Pandemic Influenza Business Continuity Plan (A sub-set of the ...

Pandemic Influenza Business Continuity Plan (A sub-set of the University Crisis Management Plan)

December 2005

Updated April 2009

Pandemic Influenza Business Continuity Plan v3.0

Aim and Objectives of the Plan The plan aims to manage the impact of the influenza pandemic on staff, students and university business via the health impacts on the main strategies.

1. Reduction in the incidence of pandemic influenza within the University. 2. Maintenance of essential teaching and research if containment of pandemic influenza

is not possible This plan will consist of: Overview and Context Risk Identification and Analysis Required Preparations Response Actions Recovery Processes This plan contributes to Massey University’s Business Continuity Aim, which is:- - To safeguard our reputation and public image… - By using best endeavours to meet the needs of staff, students, the wider community and other critical stakeholders… - Through ensuring that business critical teaching and research outcomes are not compromised by a major disruptive event. The audience:- All staff, students and stakeholders of Massey University. This plan is specific to pandemic influenza. This plan is a sub-set of the University Crisis Management Plan, and forms part of the Massey University Business Continuity Programme. Although the Pandemic Influenza Business Continuity Plan, deals specifically with the pandemic influenza risk, it should be read in conjunction with the following:

Regional Business Continuity Plans, Regional Emergency Response Plans Regional Critical Incident Plans

This preparation of this plan has been guided by the Ministry of Education - Planning Guidelines for Education Providers December 2005. The Ministry of Education is leading pandemic planning for the education sector.


Overview and Context Pandemic overview - background information The New Zealand Ministry of Health (MoH) warn that the risk of an influenza pandemic is high, and the likelihood of the pandemic occurring is certain. As at October 2005, the MOH advised that a White Alert (information/advisory) is in place. In April 2009 this was upgraded to Yellow Alert (Standby). Influenza pandemics with novel viruses are recurring events, are unpredictable and result in serious health effects for large proportions of the population, with significant disruption to social, economic and security concerns for the community. The recent appearance of the highly pathogenic avian influenza virus A/H5N1 has raised concerns that this virus may mutate to create a novel virus capable of causing a significant global influenza pandemic. Note; In April 2009 the emergence human-to-human transmission of a new variant of swine flu being a combination of human and animal influenza viruses, increased the alert status. Predicted spread and virulence

Illness rate in population 20 – 50% Global spread in 3 months Vaccine availability 6 months after initial outbreak Anti-viral treatment Likely to be in short supply and may not be effective

Potential Effects Widespread disruption to business: 20 – 60% of working populations unable to work for 2 – 4

weeks at the height of a severe pandemic wave. Each wave may last about 8 weeks. Significant death rate – loss of people and expertise. Loss of emergency and essential services – fire, police, health services, air traffic controllers

etc. Loss of other services – retail, transport, government departments, etc.

General impacts

Loss of staff (temporary or permanent) Possible closure of the organisations (partial or complete) Loss of services from suppliers Business operations and support (e.g. IT) will be affected Travel will be affected

Source: Ministry of Economic Development


Risk Identification and Assessment An influenza pandemic is likely to cause a national health emergency, which will result in a number of subsequent impacts upon staff and students at Massey University. The MoH indicate that the likelihood of influenza pandemic is certain, and in accordance with Massey University risk assessment criteria1 the raw risk rating of such an event is classified as extreme. Likely impact on Massey University Management Issues

The University may be required to close at short notice either under the Health Act, or voluntarily, during pandemic period. The length of such a closure is unknown, but could be for a number of weeks. This may be a Regional campus closure, or a national campus closure.

Travel between campuses will be constrained, or prevented. Some key managers and staff will not be at work, or in the country. The University will have on going legal responsibilities for staff and students. Demands for some services will increase significantly (e.g. international students support,

HR, IT, communications, and facilities management). Stakeholders management will be important

Core Operation Issues

Core services from infrastructure services (e.g. water, power) may be affected. Business operations (teaching and research) will be affected for a long period of time. Some service demand will increase (e.g. cleaning services, security, IT, counselling,

communications) Essential services will need to be identified and maintained.

Information Issues

There will be a need for quality and timely corporate communications Demand will increase for communications technology (e.g. IT, telecommunications, call

centre). Core IT systems (e.g. HRIS and payroll, remote access, web, telecommunications) will be

critical.

Staff Issues

Health and Safety concerns and anxiety with increase among staff, with reluctance to attend work and put themselves at risk of infection

Family will be a first priority.

1 Massey University Risk Management Framework

Pandemic Influenza Business Continuity Plan v3.0 4

Staff may be temporarily absent due to illness, caring for dependants or others. Some staff may die as a result of the pandemic.

Staff welfare needs will increase. Succession planning will be essential to cover permanent and temporary loss of staff.

Student Issues

In the event of the closure of the University, all residential students will be asked to

return home (if possible). Ongoing care and support will be required for International students who may be unable

to leave New Zealand due to travel restrictions. In the event of an outbreak in residential accommodation, the University may need to

attend to ongoing care and support for students who may be ill, or quarantined. The academic progress of students will be severely impacted by any disruption to

teaching and research.


Structure, roles and responsibilities In the event of an influenza pandemic the responsibility for managing the University response will be with the Crisis Management Team (CMT). This team will oversee all response activity, which will be delivered through the University Crisis Management Plan and each Regional Business Continuity Plan.

Crisis Management Team (CMT)

30 October 2005

NationalHR, H&SSupportTeam

WellingtonFacilities Mgnt

Team

National IT

SupportTeam

National Communicati

onsSupportTeam

Auckland Facilities Mgnt

Team

Palmerston North

Facilities MgntTeam

Palmerston North Business Continuity (BC) Team

Auckland Business Continuity (BC) Team

Wellington Business Continuity (BC) Team

NationalStudentServices

Team

Teaching and Research

College

Colleges

Colleges


Crisis Management Team – Key Contacts:

Role Primary member Deputy member

CRISIS MANAGEMENT TEAM (Default members)

Oversight VC Deputy VC

Team Leader University Registrar AVC - FISC

Communications strategy & liaison AVC – External Relations Nominated Journalist

National Shared Services AVC - FISC Director NSR

HR strategy AVC – People and Organisational Development

Deputy Director - HR

Research strategy AVC - Research Any PVC

Teaching strategy Appropriate PVC Any PVC

CRISIS MANAGEMENT TEAM (Support)

Regional liaison (1 - 3 members as appropriate)

Appropriate RCEs, Regional Registrar/s – Student Support (as nominated in relevant BCP teams) *

Appropriate RCE/s, Regional Registrar/s Student Support (as nominated in relevant BCP teams)

FM strategy & liaison Director – Strategic Facilities Management

Nominated Regional Registrar - RFM

IT strategy & liaison CIO Nominated Deputy CIO

Finance Strategy and liaison Director – Finance Operations Chief Accountant

SPECIALIST ADVISORS (Pandemic specific*)

Medical Advisor* GP- Student Health Nominated Deputy

Health and Safety * Manager – Health and Safety Nominated Deputy

OTHER

Risk Management Risk Manager External Consultant

*It is recommended that the CMT dealing with a crisis resulting from a pandemic influenza be supported by specialist Health and Safety, and Medical Advisors.

For full details and all contact details see Annex Z (yellow pages) appended to this plan. Current and up to date details can always be found on the Risk Management website by clicking here. For other information www.massey.ac.nz 0800 MASSEY


http://www.massey.ac.nz/massey/about-us/administrative-unit/risk-management/pandemic-influenza-preparedness/pandemic-influenza-preparedness_home.cfm

http://www.massey.ac.nz/

Roles and Responsibilities in Pandemic Influenza Business Continuity Plan

Role Responsibility

CRISIS MANAGEMENT TEAM (Default members)

Oversight (VC) Oversight, Strategic policy decisions.

Team Leader Chair

Communications strategy & liaison Drafting, release and dissemination of all internal and external communications

National Shared Services Maintenance of essential National Shared Service functions

HR strategy Draft policy and procedures in relation to staff

Research strategy Identification and mitigation of impact on research activity

Teaching strategy Identification and mitigation of impact on teaching and learning activity

CRISIS MANAGEMENT TEAM (Support)

Regional liaison (1 - 3 members as appropriate)

Co-ordinating and leading all student support, and facility related responses at regional campuses

FM strategy & liaison Identification and mitigation of impact on national infrastructure and services.

IT strategy & liaison Identification and mitigation of impact on national support services. Ensuring maintenance of essential services.

Finance Strategy and liaison Ensuring maintenance of cashflow, and essential services.

SPECIALIST ADVISORS (Pandemic specific)

Medical Advisor Provision of specialist medical advice and guidance

Health and Safety Provision of specialist health and safety advice. Dissemination of H&S information and materials. Influenza Managers.

Risk Management Advise and support the CMT.


Required Preparations Massey University will align its preparedness and response actions to that of the New Zealand Ministry of Health (MoH). The MoH will publicise any changes in the ‘alert codes’ which are designed to alert government agencies to action, and may signify the need to activate this business continuity plan. Table 3: Suggested Summary Actions for Businesses

STRATEGY MoH ALERT LIKELY TRIGGER

SUGGESTED ACTIONS FOR BUSINESS

WHITE (Planning/Advisory)

Interpandemic period Plan for it (planning)

YELLOW (Standby)

Interpandemic period

Review business continuity plans - Planning - Information Provision - Basic hygiene reminders

Keep it out (Border management)

Human-to-human transmission overseas, OR very high suspicion of human-to-human transmission overseas, OR Australian and/or Singapore close borders

Review/test business continuity plans. - travel restrictions

Stamp it out (Cluster Control)

Human pandemic strain case(s found in new Zealand.

Manage it (Pandemic management)

RED (Activation)

Multiple (>10) clusters at separate locations, or clusters spreading out of control.

Activate essential business continuity plans -- Various measures

Recover from it (Recovery)

GREEN (Stand down)

Population protected by vaccination or pandemic abated in New Zealand

Manage return to business as normal

Source: Adapted from the Ministry of Economic Development – Business Continuity Planning Guide Note: As at July 2006, the Alert Code was WHITE. As at April 2009 this was upgraded to YELLOW. Note: That from WHITE to RED could be very quick (i.e. the code YELLOW could be of short duration).


Planning and Response Important Note; All staff referred to below must have nominated back-up people in the case of illness or unavailability for any reason of the nominated staff member. The list of all key staff and their back-up staff members must be maintained by the University Crisis Management Team (CMT). For detailed information refer the Annex to this document.

1. PLANNING Preparedness Planning (Ministry of Health Alert Code WHITE – information and advisory)

Ref Action Responsibility Timeline 1.1 Review Crisis Management Plan

structure for University. Risk Manager (to facilitate). SLT to approve

Immediate

1.2 Brief SLT on risk issue, roles and responsibilities

University Registrar, and Risk Manager

During WHITE alert

1.3 Confirm authorisation for escalation of response

University Registrar/Risk Manager

“

1.4 Update Emergency Response Plans for each region

RCEs (Risk Manager to support), and BCP Teams

“

1.5 Prepare Pandemic Communications Plan* for University

AVC- External Relations “

1.6 Communicate personal preparedness and factual information

AVC – External Relations

“

1.7 Establish and test Departmental contact lists

All HOD/I/S “

1.8 Review H&S information and service provision in respect of infectious diseases.

Manager – Health and Safety

“

1.9 Establish dedicated website, and 0800 number capability


“

1.10 Identify skills and resources required e.g. essential staff, back up supplies, dependencies.

RCEs “

1.11 Identify essential services (including contractors, residential and catering)

Risk Manager, all RCEs “

1.12 Secure access to essential stocks/services

RCEs/HOD/I/S “

1.13 Ensure up to date contact and next of kin details are available

AVC – People and Organisational Development

“

1.14 Prepare HR Pandemic Management Plan


“

* Pandemic Communications Plan will be developed and implemented by External Relations as part of the Crisis Management Plan for the University.


Advanced Preparedness Planning (Ministry of Health Alert Code YELLOW – standby)

Ref Action Responsibility When 1.13 Notify the Crisis Management Team

to be on standby University Registrar On activation of

YELLOW alert. 1.17 Review and test Crisis Management

Plan Risk Manager/SLT “

1.14 Notify all staff of change of Pandemic status

VC, via External Relations (Blitz mail).

“

1.15 Communicate the University pandemic preparedness planning.

VC, via External Relations (via Intranet)

“

1.16 Hotkey ‘website’ and secure 0800 number capability

ITS “

1.18 Distribute additional kits/posters/hygiene information etc to all workplaces.

Health and Safety to co-ordinate.

“

1.19 Check Departmental contact lists All HOD/I/S “ 1.20 Update travel advisories University Registrar “ 1.21 Contact all staff currently overseas on

university business, and request urgent return to NZ

HODs

1.21 Purchase additional contingency supplies (if any)

All HOD/I/S “

1.22 Reinforce personal /family preparedness strategies

HR via External Relations

“

1.23 Training for key staff Risk Manager/CMT “


2. Active Response – Border Management (Ministry of Health Code RED – Activation) Ref Action Responsibility Border management 2.1 Alert staff to change of pandemic

status VC via External Relations blitz mail)

On activation of RED alert

2.2 Convene Crisis Management Team Any member of the CMT “ 2.3 Activate Crisis Management Plan CMT Leader 2.4 Communicate response action place VC via External Relations Restrict access to campus

buildings/contact centres etc for people with influenza symptoms

RCE(s), through

2.5 Restrict all business related international travel

University Registrar “

2.6 Reinforce Key General Infection Control (Basic hygiene and hand hygiene)


“

2.7 Convene Regional Business Continuity Teams (BCT)

Team Leaders “

2.8 Identify and contact remaining Staff currently overseas.

Asset and Insurance Manager via Orbit, and confirmed by HOD/I/S

“

2.9 Identify and manage Students affected by border closure.

Director International/Regional Registrars

“

2.10 Escalate 0800 capability (to respond to increase enquiry from students and families)

ITS/Director NSR “

2.11 Open ‘hotline’ facility for staff enquiries and welfare concerns


“

2.12 Reinforce key infection control protocols

Health and Safety “

2.13 Advise key stakeholders of contingency plans

SLT “

2.14 Prepare for potential campus closure BCP teams “


3. Active Response – Cluster Control (Ministry of Health Alert Code RED –

Activation) Ref Action Responsibility Cluster Control 3.1 Alert staff to change in pandemic

status VC via External Relations (blitz email)

On advice of changed alert status from MoH.

3.2 Communicate response plan actions University Registrar “ 3.3 Activate Regional BCP plans BCP Team Leaders “ 3.4 Activate measures for social

distancing. All HOD/I/S (with support from Health and Safety reps)

“

3.5 Stand down non-essential staff All HOD/I/S 3.5 Activate measures for managing staff

who become ill at work All HOD/I/S (with support from Health and Safety)

“

3.6 Activate measures for managing students who become ill

Regional Registrars (with support from Health and Safety)

“

3.7 Identify all staff affected by influenza HR/H&S/HOD/I/S “ 3.8 Increase cleaning regime RFM (all campuses) “ 3.9 Reinforce Key General Infection

Control (basic hygiene and hand hygiene)

HR and Health and Safety “

3.10 Cancel all non-essential meetings, and university events

University Registrar “


4. Active Response – Pandemic Management Control (Ministry of Health Alert Code

RED – Activation) Ref Action Responsibility Pandemic Management 4.1 Alert staff to change in pandemic


On advise of changed alert status from MoH.

4.2 Communicate response plan actions University Registrar “ 4.3 Advise Closure of University (if

necessary) VC (and in consultation with Ministry of Health)

“

4.4 Maintain identified essential services BCP team Leaders “ 4.5 Support staff and students affected by

the pandemic HOD/I/S and volunteers “

4.6 Monitor and review daily BCP teams/CMT “

5. Active Response – Recovery (Ministry of Health Alert Code GREEN – Activation) Ref Action Responsibility Recovery processes 5.1 Alert staff to change in pandemic


On advise of changed alert status from MoH.

5.2 Communicate response plan actions University Registrar “ 5.3 Restore non-core services All staff “ 5.4 Identify special regional support

requirements RCE(s)

5.5 Review and de-brief CMT/VC/SLT “ Full details on Communications Planning are in Annex A Full details of the HR Pandemic Management Plan are in Annex B Full details of Containment Activities are in Annex C Full details of Travel information are in Annex D Full Contact Details for Pandemic influenza Business Continuity Planning Team – Annex Z


Annex A Communication To Massey University from external or internal sources regarding pandemic phases New Zealand Government Communication

1. The designation of global phases will be advised by the Director General of World Health organisation (WHO).

2. In New Zealand, the Ministry of Health (MOH) leads the governments planning and response to pandemic influenza.

3. Communication of the New Zealand situation with regard to the pandemic and the response will be via a variety of sources

a. Pandemic Phone Line (0800 to be assigned) b. Website www.MoH.govt.nz c. Travel advice www.mfat.govt.nz

4. The New Zealand government will be advised by the Official Committee for Domestic and External Security Co-ordination (ODESC) in regard to exercise of powers under the Health Act 1956, and the Civil Defence Emergency Management Act 2002.

5. The New Zealand Government response will be coordinated through the CIMS Structure (Co-ordinated Incident Management System) and the District health Board major incident and emergency plans and regional incident co-ordination plans.

6. Steps for escalation of the pandemic plan will originate from the MOH, who will advise the Intersectoral Pandemic Group and at the same time put the notification on their website and into their media contacts. The Ministry of Economic Development (www.med.govt.nz) will also take reasonable steps to ensure that relevant infrastructure providers are aware.

7. The Ministry of Education will align with other government agencies 8. The Medical Officer of Health (MOH) will advise the Vice-Chancellor directly of

changes to pandemic alert status as it affects the University. 9. At a local level Public Health Units will liaise directly with Regional Health and Safety.

To Staff at Massey University

1. All communications to staff, students, and stakeholders will be made in accordance with the Pandemic Influenza Communication Plan2.

2. The University will align its response to the influenza threat with that of the Ministry of Health, and in WHITE Alert stage will communicate the possibility of a pandemic, and the University’s preparedness to manage it.

3. The University’s primary health channel to all staff will be via the website www.massey.ac.nz, and will be supplemented by direct communication co-ordinated by External Relations, as detailed in the Pandemic Influenza Communication Plan.

4. Notification of a change of Alert status, as advised to the University by the MOH, will be advised to staff by the VC (or nominated Deputy).

2 The Pandemic Influenza Communication Plan has been prepared by External Relations, who are responsible for coordinating all communications in relations to the University’s management of the pandemic response.


5. The Crisis Management Team (CMT) will be advised by the VC and if necessary the Crisis Management Plan (CMP) will be activated. This is the decision of the CMT Leader.

6. The AVC – People and Organisational Development (or nominated Deputy), through the Health and Safety Office, will co-ordinate all health and safety communications, including FAQs for the call centre, and the Health and Safety website, in accordance with the CMP, and in conjunction with the CMT.

7. All communications to staff in relation to teaching and research, and on-going business management of their own College/Region/Division/Section during a pandemic period will be made by the respective PVC/AVC, in accordance with the Crisis Management Plan, and the relevant Regional Emergency Response Plan, and Business Continuity Plan.

8. Communications will be made by intranet, email, postal and/or telephone. 9. The intranet will show names of Health and Safety Co-ordinators on each campus (and

their nominated back up people (i.e. Health and Safety Representatives), who will have status of ‘influenza managers’.

10. All HOD/I/S must have up-to-date ‘communication trees’ and staff contact details so that people can keep in touch

To students at Massey University

1. All communications will be made in accordance with the Crisis Management Plan, and In conjunction with the Crisis Management Team (CMT)

2. Communications will be made by intranet, email, postal and/or telephone. 3. Communications will include nominated back up people 4. Communication will contain links to relevant government organisations for further

information and advice. 5. Communications will contain University 0800 number for further information and advice

for Massey University students and their families. 6. Communications in relation to academic matters will be made by Colleges in accordance

with policy set by the CMT. 7. All communications to students in relation to the teaching and research, and on-going

business management of their own College/Region/Section during a pandemic period will be made by the respective PVC/AVC, in accordance with the Crisis Management Plan, and the relevant Regional Business Continuity Plan.

The Pandemic Influenza Communication Plan is available from; From Massey University Staff Room page

Risk Management Pandemic Influenza Preparedness Pandemic Influenza Communication Plan

Or http://www.massey.ac.nz/massey/fms/About%20Massey/Risk%20Management/Documents/Pandemic%20Preparedness%20Communication%20Plan.pdf


http://www.massey.ac.nz/massey/fms/About%20Massey/Risk%20Management/Documents/Pandemic%20Preparedness%20Communication%20Plan.pdf

http://www.massey.ac.nz/massey/fms/About%20Massey/Risk%20Management/Documents/Pandemic%20Preparedness%20Communication%20Plan.pdf

Annex B HR Pandemic Influenza Management Action Plan A comprehensive Human Resource and Health and Safety Pandemic Influenza management plan is in place The full document may be downloaded from; From Massey University Staff Room page:

Health and Safety Specific hazards Infectious diseases HR pandemic planning (pdf)

OR: http://hrs.massey.ac.nz/massey/fms/Health%20and%20Safety/Documents/Hazards/Infectious%20Diseases/HR%20Pandemic%20Planning2.pdf


http://hrs.massey.ac.nz/massey/fms/Health%20and%20Safety/Documents/Hazards/Infectious%20Diseases/HR%20Pandemic%20Planning2.pdf


Annex C Containment Activities

1. Reducing the risk of infected person entering the University

a. A list of University Regional Health and Safety Advisors, Regional Health and Safety Committee members, and workplace Health and Safety Representatives and their nominated back up people, will be maintained by Health and Safety Office, and available to the CMT on request.

b. The Health and Safety Advisors will manage all local health related activities under direction of the CMT, through the Manager – Health and Safety

c. On notification by the CMT, the Health and Safety Advisors on each campus will: Set up prominent notices at all public entry points advising staff and students not to

enter if they have symptoms of influenza. Set up Key General Infection Control (Basic hygiene and hand hygiene) notices

around the workplace (including entrances, notice board, meeting rooms, lunchrooms and toilets.

Ensure there are adequate supplies of tissues, medical and hand hygiene products, cleaning supplies as well as masks for people who become ill at work. Masks and latex gloves will be distributed by Regional Health and Safety Advisors to all workplaces as soon as a Red Alert is declared by MoH.

Procedures for managing cases at work must be publicised and understood. d. The CMT will ensure that communications to staff include Pandemic influenza Fact

Sheet and information on Key General Infection Control Notices and Social Distancing,

2. Social distancing

a. Social distancing refers to strategies to reduce the frequency of contact between people. Generally it refers to mass gatherings but the same strategies can be used in the workplace setting.

b. Information on social distancing will be sent by email by the CMT c. Health and Safety Co-ordinators should put up notices (see 1d) d. Where possible, large work teams should be encouraged to split into different work

locations to build up backup and avoid infection. If different shifts are used, leave sufficient time for work place to be fully aired between shifts.

e. Social distancing strategies may include: Avoiding face to face meetings and classes. Use virtual meetings/classes,

conference calls, and outlook as alternatives Avoid unnecessary travel and cancel or postpone non-essential

meetings/gatherings/workshops/training sessions. If possible study/ work from home, or flexible hours. Avoid all public transport, i.e. drive, walk, cycle or travel early or late to avoid

the rush hour. Avoid crowded cafeterias and lunch rooms, e.g. take lunch and eat in your office. Encourage staff to practice social distancing away from work, e.g. avoid leisure

classes, meetings etc.,


Cleaning

1. Office cleaning should be escalated during the pandemic period (Red Alert). Regional Facilities Management should ensure that sub-contractors have adequate contingency plans and preparations for this requirement.

2. Filters of the air-conditioning should be cleaned and anti-bacteria solution applied. 3. Telephone sets in common areas e.g. reception should be cleaned each day. If the

telephone is not essential it should be removed for the duration of the pandemic. 4. Telephone sets in shared work stations e.g. call centre should be thoroughly cleaned

between shifts. Sections should take responsibility for this activity. 5. Anti-bacterial solutions should be applied to all common areas e.g. counters, lunchrooms,

washbasin, toilet bowls, urinals, handrails, etc every day. 6. Chlorine and alcohol based cleaners are most suitable. Solutions recommended by the

Ministry of Health are: Sodium hypochlorite, Granular Chlorine, Alcohol. See the Health and Safety website for more information.

7. Remove magazines and papers from central and communal areas.

Managing fear

1. It is likely that there will be a high level of fear and anxiety regarding the pandemic situation. This will contribute to increased work absence and/or increased distress to staff. A well constructed communication plan is the first step in alleviating this anxiety.

2. In conjunction with the CMT, the AVC External Relations (or nominated back up person) will;

Communicate of the possibility of a pandemic and the University’s preparedness planning.

Communicate the management plan Provide clear and timely communications to staff and students when the situation

is changing Provide clear communication on how the University is handling the situation if

the pandemic does occur. 3. The AVC People and Organisational Development (or nominated back up person) will

ensure adequate provision of counselling support for staff through the EAP service. 4. The Regional Registrar(s) – Student Services (or equivalent on each campus) will ensure

adequate provision of counselling support for students on their respect campuses. Management of cases at work

1. Health and Safety Advisors ( and their nominated back-up people) will put up posters giving information on what to do if people get sick at work.

2. The CMT will utilise the latest available information from the MoH to advise on the appropriate management of cases at work. This information will be provided to all Health and Safety Advisors and their nominated back up people i.e. HR Advisors, Health and Safety representatives, by the Health and Safety Office.

3. Information about the symptoms and what to do if they feel unwell at work will be sent to every staff member via a Masseyall email, and memo.

4. HOD/I/S will follow as assessment protocol outlined on Page 23 of the Human Resources Pandemic Influenza Plan, when screening a likely case.


http://hrs.massey.ac.nz/massey/about-us/administrative-unit/health-and-safety/health-and-safety_home.cfm

http://hrs.massey.ac.nz/massey/about-us/administrative-unit/health-and-safety/health-and-safety_home.cfm



Annex D Travel Advice

1. Massey University Travel Policy and Procedures applies in all instances. 2. The University has a Travel Policy and draws upon advice of SOS International

www.internationalsos.com, for authorised travel informed by the Ministry of Foreign Affairs and Trade www.mfat.govt.nz

3. Travel advisories will be communicated to staff as early as possible to avoid potential problems for travellers


http://urgent.internationalsos.com/Travel%20Recommendations/Forms/AllItems.aspx

http://www.safetravel.govt.nz/

Annex E Maintenance of Essential Services Please note; this section is to be completed to detail by individual BCP Teams, as essential services are still being identified. However essential services include; HR Advisors, leave, payroll, health and safety, HRIS Infrastructural Services (water, power, gas) Student Accommodation and Catering Student Health and Counselling Security Cleaning Telephony IT network systems WebCT, Email, Website access Remote access functionality (Selected) Research activities Farm activities


Annex Z Full contact details for the Pandemic Influenza Business Continuity Planning team (CMT) will be distributed in hardcopy to the CMT members. For any enquiries relating to contact information of CMT members, please contact Anne Walker on 06 350 5516 or [email protected]


mailto:[email protected]

TABLE 1: Overall University Pandemic Strategy and associated actions Stage NZ Strategy MoH Alert Code MoH

Objective University Action When Dependency/Risk

WHITE (Information/Advisory)

BCP drafted - Review and update HR policy - Review and update H&S information, and services - Travel advisories - Identify core services - Identify special needs services e.g. research projects - Advise VC/SLT - Identify CMT - Allocate roles across the University - Prepare Communications plan - Advocate Personal preparedness - Establish website, and 0800 number for enquires (for future activation if needed)

Time and resource 1 Plan for it (Planning)

YELLOW *Standby)

Preparedness planning

Prepare to implement action plan, by advising all identified parties to stand-by - Implement Communications plan - Live website and 0800 number - Health information available - Distribute kits/posters to workplaces - Check Departmental contact list - Travel advisories updated - Cleaning upgraded

Immediate

Reliable IT H&S Office support HOD/I/S on task Subcontractors on task Managing concerns/anxiety

* Note escalation from Code White (as it is in October 2005) to Code Yellow could be very quick.


2 Keep it out

(border management)

Keep pandemic out of NZ

implement BCP response - H&S co-ordinators post notices. - Update travel alerts - Identify staff currently overseas - identify international students affected - identify staff affected by pandemic - Reinforce key general infection control protocols - Travel advisories updated - Advise key stakeholders of contingency steps

Travel agency? Overwhelmed call centres Managing fear and panic

3 Stamp it out (Cluster control)

Control and/or eliminate clusters

Restrict movement of staff and students - Restrict inter-campus travel - Stand down non-essential staff - Send Students home (if able) - Prepare for University closure - Minimise mass gatherings e.g. graduations, events, conferences - Work from home? - Close University campus(es) if required by law - Cancel non-essential face-to-face meetings - Identify staff affected by the pandemic - Identify students affected by the pandemic

Residential and Catering services, or workaround, for those unable to leave the University. Reliable IT and WebCT services. Remote access.

4 Manage it (Pandemic management)

RED (Activation)

Reduce impact of pandemic

Work around - maintain core essential services - Support staff and student affected by pandemic - Social distancing practiced

On MoH Alert Status change

Support service demands (e.g. health and counselling) Academic and assessment issues

5 Recover from it (Recovery)

GREEN (Stand down) Recovery from pandemic

Business as usual - Re-open the University - resume full services - Count the cost

On MoH Alert Status change

Staff availability Counselling services De-briefing


Pandemic Influenza Business Continuity Plan (A sub-set of the ...

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