Vanderbilt University Plan Matrix 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. 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 s. 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: Criteria for Vanderbilt Schools and Departments Levels 1 2 3 4 Vanderbilt Criteria University Insignificant Threat: Emerging Threat: Definite Threat: Severe Threat: Human infections with a new/novel subtype, but no sustained human-to-human spread. Mild to moderate illness. 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. 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
Section II: School and Departmental s Level 1 2 3 4 Office of the Dean of Students Greek Life Educate fraternities and sororities about 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 University 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
Prepare to University University 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 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
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 Int. Stud. & Scholar Services Study Abroad Programs With VEHS Director, coordinate Campus 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 University 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 Page 5
Response Plan 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 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 programs, 3 rd 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 programs, 3 rd 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. University 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
Response Plan University 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
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, Office of Financial Aid, and University Registrar) Office of the Associate Provost for Undergraduate Education Office of the Vice Provost for Faculty & International Affairs 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. University 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. Page 8
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 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. University 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
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 Plan- Flu 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. University 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
Campus Dining 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 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 University 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
Plant Utilities & Support Systems Electrical Distribution Maintenance Zones Housekeeping BSC 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. University 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
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. Cross-train to assure that critical functions are covered. Continue operation of the central computing facilities. Continue operation of the Network 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 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 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. University 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 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 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
Procurement Services 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. University 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
Vanderbilt Environmental Health & Safety (VEHS) Help coordinate Vanderbilt 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 K- 12 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. University 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
Vanderbilt University Police Department (VUPD) 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. 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? University 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 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
Risk Management 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. University 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