special security needs for
buildings.
Staffing needs largely depend on
how buildings will be used in
case of an outbreak.
There is no desire at this time to
use the fraternity and sorority
houses as locations for sick
students.
Page 3
Revised March, 2014
Level
1
2
3
4
Pandemic
Response Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend Selected
University Operations
Suspend Selected University
Operations
Office of the
Dean of
Students
Housing
Facilities



Develop Greek Row plan.
Specify buildings for
isolation areas.
In Situ?

Vandy/Banard seminar
rooms and lounges

Branscomb Rec Room

Student Life Center
ballroom

Wellness Center

What triggers isolation?

Who gets isolated, the
sick or the healthy?

Who makes the call?











Inform students of situation.

Email lists already populated

Several people authorized to
send messages
Identify options based on position
of campus, class/no class.

Consult with Student Health
Identify level three symptom and
hygiene recognition.

Consult with Student Health
Distribute necessary PPE for PHES
and train personnel.

Consult with Student Health to
identify appropriate PPE
Cross-train to assure that critical
functions are covered.

Staff are already cross-trained
Advise students to plan for leaving
if classes suspended.
Train essential personnel in
respiratory safety & use of PPEs.

Consult with Student Health

ResEd staff will conduct
training
Assist ISSS w/monitoring travel &
communicating with international
students & families.

Staff of ResEd and Housing
Assignments
Identify potential isolation areas in
facilities & stocking needs.

See Level 1

Currently researching what we
need to stock

Identify triggers for isolation

Who makes call?
Develop residence hall
consolidation plan for remaining
students.

Consolidation probably not
recommended for this
Review level 3 plan & train
personnel.










Identified personnel report to work.
Train personnel.

ResEd conducts training
Establish personnel management center
to assure critical staffing.

Vaughn House 1st floor

Caldwell/Kramka/Tarkington
Essential personnel receive PPEs.
Stock & prep isolation areas.

Mattresses in stock

Identifying and acquiring

Bed linens

Bath linens

Side tables

Tissues

Water

Trash cans

Masks

Hand sanitizer

Telephone & Data
Stock & prepare to implement residence
hall consolidation plan.

Consolidate in common areas
(lounges, seminar rooms, etc.)
Develop plans to assist students with
evacuation.

Explore shuttles to airport
Establish hot lines for information & rumor
control for students & families.

Parents and Families Office?

OHARE central phone line
Must maintain SHS, PCC, OHARE, SLC
and Sarratt facilities operations.

Plant Operations

OHARE Facilities Management
Need Utilities, Security, Food, Plant Ops,
General Services.

Work with each office

















Set-up command center.
Enact isolation.
Set-up temporary quarters and isolation
area.

Ann Nielson, Facilities
Management
Have clearing house for students.

Housing Assignments: Jason
Jakubowski

Decision Support: Ken Kirby
and Paul Boniol
Encourage students to leave campus.

OHARE ListServes
Implement evacuation assistance plan.
Provide support & information for
students and families who must remain.

OHARE website

OHARE phone: 2-2591
Announce to students & families &
update.
Communicate death notices.

ResEd: Randy Tarkington,
Steve Caldwell, Jim Kramka
Implement residence hall consolidation
plan (need minimum 12 staff per
building).

ResEd and Facilities
Implement isolation areas to support
students & University.

ResEd and Facilities
Identify events attended by confirmed
cases.

Need Utilities, Security, Food, Plant
Ops, General Services for occupied
residence halls & isolation areas.
Need medical support personnel for
occupied residence halls & quarantine
areas.

Student Health Svcs
Need security for unoccupied & unused
facilities.

VPD

Allied-Barton
Provide accommodations for PHES.
Support those who cannot leave.
Page 4
Revised March, 2014
Level
Pandemic
Response Plan

Office of the Dean
of Students

Campus Student Health
Service


Psychological &
Counseling Center

University Chaplain &
Affiliated Ministries
Point Of Distribution for
mass dispensing of
Medications
Vaccines
*Related Campus
Offices
International Affairs &
Study Abroad



1
2
3
4
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
With VEHS Director, coordinate
Campus Pandemic Core Team
Planning efforts.
Create self-care
information/packets for students.
In-service training.
Develop surveillance plan for
individuals with acute respiratory
illness.
Initiate poster, e-mail campaign
on self-care/protection/hand
washing.
Develop parent communication
plans for levels 2 & 3. Develop
plans with overseas partners.
Promote seasonal influenza
vaccination.
Give seasonal influenza vaccine
and inventory medications.









Review PPE and N95 needs;
inventory.
Public Health Emergency Staff
receive N95 fit testing.
Order self-care items for
students.
Post Signs for Students fitting
influenza profile to call SHC
x2-2427.
Develop surge care plan.
Review PI surveillance with
OCHD.
Issue advisories for students,
faculty & staff planning
international travel.
Issue advisories for students,
faculty, staff & visitors arriving
from affected regions.
Review policies & procedures
for recalling students from
affected regions.








Essential personnel receive
PPE and N95s.
Daily report of suspected
cases to Incident
Command.
Phone Triage lines.
Maintain Inventory of
Medications, Fluids, PPE
for students, Masks for ill
students.
Coordinate care plans with
VUMC and VU-ED.

Counseling Services
P&CC
Univ. Chaplain










Essential
Personnel
must
report to work.
Daily report of cases to
Incident Command.
Provide Health Services to
1,500 students in VU
residences, family housing and
off-campus housing.
Consider residential visits for ill
students.
Assist with investigation of
suspected cases and contact
tracing.
Provide health services to
remaining students.
Consider residential medical
visits.
Assist with investigation of
suspected cases and contact
tracing.
Counseling Services
P&CC
Chaplain
Int. Stud. & Scholar
Services
Study Abroad
Programs
Page 5
Revised March, 2014
Level
1
2
3
4
Pandemic Response
Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations

GEO/ISSS/VIO
Global Education Office
(GEO)

International Student and
Scholar Services (ISSS)

Vanderbilt International
Office
(VIO)






Make sure staff have access to

study abroad program contacts
and the resources used for
advising international students.

Determine who can work from
home (some of immigration work
and most advising for both GEO
and ISSS offices can be done via
computer/internet). Ensure staff
have
appropriate access to computers
and information to complete their
responsibilities remotely.
Look to professional development
resources to see what, if anything,

other institutions are doing/have in
place with regard to our
populations.
Reassess tracking mechanisms for
faculty, staff, student and scholar

travel overseas.
Review check lists and procedures
for modifying or canceling study
abroad programs. Plans reflect

any potential governmental
agency. Staff would be ready to put
plans into action and to utilize
these established procedures as

needed, after discussions
with appropriate VU faculty
and administrators.
Determine and document Vanderbilt
In programs, 3rd party provider and
host institutions emergency
protocols.
Coordinate information with
Pandemic
Planning Committee.
Update website with
emergency information and
protocols.
Maintain contact with current
students abroad, students planning 
to be abroad
and parents.

Cross-train to assure that critical
functions are covered within ISSS,
GEO &VIO.
Communicate any new press
information from Nashville Airport,
FAA, Dept of Homeland Security,
Dept of State and CDC regarding
travel to the current international
students who are traveling, any

incoming (new) students and
scholars study abroad students,
and VU faculty and staff travelling
overseas.

If office is receiving calls about
this, mention in any normal
communications the plan is

already in action.
Reiterate any specific information
the University releases through

ISSS, GEO, & VIO communication
systems.
Advise students individually about
immigration status and visa options

should they choose to leave US.
Maintain contact with Vanderbilt – In
rd
programs, 3 party Provider and
host institutions and their resident
staff to distribute information.
Continue to maintain contact with
current students abroad, students

planning to be abroad and parents.
Communicate with potential visitors
from off-campus (visiting
delegations, provider

representatives, staff from other
universities). Postpone non-critical
visits as needed.

Instruct persons travelling to
affected areas of the world -- i.e. if
recently travel and develop
symptoms, need to contact Student
Health or Occupational Health.

Increase frequency and types of
communication with international
students and scholars, students
abroad, students planning to be
abroad, parents,
Vanderbilt – In
rd
programs, 3 party provider and
host institutions and their resident
staff, faculty and staff planning
VU-related
travel.
Current staffing levels would
suffice
Could probably operate with one
less staff member if necessary.
Both Offices additional supplies
for maintaining operations and
hygienic environment.
Provide staff members working
at home with phone cards for
international calls or Skype
headset and account.
Provide appropriate PPE to
employees as they work with
many international travelers in
the international office suite.
Seek advice and information from
governmental agencies with
regard to travel, visa, and
immigration and
advise populations on individual
basis and via group
communication about any
changes.
Connect students and
parents to program provider
websites and contacts to
maintain contact and
reassure them.
Begin to put study abroad
program cancellation plans into
motion.
Determine by consulting with
Provost and Deans, whether
issuing immigration related
documents for new international
students and scholars should be
suspended temporarily.
Encourage email
communication instead of foot
traffic to office.







Communicate with governmental
agencies and appropriate followthrough (some precedence for
special procedures developed
during Hurricane Katrina).
Communicate about relevant
immigration and travel advice,
community and campus
resources.
Intl Suite Receptionist would not
need to report if offices closed.
AAs could work from home.
Exempt staff could work from
home.
Cancel or postpone upcoming
programs and visiting
delegations with Deans and
Provost Support.
Monitor situation closely, in
conjunction with program
providers, to determine whether
programs with students already
abroad should return home or
not.
Communication of websites and
information to parents and
students.
Activate Business Continuity
Plan.
Page 6
Revised March, 2014
Level
1
2
3
4
Pandemic Response
Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
English Language
Center
Ongoing policy/procedures without
apparent threat:
 Students’ Orientation
packet/resource, including
brief glossary of emergency
preparedness vocabulary &
language of basic
communication with firstresponders.
 Let students know they will
still have access to VU
healthcare in the case of an
event.
 Student-contact information
compiled at registration and
distributed to ELC
administration.
 Ensure ELC staff has access to
Student/Staff and university
personnel contact info.
 Determine plan-of-action based on
whether the ELC is in or out of
session.
 Keep updated of conditions via VU
departments.
 Be prepared to put plans into action
and to utilize procedures as threat
levels increase.
 Make vaccination information
available.
 Look to professional development
resources to see what, if anything,
other institutions are doing/have in
place with regard to our
populations.
 Communicate with student
sponsors regarding their
emergency-preparedness plans.
 Determine who can work from
home. Ensure staff have
appropriate access to computers
and information to complete their
responsibilities remotely.
 Cross-train ELC staff to ensure
critical functions are maintained.
 Communicate official VU info to
students regarding travel to and
from the U.S.
 Advise students individually
regarding travel to and from the
U.S. and regarding INS status if
classes are suspended.
 ELC will confer w/ ISSS regarding
above.
 Identify a point person for
communication for ELC students &
staff.
 Monitor situation closely; Maintain
communication with VU offices.
 Communicate with student
sponsors regarding emergencypreparedness plans.
 Remind students of emergencypreparedness resources in
Student Handbook.
 Consider reducing staff and plan
accordingly.
 Maintain close communication
with VU offices regarding status
and University policies.
 Make decision in conjunction
with VIO campus stakeholders
(Executive Director) regarding
suspension of ELC classes.
 If suspension of classes, consult
ISSS regarding students’ INS
status.
 Inform students of status and
procedures; advise students
regarding procedures.
 Communication with sponsors
regarding procedures and
student status.
 If not in session, determine
reduced staffing.
 Update website regarding
current status.
Page 7
Revised March, 2014
Level
1
2
3
4
Pandemic
Response Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations

Provost Office

Arts and Science
School of Engineering
Peabody School of
Education
Divinity School Blair
School of Music Law
School





Owen Graduate School of
Management
The Commons

The Graduate School

Libraries
Enrollment Management
(Includes Office of
Undergraduate Admissions,
Assist departments in
developing Business Continuity
Plans.
Assist in developing campuswide social distancing policies.
Determine delegation of
authority.
Determine order of succession in
critical areas.
Finalize policies re: working from
home in accordance with HR
guidelines.
Formalize rules for tuition refund,
tuition carry-forward, etc.
Formalize rules to apply for:
classes that are missed, a delay
in graduation, events that are
cancelled, accrediting
requirements.
Define ―closes university
operationsǁ.
Encourage the development of
university academic and
research business continuity
planning.





Cross-train to assure that critical
functions are covered.
Identify categories and location of
all regularly enrolled students;
study abroad students; DUS
students; and students in other
approved programs.
Determine if any existing school
or departmental emergency
plans need to be implemented.
Require emergency plans from
all academic units.
Work closely with metro and state
public health authorities re:
execution of triggers.


Assure departments have
updated business continuity
plans.
Advise executive leadership,
faculty and staff of plans for
suspending classes.




Activate Social Distancing Plan.
Plan for re-opening of classes.
Mediate faculty issues
concerning class suspensions,
research suspension and
support.
Focus attention on students who
remain.
Office of Financial Aid, and
University Registrar)
Office of the Associate Provost
for Undergraduate Education
Office of the Vice Provost
for Faculty & International
Affairs
Page 8
Revised March, 2014
Level
1
2
3
4
Pandemic
Response Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations


Occupational Health
Clinic


OHC orchestrates annual flu
vaccine for all faculty/staff.
Assess needs for supplies and
stock emergency store of PPE,
etc.
Update call lists monthly.
Work with Medical Center and
University Pandemic Planning
Committees to provide
faculty/staff education and to
consult on matters concerning
faculty/staff health issues in both
plans.









Increase outreach and education
regarding issues specific to
faculty and staff and their
personal health.
Increased phone calls coming to
OHC and EAP from concerned
faculty/staff.
All - Cross-train to assure that
critical functions are covered.
Management travel limited.
Additional PPE training for staff.
Stock supplies needed for staff
working long hours (food,
hygiene and personal items).
Assess supply availability from
vendors for pharmaceuticals,
medical supplies and (for child
care) food services.
EAP transitions to more
organizational and telephone
services.
OHC provides, and disseminates
through approved channels,
guidelines for medical criteria for
faculty and staff to come to work.





If available, provide specific
countermeasure (vaccine or
medication) to PHES VUMC and
VU personnel. OHC personnel
will oversee a ―countermeasure
clinicǁ which could be rapidly
mobilized to maintain VUMC’s
capacity to provide essential
medical services AND protect
essential personnel from
contracting disease.
Staffing: All OHC and
HealthPlus staff plus labor pool.
1 physician leader, MD/NPs: 10
RN/LPNs: 10, pharmacists: 4
clerical workers: 8, assistants
from HEALTH Plus to direct
traffic and serve as runners: 8,
security officers: 2.
Maintain essential occupational
health services. In a disaster,
OHC personnel must continue to
provide urgent treatment of
needlesticks, infectious exposures
and other work
injuries and offload the
Emergency Dept. from seeing
these during night/weekend
hours Need all available OHC
personnel plus HEALTH Plus
staff.
EAP Services and hours expand
to cover increased need for
emotional support of faculty/staff
during and increased Critical
Incident Stress Management
interventions.
HEALTH Plus staff included in
OHC’s staffing plan.







If available, provide specific
countermeasure (vaccine or
medication) to PHES VUMC and
VU personnel.
Oversee a “countermeasure
clinic” which could be rapidly
mobilized to maintain VUMC’s
capacity to provide essential
medical services and protect
essential personnel from
contracting disease.
Staffing: All OHC and HealthPlus
staff plus labor pool. 1 physician
leader, MD/NPs: 10 RN/LPNs:
10, pharmacists: 4 clerical
workers: 8, assistants from
HEALTH Plus to direct traffic and
serve as runners: 8, security
officers: 2.
Maintain essential occupational
health services. Continue to
provide urgent treatment of
needlesticks, infectious
exposures and other work injuries
and offload the Emergency Dept.
from seeing these during
night/weekend hours Need all
available OHC personnel plus
HEALTH Plus staff.
EAP Services and hours expand
to cover increased need for
emotional support of faculty and
staff and increased Critical
Incident Stress Management
interventions. HEALTH Plus staff
included in OHC’s staffing plan.
If Child Care Centers are closed,
Child Care workers can
supplement OHC and EAP where
demand for services will be
greatly increased.
Demand for services in OHC and
EAP likely to increase rather than
decrease at this point due to our
intense involvement in the
Medical Center plan which would
probably be fully activated at this
point.
Page 9
Revised March, 2014
Level
1
2
3
4
Pandemic
Response Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations

Division of Public
Affairs


University News
and
Communications
Web
Communications





Medical Center News
and
Communications
Athletics
Media Relations
Government Relations
Nashville, Washington,
D.C.
Creative Services
Continue to update University
News and Communications’ Crisis
Plan to include an influenza
pandemic.
Identify essential personnel in
Crisis Communications Plan.
Review Crisis Communications
Plan and remind people of their
responsibilities.
Continue to cross-train to assure
critical functions are covered.
Develop pandemic Web site and
that can be activated when
necessary..
Develop key messages
Write alerts to be used on Web
site if/when necessary.
Help develop educational
outreach material.











Get information from various
sources/departments needed to
communicate to internal and
external audiences. (Have list of
questions for scenarios that will
need answers about Social
Distancing Comm.).
Revise key messages based on
new information.
Update Vanderbilt homepage.
Activate Communications PlanFlu ―to doǁ checklist and
Communications Center.
Select appropriate
spokespersons for internal and
external communications as
needed.
Activate communications
protocol among Medical Center
News and Communications and
Athletics.
Send campus wide e-mail alert
with information as needed.
Activate communications plan on
where media calls go, where
parent calls go and where other
public calls go.
Develop key messages now for
when classes are closed and
when the university is closed.
Continue to cross-train
personnel.
Contact outside PR sources for
possible staffing if necessary.
 Monitor staff illness-use athletics
media relations if needed.
 Let people work from home who
can - essential healthy personnel
report to work.
 Staff communications teams
based on crisis communications
plan-team one; team two.
 Continue to use Crisis
Communications Plan ―checklist
and Communications Command
Center to coordinate internal and
media relations issues.
 Get information from various
sources/departments to
communicate to internal and
external audiences.
 Refine key messages.
 Develop and send daily (or as
needed) e-mail briefing to select
executive team.
 Update Vanderbilt homepage.
 Handle higher number of media
requests, live interviews.
 Begin monitoring (and correcting if
necessary) all print, broadcast and
online coverage of the crisis.









Healthy essential staffers report
to work-others work from home.
Continue team one; team two
staffing - use sports information
to help with staffing; possible
outside PR help if necessary.
Get information from
departments needed to
communicate to key audiences.
Continue Communications
Command Center; crisis
communications action plan;
communications protocol among
Med. Center News and
Communications and Athletics.
Refine key messages.
Send text messages and e-mail
communications to faculty, staff,
students, medical center, etc.
Make Vanderbilt homepage
pandemic flu page.
Handle higher volume of media
requests, live shots.
Activate Business Continuity
Plan.
Page 10
Revised March, 2014
Level
Pandemic
Response Plan

Campus Dining












1
2
3
4
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
Establish a service protocol
based upon health
recommendations
from Social Distancing Group.
Establish a core supply list for
food in the event that
transportation becomes difficult.
Determine storage needs,
both frozen and dry for food
for one week.
Establish a par Shelf Stable
Meals to be used as back-ups to
normal food service.
Invite Prime Vendors to
participate in planning for limited
deliveries.
Secure agreements with vendors
for use of storage equipment
such as semi-tractor trailers.
Work on backup transportation
plan with food vendors to
improve dependability.
Develop staffing plans based
on projected absenteeism.
Create weekly menus in order
to create order guides.
Secure agreements with oncampus services for supplies
needed to accomplish mission.
Diesel fuel for refrigerated
trucks.
Develop an action plan to keep
vending machines stocked in
the event that Social Distancing
occurs.
Secure agreements with Plant
Operations and Housekeeping to
clean and sanitize dining rooms
in the event of an outbreak.












Ask vendors for verification of
product levels to fill orders.
Put vendors on notice about the
need for additional truck storage.
Alert on-campus services
previously contacted that the
need for their services is
imminent.
Receive input from Social
Distancing group about plans to
isolate infected students.
Determine how to meet the needs
of sequestered or isolated
students.
Purchase additional vending
supplies and secure means to fill
machines in the event that
vendors are unable to keep the
machines stocked.
Begin custodial services in
dining rooms.
Determine responsibility for food
delivery to ill students.
Begin Sourcing Shelf Stable
Meals for level three use.
Cross Train essential
employees.
Communicate plans to staff.
Stock up on paper plates and
plastic-ware for use in order to
reduce staffing needs.






Outlying small dining outlets
closed; staff reassigned to larger
dining areas.
Based on Social Distancing
recommendations regarding the
feeding of infected students and
begin plans to get ready to serve
food in remote locations.
Operate as normal as long as
deliveries are not affected.
Have vendors deliver storage
trailers.
Begin services contracted with
Plant ops regarding fuel etc.
Procure Shelf Stable Meals
 Need to assure that utilities are not
affected so that hot meals can be
prepared.
 Begin service plan based on
Social Distancing
recommendations.
 Transport Shelf Stable Meals form
storage location to campus
storage for use if power is
compromised.
 Implement service plan based on
one delivery per week.
 Develop menus based on product
availability.
 Activate Business Continuity Plan.
 Continue to support remaining
students and possible other
departments.
Page 11
Revised March, 2014
Level
Pandemic
Response Plan
Plant Operations
Utilities & Support Systems
Electrical Distribution
Maintenance Zones
Housekeeping
BSC Operations
1
2
3
4
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
 Review and update emergency
contact list.
 In conjunction with VEHS and
Housing identifies buildings
best suited for congregate care
locations.
 Identify vendors providing essential
services and supplies to sustain
facility support operations.
 Identify and prepare list of essential
cleaning and disinfecting supplies.
 Identify building ventilation
systems especially for buildings
considered for congregate care,
isolation and health care delivery.
 Contact vendors, contractors, &
suppliers for contingency plans.
 Receive and review response plan
from utilities, vendors, suppliers &
contractors.
 Identify supplies delivery and
distribution points outside of
normal operations.
 Review Modified Contingency
Plan.
 Review Energy Curtailment
Procedure.
 Review building shutdown
procedure for all non-essential
buildings.
 Notify vendors, contractors &
suppliers that response plan is
expected following Level 1
declaration.
 Identify systems critical paths for
critical operations.
 PHES receive respiratory
protection education/training from
VEHS, as required.
 Train custodial staff for hygiene and
proper cleaning procedures of
personal contact surfaces (e.g.,
doorknobs).
 Training for health interaction.
 Stockpile essential personal items.
 Prepare plan to shut down building
systems.
 Implement systems to transport
supplies and personnel to
secondary facilities.
 Review and inventory essential
parts storage for mission critical
equipment.
 Prepare plan to secure all nonessential buildings for predicted
absenteeism.
 Coordinate with Metro utility
services providers’ contacts.
 Notify vendors, contractors and
suppliers of possible access
restrictions.
 Establish measurement tools to
track sick employees’ status.
 Track and report sick employee
interaction.
 Ensure systems critical paths for
IT are robust and operational.
 Reduce Vanderbilt employee
interaction with outside personnel.
 Confirm supply chain for all
deliveries.
 Confirm management staff and
academic decisions regarding
response plan.
 All management on 24 hour
call/shift.
 Provide mission critical services to
essential operations.
 Monitor staff absenteeism to
determine the need to seek
external vendor manpower
replacements.
 Restrict access to Plant Ops area
of operation.













Healthy PHES essential
to medical and mission
critical functions inresidence.
Reduce energy usage in
vacant buildings.
Fuel storage areas
secured.
Continue monitoring
staffing levels.
Reallocate manpower
resources based on
current staffing levels
and reallocate manpower
resources based on
mission needs.
Assess leadership
staffing levels; implement
succession plan as
needed.
Continue restricted
access to Plant Ops area
of operations.
Change housekeeping
procedures to prioritize
essential personnel
areas, remaining
students/families, and
cleaning of personal
contact surfaces.
All buildings reduced to
“non-occupied” status.
Maintain mission
essential medical service
and research utilities to
remaining buildings and
areas.
Stand by to shut off
utilities as directed.
Implement security and
access protocols to Plant
Ops areas
Continue to provide
mission critical services
to essential operations.
Page 12
Revised March, 2014
Level
1
2
3
4
Pandemic
Response Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations

Information
Technology
(VUIT)

Continue providing ITS support
and programs and services to
the campus community.
Review and revise Business
Continuity Plan(s) for all mission
critical applications, essential
staff and succession plan.





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
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
Cross-train to assure that critical
functions are covered.
Continue operation of the central
computing facilities.
Continue operation of the
Network Operations Center.
Continue operation of the help
desk.
Continue operation of the Call
Center.
Review and revise internal and
external communication plan(s)
Current Staff at ITS.
Electricity, air conditioning, and
other building services that plant
operations provide.
Services provided by HR.
Procurement services provided
by purchasing.
Communicate w/Hardware
vendors for providing
maintenance for equipment such
as UPS systems, servers, storage
devices, cable TV
distribution equipment, voice
systems equipment (PBX),
HVAC equipment.
Communicate w/Software
vendors for providing support for
Operating System and
applications.
Maintain Internet service from
external provider such as
Qwest/AT&T.
Maintain Local and long distance
telephone service from
telecommunication vendors such
as AT&T.
Maintain Cell phone services
from Sprint, Verizon and AT&T.














Continue operation of the campus
data, voice and video networks
with connections to the
public networks.
Continue operation of the central
computing facilities.
Continue operation of the
Network Operations Center.
Continue operation of the help
desk.
Continue operation of Call
Center.
Current staff at ITS.
Electricity, air conditioning, and
other building services that Plant
Operations provide.
Services provided by HR.
Procurement services provided
by purchasing.
Communicate w/Hardware
vendors for providing
maintenance for equipment such
as UPS systems, servers, storage
devices, cable TV distribution
equipment, Voice Systems
equipment (PBX), and HVAC
equipment.
Communicate w/Software
vendors for providing support for
operating system and
applications.
Maintain Internet service from
external providers such as
Qwest and AT&T.
Maintain Local and long distance
telephone service from
telecommunication vendors such
as AT&T.
Maintain Cell phone services
from Sprint, Verizon, and AT&T.
 Continue operation of the campus
data, voice and video networks
with connections to the public
networks.
 Continue operation of the central
computing facilities.
 Continue operation of the Network
Operations Center.
 Continue operation of help desk.
 Continue operation of Call Center.
 Current staff at ITS – 40% absent.
 Electricity, air conditioning, and
other building services that Plant
Operations provide.
 Services provided by HR.
 Procurement services provided by
purchasing.
 Communicate w/Hardware
vendors for providing maintenance
for equipment such as UPS
systems, servers, storage devices,
cable TV distribution equipment,
Voice Systems equipment (PBX),
and HVAC equipment.
 Communicate w/Software vendors
for providing support for operating
system and applications.
 Maintain Internet service external
providers such as Qwest and
AT&T.
 Maintain Local and long distance
telephone service from
telecommunication vendors such
as Bellsouth, AT&T.
 Maintain Cell phone services from
Sprint, Verizon, and AT&T.
 Activate Business Continuity
Plan(s).
Page 13
Revised March, 2014
Level
Pandemic
Response Plan

Procurement Services





1
2
3
4
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
Research alternatives
department purchase capabilities.
Define department operations
center and identify critical
personnel
List of PPE supplies required
here & establish contract with
multiple suppliers.
Host a campus meeting for all
key external suppliers to discuss
university planning as it relates to
the suppliers. Discuss priority
status.
Define list of critical supplies and
establish MOU’s/contracts.
Coordinate efforts with Medical
Supply Chain team to insure
coverage and backup
capabilities.











Cross-train to assure that critical
functions can be performed on
site and remotely if possible.
Alert critical suppliers to build
inventories.
Decide on items to store on
campus.
Obtain PPE gear for Public
Health Emergency Staff
Identify critical
receipt/distribution points on
campus.
Issue emergency p-cards.
Review/train on processes.
Review communication plans.
Staff departments.
Establish hot line
communications with VUIT for
support of eProcurement /
APPO system
Coordinate with Disbursements
to insure ability to pay for critical
supplies and services







Issue PPE to PHES staff.
Begin daily roll call of available
personnel.
Daily pro-active communication
to major suppliers and critical
departments.
Activate hot line & disable
Automated Call Distribution.
Activate all emergency plans
created with suppliers.
Pre-pay select suppliers.
Receive stocking shipments at
identified areas.






Daily roll call.
Monitoring supplier
performance.
Identifying alternative sources.
Cooperative with command
center.
Address unanticipated
emergencies.
Activate security of purchased
supplies and receiving dock
areas.
Page 14
Revised March, 2014
Level
1
2
3
4
Pandemic
Response Plan
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
Vanderbilt
Environmental Health &
Safety
(VEHS)
 Help coordinate Vanderbilt
Pandemic Planning efforts.
 Assist in the selection of and
training for appropriate personal
protective equipment (PPE).
 Identify EHS regulatory
requirements.
 Identify VEHS functions that may
be impacted by enactment of
social distancing precautions.
Plan to continue, postpone, or
cancel.
 Assess VEHS staff ability to report
to work in event of daycare and K12 closures.
 Conduct N95 fit-testing and
training to support expanded PPE
needs.












Cross-train to assure that critical
functions are covered.
Provide technical expertise to
pandemic planning group.
Review departmental –level
business continuity plan.
Assure emergency contact list is
current.
Assist campus and VUMC EOC
in planning and activation.
Keep VC of Administration and
Executive Leadership apprised
of situation campus-wide.
Assist in the selection of and
training for appropriate personal
protective equipment (PPE).
Provide technical expertise and
assist Research Enterprise
management with
communication and support for
potential research interruptions.
Act as liaison with Metro Public
Health for university issues and
update EOC and management
as needed.
Act as liaison with VUMC and
update EOC and VU mgt as
needed.
Update N95 fit-testing for all
VEHS staff, if needed.
Stockpile waste and PPE
supplies.
 Assist in the selection of and
training for appropriate personal
protective equipment (PPE).
 Determine the status of state and
federal EHS requirements in light of
the pandemic (e.g., can we hold
hazardous waste for longer than
90 days?).
 Confirm status and work with
radioisotope and other just-in-time
vendors to determine impacts to
research and patient care.
 Assist with hygiene and distancing
training.
 Schedule a waste pickup to
increase long term storage
capability.
 Serve as Safety Officer on
Campus EOC.
 Serve as Safety Officer on VUMC
EOC.
 Assist in identifying and resolving
issues related to PPE use.
 Assist with experiment and haz mat
stabilization throughout campus as
absenteeism rises and travel and
material deliveries are restricted.
 Suspend or cancel non-essential
VEHS functions.
 Activate internal VEHS EOC to
ensure support and staffing of
critical functions.
 Provide technical expertise as
research continuity plans are
activated to limit or discontinue
research activity but preserve and
protect critical materials.
Page 15
Revised March, 2014
Level
Pandemic
Response Plan

Vanderbilt
University Police
Department

(VUPD)




1
2
3
4
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
 Consider limited or partial
activation of the Campus EOC as
necessary for effective
communication and planning.
 Cross-train to assure that critical
functions are covered.
 Meet with key
departments/university and
medical center stakeholders to
communicate and clarify VPD
roles and responsibilities in any
contingency plans they may be
developing.
 Essential personnel staffing plans
finalized and communicated.
 Finalize departmental contingency
plans for possible on site housing
of essential personnel.
 Communicate and coordinate on
the best way to meet the security
needs of the VU stakeholders with
limited resources and staff (such as
labor pool or other staff utilization
for non-confrontational security
roles and functions).
 Train staff in PPE use.
 Activation of the Campus EOC
progressing from partial or limited
activation to full activation
 Prepare for the potential of an
offsite clinic at the Student
Recreation Center and begin
preparation for several continuous
days of staffing that site.
 Prepare to participate in the
Medical Center EOC.
 Distribute PPE to all staff.
 Activate distance off site work for
non-essential personnel and
possibly executive management.
 Consider fuel conservation.
 Maintain contact with fuel vendors
and consider on site storage.
 Prepare for possible housing, food,
water and personal hygiene needs
of personnel –Can other VU
departments assist with any of
this?
Draft/Review departmental
minimal staffing plans and
capabilities.
Communicate, coordinate and
train/drill with other university,
medical center, community and
state agencies to coordinate
overall pandemic plans.
Review current MOU with local
government.
Review/establish contracts or
alternative resources for fuel for
patrol cars.
Review current stock of PPE,
surgical masks, sanitizer, etc. and
re-order as necessary.
Review relevant policies and
individual / family preparedness
planning internally with staff.
 Activate and staff Campus EOC
and Staff VUMC EOC.
 Suspend non-life/safety response
and services to conserve fuel.
 Utilize bicycle patrol response as
possible.
 Recommend and assist with the
closure of all non-essential
buildings on campus.
 Recommend exterior locking of all
buildings as appropriate to reduce
security demands and concerns
and to limit the entrance of
possible ill persons to screened
entrances.
 Activate Emergency Operations
Staffing plan -12 hour shifts.
 Maintain life/safety police
response as possible.
 Provide for food and water
resources for staff.
 Provide security for supply and
pharmaceutical holding areas and
others areas as noted in other
plans.
Page 16
Revised March, 2014
Level
Pandemic
Response Plan

Risk Management


1
2
3
4
Pre-event Planning
Escalate Internal
Communication and
Preparation
Prepare to Suspend
Selected University
Operations
Suspend Selected
University Operations
Assist in the development of
Business Continuity Plans for all
departments.
Work with HR and General
Counsel’s office in developing
policies and assessing risks for
campus departments and
operations.
Educate department staff on the
BCP.


Cross-train to assure that critical
functions are covered.
Ensure consistent, accurate
information is disseminated to
department staff according to the
BCP.






Manage Risk Management
issues.
Coordinate legal questions with
the legal department.
Serve on Campus EOC as
needed.
Keep apprised of
department/staff absenteeism.
Assure BCP’s are updated and
ready.
Prepare to implement social
distancing within the department,
and departmental work from home
plans.








Manage Risk Management
issues.
Coordinate legal questions with
the legal department.
Serve on Campus EOC as
needed.
Keep apprised of
department/staff absenteeism.
Activate Business Continuity
Plan.
Track losses and insurance
issues.
Assure BCP is activated.
Implement departmental social
distancing and work from home
plans.
Page 17
Revised March, 2014