York University
Pandemic Influenza Plan
Canadian Association of University Business Officers
March 22, 2007
Pandemic Influenza Planning
Mandate
• During Fall 2005, concern was raised at the University
Board level about the University’s state of preparedness
in the context of escalating international concern about
the potential of a pandemic outbreak.
• University President mandated the Vice-President
Finance and Administration who has responsibility for
Emergency Preparedness and Emergency Response
within his portfolio
• VPFA’s office also had experience of leading crossdivisional working committee during SARS in 2004
2
Pandemic Influenza Planning
• Through Fall 2005, York University was already
participating in discussions about Pandemic planning
with representatives of GTA postsecondary institutions
and Toronto Public Health.
• An internal University steering committee, working with
representatives of Toronto Public Health, commenced
the development of a Pandemic Influenza Plan for York.
• The University’s plan was designed to parallel the World
Health Organization’s model of Alert Phases for a
Pandemic, upon which Toronto Public Health also
developed its plan.
3
Pandemic Influenza Planning
Pandemic Influenza Planning Steering Group
Campus Services & Business Operations
Computing & Network Services
Emergency Preparedness Office
Facilities Services
Glendon Campus Student Affairs
Health Education
Housing & Food Services
Human Resources & Employee Relations
Legal Counsel
Marketing & Communications
Media Relations
Occupational Health & Safety
Office of VP Academic
Office of VP Finance & Admin.
Office of VP Students
Registrar
Research Services
School of Nursing
Security Services
Transportation Services
Student Community Development
Resource: Toronto Public Health
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Pandemic Influenza Planning
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Step 1:
Identify Existing Frameworks:
– World Health Organization Phases of Pandemic Alert
– the University’s Emergency Management structure
– policies of the University Senate for academic disruptions,
class cancellation and sessional dates
– Toronto Public Health draft Pandemic Influenza Plan
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Pandemic Influenza Planning
Existing Frameworks
World Health Organization Pandemic Alert Phases
Interpandemic
Period *
Phase 1
Phase 2
Pandemic
Alert
Period **
Phase 3
Phase 4
Phase 5
Pandemic Period
Postpandemic
Period
Phase 6
No new influenza virus subtypes have been detected in humans.
An influenza virus subtype that has caused human infection may be
present in animals. If present in animals, the risk of human
infection or disease is considered to be low.
No new influenza virus subtypes have been detected in humans.
However, a circulating animal influenza virus subtype poses a
substantial risk of human disease.
Human infection(s) with a new subtype, but no human-to-human
spread, or at most rare instances of spread to a close contact.
Small cluster(s) with limited human-to-human transmission but
spread is highly localized, suggesting that the virus is not well
adapted to humans.
Larger cluster(s) but human-to-human spread still localized,
suggesting that the virus is becoming increasingly better adapted to
humans, but may not yet be fully transmissible (substantial
pandemic risk).
Pandemic phase: increased and sustained transmission in general
population.
Return to interpandemic period.
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Pandemic Influenza Planning
Existing Frameworks
Managing the Emergency
University’s Framework for Emergency Preparedness
• Incident Management System (IMS)
- Emergency Policy Group
- Emergency Management Group
- Planning & Analysis
- Operations
- Logistics
- Finance & Administration
- Emergency Response
- Incident Commander
- Emergency Response team (from campus and off-campus)
• Unit Specific Emergency Preparedness Plans
7
YORK UNIVERSITY
INCIDENT MANAGEMENT SYSTEM
ORGANIZATIONAL STRUCTURE
EMERGENCY POLICY GROUP
(aka Core Crisis Team)
VP Finance and Administration
President
Chief Marketing & Communications Officer
University Legal Counsel
POLICY
E M E R G E N CY O PE RAT I O N S
COORDINATION
& IMPLEMENTATION
 Policy Decisions
 Priorities
 Strategy
Additional members may be added,
depending on the nature of the
emergency
CENTRE
Duty Officer (Admin Officer, TBA)
Senior Duty Officer (Admin Officer,
TBA)
EMERGENCY MANAGEMENT GROUP
Emergency Manager: AVP Campus Services & Business Operations
Safety Officer: Director, Occupational Health & Safety
Liaison Officer: Manager Emergency Preparedness
Public Information Officer: Director Media Relations (or designate)
Scribe: Executive Officer
 Overall coordination
 Resource support
 Operational planning
 Communication
Additional members may be added,
depending on the nature of the emergency
– e.g., senior representatives from
External Emergency Response Agencies
Planning & Analysis
Operations
Logistics
Finance/Administration
Chief: Sr. EO Finance & Admin.
Academic: Assoc. VP Academic,
Sr. EO Academic
Students: AVP Student Community,
University Registrar
Facilities: Campus Planner
Chief: AVP Facilities Services
Security: Operations Manager
Research: Assoc. Dir. Research Services
CNS: Director IT Infrastructure
ITS: Director IT Services
Care/Shelter: Director Student Community,
Director Housing & Food Services
Chief: AVP Finance
Procurement: Director Procurement
HR: Director HR Services
NGO Support: Community Relations
Officer
Transpo: Manager Transpo. Services
Food: Manager Food Services
Chief: Comptroller
Insurance: Manager Insurance
HR&ER: Director Payroll
Budget: Manager Budget
Audit: Internal Audit designate
FI E LD O PE RAT I O N S
Incident Commander: Director Security Services
P O L I C E, F I R E,
E M S / A M B U LA N C E
Pandemic Influenza Planning
Existing Frameworks
Senate policies already in place:
• Policy on Academic Implications of Disruptions or Cessations
of University Business Due to Labour Disputes or Other
Causes
• Policy on Class Cancellation
• Policy on Sessional Dates and the Scheduling of Examinations
included in your binder as Attachments to York’s plan
9
Pandemic Influenza Planning
Existing Frameworks
Toronto Public Health
Toronto Pandemic Influenza Plan (TPIP)
http://www.toronto.ca/health/pandemicflu/index.htm
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Pandemic Influenza Planning
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Step 2:
Develop a set of Planning Principles and Assumptions and
present these to the University Executive Committee for
approval.
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Pandemic Influenza Planning
Planning Principles & Assumptions
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Planning Principles
1. To safeguard the health and wellbeing of individual
members of the University.
2. To protect the academic mission of the University
through continuity of core activities.
3. To protect of the long-term interests of the University.
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Pandemic Influenza Planning
Planning Principles & Assumptions
33 Planning Assumptions . . . including
•
In a pandemic situation, the potential exists for all to be
infected, including the emergency response organization and
senior University decision-makers as no antivirals will be made
available to York employees or students.
•
In a pandemic situation, processes and actions in York’s Plan
are likely to be taken out of the direct control of the University
by public health or emergency response agencies.
•
Previous influenza pandemics have infected regions in multiple
waves – the duration of each wave is likely to be 6 to 8 weeks.
13
Pandemic Influenza Planning
Planning Principles & Assumptions
33 Planning Assumptions . . . including
•
15-35% employee absence as a result of illness, caring for sick
family members or friends, closures of schools and daycare
facilities, and other absenteeism (per Health Canada).
•
Up to one-third of the York population or 20,000 people to be
affected (per Toronto Public Health).
•
A potential for between 15 and 105 related deaths of York
community members based on mortality rates of 1 in 522 to 1
in 2870 (per Toronto Public Health). York’s mortality rate could
be higher if the University is one of the “clusters” hit hardest.
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Pandemic Influenza Planning
Planning Principles & Assumptions
33 Planning Assumptions . . . including
•
A trigger point for full suspension of operations should be
adopted, on the basis of a percentage of the University
population (students, faculty and staff) reported absent.
•
York cannot rely on the Ontario health care system to provide
for the care of sick students in residence (who are unable to go
home).
•
York cannot rely on government to provide policy direction
before or during a pandemic or on assistance being provided
during a pandemic, given the wide-scale demands and
limitation of resources.
15
Pandemic Influenza Planning
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Step 3
Adopt the University’s Emergency Management structure (IMS)
for managing the pandemic emergency.
16
YORK UNIVERSITY
INCIDENT MANAGEMENT SYSTEM
ORGANIZATIONAL STRUCTURE
EMERGENCY POLICY GROUP
(aka Core Crisis Team)
VP Finance and Administration
President
Chief Marketing & Communications Officer
University Legal Counsel
POLICY
E M E R G E N CY O PE RAT I O N S
COORDINATION
& IMPLEMENTATION
 Policy Decisions
 Priorities
 Strategy
Additional members may be added,
depending on the nature of the
emergency
CENTRE
Duty Officer (Admin Officer, TBA)
Senior Duty Officer (Admin Officer,
TBA)
EMERGENCY MANAGEMENT GROUP
Emergency Manager: AVP Campus Services & Business Operations
Safety Officer: Director, Occupational Health & Safety
Liaison Officer: Manager Emergency Preparedness
Public Information Officer: Director Media Relations (or designate)
Scribe: Executive Officer
 Overall coordination
 Resource support
 Operational planning
 Communication
Additional members may be added,
depending on the nature of the emergency
– e.g., senior representatives from
External Emergency Response Agencies
Planning & Analysis
Operations
Logistics
Finance/Administration
Chief: Sr. EO Finance & Admin.
Academic: Assoc. VP Academic,
Sr. EO Academic
Students: AVP Student Community,
University Registrar
Facilities: Campus Planner
Chief: AVP Facilities Services
Security: Operations Manager
Research: Assoc. Dir. Research Services
CNS: Director IT Infrastructure
ITS: Director IT Services
Care/Shelter: Director Student Community,
Director Housing & Food Services
Chief: AVP Finance
Procurement: Director Procurement
HR: Director HR Services
NGO Support: Community Relations
Officer
Transpo: Manager Transpo. Services
Food: Manager Food Services
Chief: Comptroller
Insurance: Manager Insurance
HR&ER: Director Payroll
Budget: Manager Budget
Audit: Internal Audit designate
FI E LD O PE RAT I O N S
Incident Commander: Director Security Services
P O L I C E, F I R E,
E M S / A M B U LA N C E
Pandemic Influenza Planning
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Step 4
Adopt the World Health Organization Hierarchy of Pandemic
Alert.
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Pandemic Influenza Planning
Existing Frameworks
World Health Organization Pandemic Alert Phases
Interpandemic
Period *
Phase 1
Phase 2
Pandemic
Alert
Period **
Phase 3
Phase 4
Phase 5
Pandemic Period
Postpandemic
Period
Phase 6
No new influenza virus subtypes have been detected in humans.
An influenza virus subtype that has caused human infection may be
present in animals. If present in animals, the risk of human
infection or disease is considered to be low.
No new influenza virus subtypes have been detected in humans.
However, a circulating animal influenza virus subtype poses a
substantial risk of human disease.
Human infection(s) with a new subtype, but no human-to-human
spread, or at most rare instances of spread to a close contact.
Small cluster(s) with limited human-to-human transmission but
spread is highly localized, suggesting that the virus is not well
adapted to humans.
Larger cluster(s) but human-to-human spread still localized,
suggesting that the virus is becoming increasingly better adapted to
humans, but may not yet be fully transmissible (substantial
pandemic risk).
Pandemic phase: increased and sustained transmission in general
population.
Return to interpandemic period.
19
Pandemic Influenza Planning
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Step 5
Create the Master Pandemic Plan by aligning the institution’s
planning, mitigation and response actions within each WHO Alert
Phase.
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Pandemic Influenza Planning
The Master Plan
Align planning, mitigation and response actions within each
WHO Alert Phase:
– based on approved planning principles and assumptions
– experiences of other types of crises or emergencies – for
York: SARS, power black-out, union strikes, winter
weather emergencies
– use the knowledge of the University’s subject experts at
the Planning table to determine if action is appropriate,
viable and within the proper Alert Phase.
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Pandemic Influenza Planning
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Step 6
Address academic governance issues and the core business
activities of teaching, learning and research
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Pandemic Influenza Planning
Academic Governance
• University Senate has authority over classes, exams, evaluation,
curriculum and academic standards (per York University Act)
• Any deviation from normal expectation is governed by Senate
decision (e.g., options for curricular remediation or recovery
following a disruption)
• in respect of academic governance, University President
presented initial elements of the steering committee’s draft plan to
Senate Executive Committee for review and commentary
• Senate Executive provided written response to the steering
committee (1) affirming its planning assumptions relating to
academic governance and the application of the existing
framework of Senate policies and (2) clarifying Senate’s role in a
Pandemic emergency.
23
Pandemic Influenza Planning
Research Continuity
• York’s Plan addresses the continuity of research
activities during a closure or operational reduction due
to Pandemic outbreak
• York’s Plan provides a “planning template” for
individual researchers and research groups
24
Pandemic Influenza Planning
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Step 7
Develop “Sub-plans” for all areas where essential functions need
to be performed during operational reduction or closure.
25
Pandemic Influenza Planning
Sub Plans for Essential Functions
–
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Central utilities
Security Services
Custodial Services
Grounds & Waste Disposal
Communications
Network & System Services
Student Housing
& Student Support
– Maintenance

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
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Research laboratories
Animal care
Occupational Health & Safety
Transportation
Employee Payroll
Pensions & Benefits
Treasury
Food Service
Registrar’s Office &
Student Financial Services
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Pandemic Influenza Planning
YORK UNIVERSITY’S PANDEMIC INFLUENZA PLAN
Step 8
Other Considerations
Additional Key Planning Actions
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Pandemic Influenza Planning
Additional Key Planning Actions and Sub-Plans
–
–
–
–
–
–
–
–
–
–
–
Promotion of Personal Preparedness
Hand Sanitizer
Health Monitoring and Medical Assistance
Tracking of Attendance/Absences of Students
Tracking of Attendance/Absences of Employees
Protocol for Students in International Programs
Use and Supply of Personal Protective Equipment
Mutual Aid
Stockpiling of Food and Water
Recruitment of Volunteers
Training of Volunteers
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Pandemic Influenza Planning
Unit Specific Emergency Preparedness Plans
• Business Continuity leading up to and during an outbreak
- essential functions, key personnel/roles, critical infrastructure
- teaching and learning in the context of academic governance
- research continuity
• Communications Tree
• Business Resumption
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Pandemic Influenza Planning
Decision-making
Institution:
President, with Emergency Policy Group (per IMS)
Suspension and Resumption of Academic Classes and other
academic matters:
Senate Executive, guided by Senate policies
Public Health Order:
City of Toronto Public Health
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Pandemic Influenza Planning
Continuing Role of Pandemic Steering Committee
• Develop University Plan
• Implement planning and mitigation actions within the Plan
under Alert Phases 1, 2 and 3
• Monitor status of Pandemic Alert
• Establish Pandemic web site, initiate communications plan
and health education/disease prevention plan
• Discuss planning with employee groups
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Pandemic Influenza
Planning
END
Canadian Association of University Business Officers
March 22, 2007