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Mary Baldwin University

Pandemic InfluenzaPreparedness Plan

September 27, 2007

Revised:04/30/0811/24/0804/28/0909/01/0911/20/1001/26/111/30/18

Pandemic Influenza Preparedness Plan 2 Rev. 01/18

I. BackgroundIn late 2005, the World Health Organization and the Centers for Disease Control and Prevention (CDC) began in earnest to alert the world’s countries to the possibility of a pandemic flu outbreak on a scale similar to that of the Spanish Flu of 1918. That pandemic took an estimated 50 million lives. The pandemic that is now predicted is estimated to take the lives of as many as 25% of the population in those countries that could be severely impacted. Such a loss will undoubtedly result in severe human suffering and extreme economic havoc.

Higher Education will be among the industries most severely impacted because of risks resulting from international travel by students, faculty, and staff; and with open and accessible campuses to the local community at-large.

According to the CDC, those most susceptible to death from a flu pandemic are those between age 15 and 35 and the very old. Further, the CDC projects workplace absentee rates as high as 25% over a 4-9 month period.

The impact on college or university operations may include unprecedented demands on student health services, relocation of students in residence halls, the establishment of quarantine sites, debilitating sickness among staff and faculty causing severe reductions in the work force, essential services hampered and perhaps unavailable, and significant loss of tuition revenues from closure of the institution, and non-returning students.

In understanding this threat and the need to plan as soon as possible for managing the consequences of a pandemic flu outbreak, Mary Baldwin University is following state and federal guidelines and gathering updated information and response models from various organizations and institutions, including the Higher Education Practice at Arthur J. Gallagher Risk Management Services, Inc., Carnegie Mellon University, University of Minnesota, the American College Health Association, the Centers for Disease Control, and the Virginia Department of Health. Lynchburg College and The Virginia Military Institute have provided extensive and useful information. We are committed to working with our community partners including the local health department, school systems, area churches, etc. Our goal is to develop a comprehensive document to use in pre-planning a response to a pandemic flu outbreak.

II. Mary Baldwin University Pandemic Preparedness Planning

The Mary Baldwin University Emergency Operations Plan outlines contingency plans in case of campus emergencies.

III. Pandemic Planning Policies

The Pandemic Planning Team will use these policies as it formulates action plans.

A. Mary Baldwin University planning will be based on an assumption of 100 students remaining on campus for a period of 12 weeks.


B. When the first documented case of human to human transmission is announced by the media and confirmed by the CDC, the President will consult immediately with the District Director of the Central Shenandoah Health District. She will also consult with area colleges and universities, the Council of Independent Colleges of Virginia (CICV), and those colleges/universities directly impacted.

C. Recess:

A recess is defined as the temporary suspension of instruction in all programs of the College. Each department will establish policies guiding the non-instructional functions of the college and the status of those functions during a period ofrecess.

D. Should the university enter into a period of recess, the following will occur:

The CRT will meet to begin Level III action items. Pandemic essential personnel will be required to be on campus. Depth charted individuals will be placed on alert status in case they are called

up to serve in their respective roles. Executive Staff will work with Direct Reports to assess the need for

departmental workers to either report for work at MBU or to work from home.

E. Recess Policy:

A minimum of a 2-week recess will be initiated at Council of Independent Colleges of Virginia (CICV) institutions in the event of the following trigger point:

World Health Organization (WHO) declaration of Phase 4*and

confirmed cases of sustained human-to-human transmission of a highlyvirulent pandemic influenza in North America.

(*Phase 4 is defined as “evidence of increased human-to-human transmission” anywhere in the world. We are currently in WHO Phase 3- defined as “no or very limited human-to-human transmission”.)

F. Implementation of Policy:

Pandemics are unpredictable, and there is no way to know the characteristics of a pandemic virus before it emerges. A CICV Pandemic Advisory Task Force will be established to monitor technical issues related to the pandemic's status and progression. This task force will be comprised of an appointedstaff member from each of the following institutions:

Hampden-Sydney College


Hollins University Lynchburg College Marymount University University of Richmond Virginia Wesleyan College

A Virginia Department of Health staff member will also be appointed to serve on this task force. This task force will monitor changes in the pandemic's status and provide advisory assistance to the CICV Executive Committee for initiating a recess if required.

At the declaration of Phase 4 by the World Health Organization, the task force will convene for intensive monitoring of various factors related to the severity of the pandemic. These include, but are not limited to, transmissibility, morbidity (rate of infection), and mortality (death rate) of the virus. The task force will determine the impact any of these relevant factors may have on the policy stated above and provide additional recommendations to the CICV Executive Committee as needed.

In the event the CICV Pandemic Advisory Task Force agrees that there are confirmed cases of sustained human-to-human transmission of a highly virulent pandemic in North America, they will inform the CICV Executive Committee that a recess should be initiated.

At the discretion of the CICV Executive Committee, a meeting may be called to discuss the current status of the pandemic. If there are no objections to the assessment and recommendation by the CICV Pandemic Advisory Task Force, a recess announcement will be distributed to all CICV member institutions via the CICV list serve. All CICV member institutions would begin initiating their recess procedures.

During the 2-week recess, the CICV Pandemic Advisory Task Force will convene to monitor the pandemic. As characteristics continue to emerge or sufficient data can be evaluated, the task force will make further recommendations to the CICV Executive Committee regarding necessary length of recess beyond the initial 2-week period.

G. Semester Recess Calendar Information:

In the event of the cessation of classes due to a pandemic event, the following guidelines will determine if the semester will start over, will resume from the point where classes recessed, or will be ended as complete.

Semester Class Days 1-20: the semester will restart at the beginning

Semester Class Days 21-50: the semester will be resumed at point of cessation

Semester Class Days 51-76: the semester will be considered complete


The College will shift the calendar year to meet semester requirements; therefore, tuition dollars will be kept.

H. Student Teaching and Internships:

The students doing student teaching and internships would be bound by the rules of the various schools and institutions used by students.

I. Class absences:

The University may at any time during the crisis suspend classes. When the University enters a period of recess, no incompletes or medical leaves of absence will be granted to students. The College will announce when classes will resume and how students will continue their studies.

This plan is one component in the college’s overall approach to emergency preparedness.

All students will be encouraged to develop their own individual evacuation plans in coordination with university-wide policies.


IV. Pandemic Response by Levels

As we proceed to planning it will be important to share definitions of the Alert Levels to which we will respond. Following are the levels and associated definitions.

Level 1: Confirmed cases of human-to-human transmission of flu.

Level 2: Suspected/confirmed cases of sustained transmission anywhere in the world.

Level 3: Confirmed cases of sustained human-to-human transmission in the U.S. (pandemic expected to reach Virginia area and impact campus in 3-5 days; only personnel performing essential pandemic functions required to report to campus).

V. Units of the University and Responses by Levels

Please see Appendices for details

VI. Formative Evaluation Considerations

A. We can assume that external conditions will exist beyond the control of the college. These events will need to be monitored by the membership of the Pandemic Influenza Planning committee and reported to the committee chair who will act as a clearinghouse of pertinent information.

B. Policies of the CDC and Virginia Department of Health will guide the college’s response to a pandemic flu outbreak.

C. This plan will be reviewed every six months by the chair and revised as appropriate by the committee.

Appendix

1. Academic Affairs 10

2. Admissions and Financial Aid 11

3. Athletics 14

4. Business and Finance Continuity Summary 15

5. Business and Finance Accounts Payable 17

6. Business and Finance Continuity 18

7. Business and Finance Payroll 20

8. Business and Finance Campus Security 21

9. Business and Finance CIS 22

10. Business and Finance Dining Services 24

11. Business and Finance Physical Plant 25

12. Office of External Affairs 26

13. Institutional Advancement 27

14. Residence Life 28

15. Student Health Services 30

16. Essential Personnel Depth Chart List 33

17. Memorandum of Understanding (Central Shenandoah Health District)

Pandemic Influenza Preparedness Plan 9 Rev: 9/09

Academic Affairs

Level 1 Level 2 Level 3

Vice President of Academic Affairs:1. Notify faculty/staff of Level 1 alert2. Continue academic program to the greatest

extent possible3. Develop a communication plan for students,

faculty and staff4. Faculty members and academic support will

be prepared to provide continued academic operations

5. MBU IT services to continue e-mail and Bbsoftware

6. Inform DAGS, DC, dept. heads, and staff as necessary, who then communicate with their faculty and staff and report back to VPAA

7. Test chain-of-command e-mail and phone communications plan

8. Establish essential personnel9. Faculty leading any trips domestic or abroad

through MBU must submit a class roster and detailed itinerary with contact numbers

International Programs:1. Notify students planning to study abroad2. Contact students currently abroad3. Review protocols from the U.S. State Dept.,

U.S. Public Health Service, CDC to determine if students should return home

4. Communicate with students5. Contact international students to determine if

they will remain on campus or return home6. Organize accommodations, meals, and

support services

1. Notify faculty/staff of Level 2 alert2. Complete and test all plans3. Cancel all off-campus activities4. Students restricted to campus (except for

family related activities)5. Continue academic operations6. Monitor faculty and staff absences

1. Notify faculty/staff of Level 3 alert2. Distribute plan to resume academic

operations and complete semester academic requirements

3. College closed to visitors4. Essential personnel only to report to

campus



Admissions and Financial Aid


ADMISSIONS:

1. Notify staff of Level 1 alert.2. Some traveling staff may need to return to the

office. (i.e., high schools closed)3. Develop a communication plan for students,

parents and guidance counselors through the web on admissions and financial aid pages.

4. Consult with University Relations to allow enrollment staff to update web pages off-campus.

5. Develop a plan with outside vendors (TSG Mailing, Fire Engine Red and Platform) to continue our direct mail, e-campaign andtelecounseling. (This assumes that vendors will be open and operational.)

6. Secure for staff lap tops/high speed internet hook up from home.

7. Secure for staff telephone calling cards and admissions phone lines rolled to appropriate staff.

8. Secure IM accounts for all staff.9. Develop a plan for phone lists to be

transferable from Forecast Plus.10. Procedure for the processing of mail and data

input in the office.11. Develop a plan for communications to staff

and faculty on campus.12. Establish essential personnel.

1. Notify staff of Level 2 alert.2. Require all staff to return to the office.3. Items 3-12 would need to be completed.

1. Notify staff of Level 3 alert.2. Items 2-11 fully operational.3. Office closed to visitors.4. Essential personnel only to report to the

office.


Admissions and Financial Aid (continued)


FINANCIAL AID:

1. Notify staff to begin assessment of work that can be done offsite and ensure online access for essential staff, www.ifap.gov (FAFSA online, R2T4, etc.)

2. Secure remote desktop access for staff. They will need laptops and VPN.

3. Secure access to EX and PowerFaids through remote desktop.

4. Develop a plan with Business Office to release aid/coordinate financial aid/edit with Cashier’s staff to credit student accounts.

5. Prepare process for refunds based on College’s decision for withdrawal/refund/credit process work R2T4 process based on federal guidelines in a Pandemic scenario using current regulations from DOE and NASFAA updates.

6. Secure access to Web for reporting purposes depending on timeline…FISAP, TAG enrollment SCHEVE FADF, NCAAA, etc.

7. Develop procedure to ensure refunds from student accounts are processed within 14 day requirement with the Cashier’s/Business Office contingent upon Department of Education guidelines.

8. Prepare to process and send financial aid awards using email if necessary with links to all required forms.

9. Establish essential personnel.

1. Assumes normal operations/functionally within Federal and state agencies.

2. Notify staff of Level 2.3. Items 2-13 would need to be completed.

1. Notify staff of Level 3 alert.2. Items 2-9 fully operational.3. Close office to visitors.4. Essential personnel only to report.


Admissions and Financial Aid (continued)


10. Prepare computer equipment and other technology to be taken home.

11. Need to pull ISIRs through EDConn-already doing this.

12. Have online load certification in place.13. Make certain all documents can be

completed on line and are available on line.

Athletics and Wellness

Pre Level 1 Level 1 Level 2 Level 3

1. Assist with implementing infection control by teaching good hygiene practices to Athletes and students,faculty and staff who use thePAC.

2. Develop a plan for if physical education activities courses can be continued.All classroom health courses will have a blackboard plan.

1. Develop phone tree for PACfaculty and staff.

2. Establish essential personnel.3. Contact all future opponents

about the possibility of modification to athletic traveland events.

1. Modify athletic events and travel as needed.

2. Consult with USA South about the status of games and standings.

1. Athletic and Wellness faculty and staff because of expertise may volunteer to assist with students still on campus.

2. Continued consultation by email with USA Southand modifications to athletic schedules during a recess.



Business and FinanceEmergency Planning Summary - Pandemic Flu Business Continuity Plan

Fund i ng o f C o ll e g e O pe r a t i ons The Mary Baldwin University Business Continuity Plan is based upon the premise that university operations and cash flow must be sustained to the greatest extent possible.Inasmuch as the university routinely has less than a million dollars in excess cash, it isessential that the university implement several measures to ensure funding to continue operations. In the absence of normal collections of tuition and fees revenue, the university will implement the following backup sources of cash to sustain operations.

• Draft emergency “shelf” board resolution for increasing endowment draw rate to sustain operations in the event a recess is implemented. Complete at Level I, Implement at level III.

• Establish emergency board resolution and protocol for emergency draws against unrestricted endowment balances. Implement if necessary after above authorized draw is exhausted.

• Establish “shelf” line of credit with SunTrust to be triggered upon reaching level II.Implement at level III.

• Document procedures for the possibility of obtaining a waiver from the Virginia Attorney General for withdrawing of permanently restricted funds in endowment. This is a last resort action after all above sources of funds are exhausted or it is clear that they will be exhausted.

F i nanc i al O pe r a t i ons Financial and CIS Operations will continue based upon a combination of remote computer access, staff rotation and backup protocol. Each employee on the “essential operations team” will be issued a laptop computer with VPN remote access capabilities. Such employees include: Vice President for Business and Finance, Director of Accounting, Senior Accountant, HR Director, Director of Budgets and Business Operations, Director of Student Accounts, 1 backup Laptop for rotating finance staff, all CIS staff will be issued laptops, Dir. Auxiliary Services and Dir. of Dining Services.

Emergency radios and masks will be issued to all senior staff to VP of Business andFinance and emergency employees.

Business and Finance – Backup ChartFunction Primary Backup 1 Backup 2

Communication VP Business & Fin. Dir. Bud/Biz Ops Dir. HRPayroll Payroll Coordinator HR Dir. Senior AccountantCash Mgt. Dir. Accounting Dir. Bud/Biz Ops VP Bus/FinanceAccounts Payable AP Administrator Acct. Coordinator Sr. AccountantP-Card Purchasing Acct Coordinator Dir. Accounting Sr. AccountantAccounting Sr. Accountant Dir. Accounting Dir. Bud/Biz OpsAcct. Receivable Student A/C Coord. RCW/AGS Backup Dir. Student AcctsBudget Reporting Dir. Bud/Biz Ops Dir. Student Accts. Dir. AccountingDebt Mgt. VP Finance Dir. Bud/Biz Ops Dir. Accounting


C r itic a l F un cti on s

The following functions would be considered “critical” in the event of a Pandemic:

• Payroll• Cash management• Purchasing• Accounts payable• Accounting for sustaining transactions• Accounts receivable• Computer and Information Services – All functionality• Physical plant – engineering and housekeeping for operating facilities• Dining Services - Employees necessary to serve 100• Security

E ss en ti al Su p p li es • N95 surgical masks – 3,000 @ .75 per mask plus contingency = $2,250• Emergency radios – issued to the emergency response team = 10 radios

at $300 per radio = $3,000

F ood and W a t er S u p p li es • Meal Replacement Kits for 100 for five days = $3,750• Water for one week @ 200 people @3 bottles per day @ $20 per case =

$1,662 plus contingency = $2,000.

Total Emergency Supply Budget = $10,000 (rounded up to nearest $1,000)

Flu Sh ots f or E sse ntial E mp lo yees

• MBU’s wellness rider covers the cost of regular flu shots. All essential employees will be encouraged to obtain a flu shot.


Business and Finance-Accounts Payable


1. Develop a plan for staffing theessential business office function of accounts payable.

2. Cross train employees for essentialduties.

3. Develop a plan for Business Office staff to work from home.

4. Develop a plan with incentives for essential personnel to be willing tocontinue working if other employees are paid during a “shut-down”.

Details:Accounting staff are cross trained in the accounts payable area. Once we get to LevelI, we will begin a “refresher” on how toprocess the checks. Our work from home plans include: Accounting Coordinatorchecks emails from home and monitors creditcard limits via the web. She will have her credit card at home so that she could pay invoices. Dir. of Accounting will have the same capabilities. Dir. of Accounting would also do the data entry of accounts payable since she/he has remote desktop capability.

Purchase multi-function printer/scanner/fax for remote communication.

1. Implement procedures for rapidprocurement of supplies as needed

2. Communicate staffing plan to business office employees

3. Continue employee cross-training4. Ensure that all necessary employees

have access to needed systems fromhome.

Details:Make sure procedures for work from home are ready to implement. Communicate withthe campus that upon Level 3 we will onlybe paying essential invoices.

1. Implement staffing plan as needed2. Implement expense reduction plan

created in Level 13. Implement work from home plan4. Implement incentive plan5. Implement salary plan from Level 16. Implement student refund policy from

Level 1

Details:We would begin our ‘work from home’procedures. If travel was allowed between work and home one of us would come in to print checks. If travel was not encouraged then I could always type checks at home and stamp them with the signature stamp. I would probably take the type writer that is in the office home with me. We would also pay as many bills as we could with purchasing cards.


Business and Finance – Financial Continuity


1. Estimate the financial impact of beingclosed for periods of time in monthly increments.

2. Identify funding sources to cover emergency purchases and to continue operations.

3. Collect information from departments related to the costs of stockpilingsupplies

4. Develop procedures for rapid procurement of supplies, equipmentand supplies

5. Develop a plan for staffing the essential business office functionssuch accounts payable, studentaccounts and cash management in the event of absenteeism.


7. Develop a plan for reducing expenses during a “shut-down” in order tomake resources last longer.

8. Determine what insurance coverage will be available, if any (as of Sept 82007, none is available).

9. Develop a plan for Business Office staff to work from home (seeFinancial Continuity Plan).

10. Determine how we can house essential staff on campus.

11. Develop a plan with incentives for essential personnel to be willing to continue working if other employees are paid during a “shut-down”.

1. Same as Level 12. Same as Level 13. Monitor cost of supplies being

stockpiled4. Implement procedures for rapid

procurement of supplies as needed5. Communicate staffing plan to business

office employees6. Continue employee cross-training7. Same as Level 18. Same as Level 19. Ensure that all necessary employees

have access to needed systems from home

10. Make preparations to house essential staff

11. Communicate incentive plan to essential personnel

12. Maintain contact with essential vendors to be alerted to changes in supply chain

13. Same as Level 114. Same as Level 1

1. Monitor financial impact2. Utilize funding sources from Level 13. Same as Level 24. Same as Level 25. Implement staffing plan as needed6. Implement staffing plan as needed7. Implement expense reduction plan

created in Level 18. File insurance claims if applicable9. Implement work from home plan10. Implement housing of essential staff11. Implement incentive plan12. Same as Level 213. Implement salary plan from Level 114. Implement student refund policy from

Level 1


Business and Finance – Financial Continuity (continued)


12. Contact all vendors of essentialproducts and services to make sure they have a plan in place so that they can continue to serve the College’s needs or locate other vendors.

13. Prepare projections on what percentage of faculty and staffsalaries we will be able to continueduring a shut-down given the level of resources.

14. Evaluate the efficacy of adding aspecial provision to the student refund policy in case of a pandemic.


Business and Finance-Payroll


1. Develop a plan for staffing theessential business office function of payroll and HR.


3. Develop a plan for staff to work from home.

4. Develop a plan with incentives for essential personnel to be willing tocontinue working if other employees are paid during a “shut-down”.

5. Purchase backup laptop computerwith VPN capability for remote communication by Payroll Coordinator.

Details:HR/Payroll staff are cross trained where Dir. Of HR can complete payroll as backup to Payroll Coordinator. Senior Accounting is also trained as 3rd backup. The HR Director and Dir. Of Accounting are supplied with laptop computers for remote access tosystems. Check stocks and printer capability at home are developed.

Purchase multi-function printer/scanner/fax for remote communication.

1. Implement procedures for alternativedelivery of time cards

2. Communicate staffing plan to business office employees

3. Continue employee cross-training4. Ensure that all remote access VPN

functions are functioning properly. Run test payroll.

Details:Make sure procedures for work from home are ready to implement. Communicate with the campus that upon Level 3 we will only be paying essential invoices.

1. Implement staffing plan as needed2. Implement expense reduction plan

created in Level 13. Implement work from home plan4. Implement incentive plan5. Implement salary plan from Level 1

Details:We would begin our ‘work from home’ procedures. If travel was allowed between work and home one of us would come in to print checks. If travel was not encouraged then I could always type checks at home and stamp them with the signature stamp. I would probably take the type writer that is in the office home with me. We would also pay as many bills as we could with purchasing cards.


Business and Finance – Campus Safety


1. Attend all planning meetings.2. Keep ongoing communication with local police,

fire and other emergency response personnel to coordinate efforts for managing safety issues.

3. Establish communication plan with student health center and counseling services, residence life and student affairs for reporting calls and transports.

4. Use existing security reporting protocols and report distributions.

5. Remain in compliance to HIPAA and FERPA regulations.

6. Develop and maintain transportation log for all medical transports.

7. All security staff must participate in training sessions regarding influenza as provided by others.

8. Train security staff in the use of PPE equipment and fit each for N95 protective mask.

9. Designate transport vehicles and equip security vehicles with disinfectants, N95 protective masks, disposable gloves and biohazard waste bags.

10. If needed, coordinate with outside source transportation for on campus and off campus transportation of patients.

11. Request that all security and other University essential personnel be provided a free flu shot.

1. Maintain direct communications with local authorities, via email, telephone, and two-way communication sources.

2. In conjunction with a medical care provider, develop triage protocols for responding to students, faculty and staff in distress either due to illness or illness of others or in need of transport for medical care.

3. Set up triage center on campus with the following categories: Death, acute illness, symptoms of illness and stress related concerns.

4. If needed, coordinate with outside source transportation for on campus and off campus transportation of patients.

1. Assist with campus closing as necessary to provide orderly evacuation of all students, faculty and staff who are not essential personnel.

2. Secure campus buildings. Issue keys only to those selected by the Pandemic Planning Committee.

3. Close/block and secure all entrances to campus roadways. Funnel all authorized traffic through the Coalter Street Main Entrance to Campus.

4. Maintain appropriate manpower to secure campus grounds and facilities 24/7.

5. Monitor working staff for symptoms of illness.

6. Provide assistance to essential personnel as required.


Business and Finance-Computer & Information Services Pandemic Preparation


1. Develop a plan to provide alternatepersonnel to support critical functions and infrastructure in the event primary support personnel are unavailable.

2. Supply all key personal with equipment to connect remotely. Internet service atemployee's home to be paid for and provided by the employee.

3. Cross train employees for essential duties.

Details:Much of these critical services can be provided remotely via Tele-Commuting andVPN (Virtual Private Network, a secure and encrypted link from the end user to MBChosted servers) over Internet data networks.

1. Develop schedule of coverage foressential duties.

2. Determine on-call response for unexpected situations.

3. Communicate staffing and contact planto Crisis Response Team.

4. Continue employee cross-training.5. Ensure that all necessary employees

have Internet access from home.

Details:During the various Levels of the pandemic, critical personal will Tele-Commute tominimize their risk of contamination.

1. Implement staffing plan as needed.

Details:During the various Levels of the pandemic, critical personal will Tele-Commute tominimize their risk of contamination.


The Computer & Information Services Continuity of Operations Plan focuses on the ability to provide alternate personnel to support critical functions and infrastructure in the event primary support personnel are unavailable. All critical IT services will have cross trained individuals to help ensure that these services have high reliability and availability. Much of these critical services can be provided remotely via Tele-Commuting and VPN (Virtual Private Network, a secure and encrypted link from the end user to MBC hosted servers) over Internet data networks. During the various Levels of the pandemic, critical personal will Tele-Commute to minimize their risk of contamination.

The Levels of contamination are:1 - Confirmed cases of human-to-human transmission of flu.2 - Suspected/confirmed cases of sustained transmission anywhere in the world.3 - Confirmed cases of sustained human-to-human transmission in the U.S. (pandemic expected to reach Virginia area and impact campus in 3-5 days; only personnel performing essential pandemic functions required to report to campus).

Service Primary SupportPersonnel

Tele Commuting Schedule Alternate SupportPersonnel

Level 1 Level 2 Level 3Network connectivity Greg Washburn X X Dave Koontz

Lee HiltServers/applications Greg Washburn X X Chris Zeigler

Dave KoontzTelecom/phonesystems

Brent Taylor X X Bill Betlej

Jenzabaradministration

Lee Hilt X X Becky Benton

Help Desk Joey Lambert X X Derek BuchananChris Zeigler

Desktop Joey Lambert X X Derek BuchananChris Zeigler

MBC Web Adam Smith X X Morgan SmithDave Koontz

Cell Phones Brent Taylor X X Bill BetlejDave Koontz

CIS can assist other departments prepare their readiness by:Electronically store and create hard copy lists of faculty, staff, and student information.Electronically store and create hard copy lists of emergency contact information for faculty, staff, and students. Individual or mass emailing and/or voice calls.

Assist in other ways to prepare other departments with their pandemic preparation.Suggestions for gathering of information:Security Awareness training data gathering of emergency contact and home directory information.Department heads or other specified individuals assigned responsibility to collect data from employees not having access to computer or email. Departments fully define any special needs that CIS can assist with.


Business and Finance-Dining Services


1. Develop plan to ensure safe delivery and stocking of food items and resources of food items, necessary for the ongoing provision of food services in Hunt Dining Hall.

2. Inventory and restock non-perishable food items and utensils as necessary based on student population over a three (3) day period.

3. Designate essential dining service’s personnel and plans to consolidate based on a reduced work force.

4. Ensure designated personnel are properly trained to prevent the spread of infectious disease.

5. Develop plan to transport food to designated quarantine areas.

1. Alert all designated personnel on call.2. Identify meal delivery needs and

potential locations for quarantined students.

3. Identify roles of essential staff: leadership, communications, food production, food delivery.

4. Prepare communication for any changes in service of food and location, and determine proper communication routes.

5. Contact the local health department

1. All essential personnel report to designated areas; backup staff and volunteers placed where needed.

2. Provide instructions to designated personnel

3. Communicate any changes to location and times of meal service to leadership and students.

4. Activate plan to deliver food to quarantine areas.

5. University café is closed and all meals are served in Hunt Dining Hall. All meals and/or food items are served (handheld) by designated staff only.


Business and Finance - Physical Plant

Pre-planning Level 1 Level 2 Level 3

1. Identify quarantine and isolationlocations (exposed but not sick vssick)

2. Identify/ housing options for remaining student population (one RH etc.)

3. Identify essential systems/functions that must continue and at what level

4. Determine operation mode of building ventilation systems to reduce virus spreading

5. Identify essential supplier and contractor services needed

6. Identify which essential suppliers and contractors have developed contingency plans for service during pandemic emergency

7. Identify essential personnel8. Identify PPE (personal protection

equipment) for essential employees9. Identify storage area for PPE when

purchased10. Review plan with essential

employeesa. Address concernsb. Identify gaps of servicec. Secure commitment/buy-in

11. Assist other departments with pre- planning needsa. Identify and prepare storage for

water and or foodb. Identify and prepare storage for

medical suppliesc. Plan for proper storage of PPE

supplies12. Communicate readiness level to

Pandemic Flu Committee

1. Prepare preliminary plans for quarantine and isolation locations

2. Prepare preliminary housing plans3. Prepare plans to assist with

evacuating campus if necessary a. Assess transportation needsb. Contact contractors/suppliers c. Obtain verbal commitment

4. Identify plan for re-locating affected students needing quarantine andisolation

5. Test essential building systems6. Test ventilation system operations in

accordance with plan7. Develop plan for servicing

quarantine and isolation areas8. Order additional supplies (filters

etc.) for supporting essential systems and essential personnel

9. Purchase identified PPE and secure in central location

10. Train essential employees on duties, procedures & PPE

11. Develop plan for shutting downnon-essential buildings/areas shouldrecess be necessary

12. Communicate plan to department personnel

13. Assess feasibility of doing project work during a recess (personnel & funds available)

14. Assist other departments with preparation as needed

15. Communicate readiness level toPandemic Flu Committee

1. Distribute N95 respirators to essential personnel

2. Identify work schedules for essential personnel (consider rotating teams of employees scheduled to work)

3. Review respirator and PPE training with essential employees

4. Review Pandemic Flu Plan with employees

5. Review quarantine and isolation locations for any changes/needs

6. Review housing plans7. Review relocation plan for quarantine

and isolation areas8. Test essential building systems9. Test ventilation system operations in

accordance with plan10. Review plan for servicing quarantine and

isolation areas11. Purchase exhaust fans for HVAC

zoning where needed12. Identify additional fuel storage where

needed13. Confirm availability of gasoline

supply for college vehicles14. Service portable generator/test weekly15. Confirm contractor services readiness

and service levels16. Purchase maintenance supplies and

disposables to maintain adequate levels for services needed should shipments be delayed or cancelled.

17. Plan and purchase for any project or maintenance work plannedfor a recess period

18. Assist other departments with preparation

19. Communicate readiness level toPandemic Flu Committee

1. Communicate plans to staff andimplement crisis operation mode

2. Execute plan for moving and/or evacuating students

3. Execute housing plan4. Execute shut-down of non-essential

buildings according to plan and criteria

5. Implement crisis management personnel schedules

6. Execute operations for essential systems/functions

7. Notify service contractors of operations mode – implement strategies

8. Order extra gasoline for emergency generator

9. Refill oil tanks if during normal heating season

10. Fuel all Physical Plant vehicles11. Order additional fuel for storage area12. Test portable generator functions13. Review supplies stock and re-order as

needed14. Review readiness and plan with staff15. Perform maintenance or project work

as emergency operations mode allows16. Maintain emergency operations and

prepare for re-opening school schedule per the administrative directive

17. Assist other departments as needed and resources available

18. Communicate daily or as needed withPandemic Flu Committee/Command

19. Assess effectiveness of emergency planning, response, and operations and adjust procedures as needed for future needs

Office of External Affairs


Internal and External Communication1. Draft integrated internal and external

communication plan with Pandemic Planning Committee, including communication with the Board of Trustees; faculty, staff, and students at main campus and at remote locations; alumnae/i; parents; other boards; the media; and governmental officials. Essential elements of the plan should include:

2. Post information to Web safety and security page; link from other main pages as appropriate

3. Send informational internal e-mail(s) to all faculty, staff, students, and retirees, with link to Web page

4. Follow up with notices on the Announcements Digest

5. Post print announcements throughout campus and at all MBU Regional Centers

6. Utilize cable channel 2 for information/announcement updates

7. Publish educational/informational article in MBU campus newsletter.

8. Designate a media spokesperson for day-to-day communication, and crisis communication.

1. Follow the integrated communication plan, updated according to current information on changing situation. Essential elements will include:

2. Send internal e-mail(s) to all faculty, staff, students

3. Post information to Web with link from home page

4. Send appropriate messages to all campus landlines and text message using BAM outreach and emergency functions.

5. Post print announcements throughout campus and at all MBU Regional Centers

6. Utilize cable channel 2 for information/announcement updates

7. Create appropriate voice mail8. message(s)9. for incoming phone lines

1. Same actions as for Level 2, with updated information.

2. Send BAM alert/community service message.

3. Coordinate press releases and manage news teams, interviews, etc. based on media inquiries.

4. Coordinate with local health department and Augusta Health on vital messaging.


University Advancement


1. In the event that the senior ranking manager on this hierarchy is unable to perform duties to manage the business of the department, the next in the chain will assume or assign management duties accordingly.

A l u m n i O f f ice Ch a in o f C o mm a n d 1. Director of Alumni Relations 2. Assistant Director of Special Projects 3. Assistant Director of Volunteer Initiatives 4.VP of UADe v el o p m e nt op e r ati o ns f u n c t i o n ali t y c h a i n o f c o mm a n d : 1. Director of Leadership Gifts 2. Assistant Director of Development 3. Executive Assistant to the VP 4. VP of UAGi f t P ro ce ss i ng & A c kn o w le d g e m e n t s pro ce ss : 1. Director of Advancement Services 2 Data Entry Specialist 3. Executive Assistant to the VP 4. VP of UA2. Develop a plan with EA for continued

communications with alumni, parents and friends of the University.

3. Develop a plan with CIS to fully provide home data access for UA staff.

4. Create a folder on the shared server to house all relevant material to the flu and office procedures and function.

5. Prepare a document for UA staff :(email addresses, phone numbers, MBU emergency flu policies).

1. Cross-train alumni and development staff in essential duties.

Essential duties include gift processing, acknowledgement and record maintenance.

2. Review supply inventory in the case of external vendor delivery interruptions.

3. Staff education on health protocols as established by MBU policy and CDC.

4. Normal duties will proceed with precaution and in accordance with established health protocols.

5. Collaborate with CIS to establish necessary off-campus connections & equipment.

6. Encourage non-essential staff to submit/update their volunteer commitment

1. Create appropriate voice mail message for all UAphone extensions.

2. When on campus, even for brief periods of time, all appropriate safety measures will be taken, as described by University policy and Center for Disease Control Best Practices.

3. All staff to work off-campus to maintain communication (voicemail and e-mail messages, etc.) unless required to be on-campus for essential pandemic functions.


Residence Life


1. Develop Chain of Command for the CentralOffice Student Life Team and meeting place in case of crisis (see attachment).

2. Develop Chain of Command for each residence hall using Student Life Representatives (see attachment).

3. Develop phone tree for staff to use for contact purposes in case of an emergency or crisis.

4. Use Connect-ED emergency contact system to access student emergency contact information. Develop a method for students to link withanother student in case they cannot get home. We will use MBC announcements and also create a “ride board” in Hunt Dining Hall.

5. Create a checklist of items for students to take with them in case of closure. Recommend onlytaking what you can carry out of the hall in onetrip – essentials only.

6. Create exodus plan for campus in case of closure in conjunction with other offices – perhaps refer to APIT Committee to devise – much like fall move-in grid.

7. Outline roles and responsibilities of staff (StudentLife and Residence Life paraprofessional).

8. Develop a list of priority items needed in case a crisis occurs. These items to be stored in Residence Life storage.

9. Develop protocol for packaging student belongings in case of relocation.

10. Identify rooms used for relocation, quarantine,and isolation of students, as needed. (Propose the use of Woodrow Terrace Apartments).

11. Outline emergency response training for the Student Life and Residence Life paraprofessional staff.

1. Director of Residence Life (or designee if notavailable) is part of the assessment team and will meet with the CRT in Administration Conference Room.

2. Hold emergency meeting in central office with Student Life Representatives and Residence Life ACCs.

3. Initiate phone tree and individual building meetings with information from the assessment team. Student Life representatives to lead meetings in each residence hall.

4. Make sure Student Life and Residence Life paraprofessionals have complete information about what is going on to ease tension of students.

5. Check supply closet and make sure all supplies are in stock and ready to go.

6. Update official emergency website with residencelife specific information.

7. Acquire volunteers to assist in exodus plan; review the plan with volunteers and Safety and Security.

8. Prepare for closing if the case hits the United States.

1. RA Staff hold meetings in conjunction with theirStudent Life Representative and/or go door to door with information about closing.

2. Update official college website with the closing information; email message to students, and send out campus voice mail with closing information.

3. Close residence halls using checklists provided to staff.

4. Maintain a list of all students staying. Students staying allowed to remain in own room where possible. Low numbers of residents in halls may be asked to consolidate for safety and health purposes.

5. Initiate exodus plan for students.6. Maintain list of student departure date and time.7. Change cores in all college houses, apartments, and

residence halls that are not occupied.8. Pack up belongings in rooms in Woodrow Terrace

Apartments and store in Bowman House if necessary.

9. Relocate students to Woodrow Terrace Apartments if necessary.

10. Work with Food Services to get the message outabout food services.

11. Update official website with information for students remaining.

12. Maintain staff for people that are left. Get volunteers from the staff to work in the office handling phone calls and e-mails.

13. Student staff will be released at the same time as other students – they will not be required to remain behind.


Chain of Command for Residence Halls

Each member of the Student Life Team will be responsible for serving as the point person for each residence hall community. The student life professional staff will take the place of a professional hall director for each building. The paraprofessional staff will take direction from their appointed student life representative.

Meeting location for the Central Office Staff is the Student Life Conference Room.

Upper-Class Communities

Hilltop Cassie Doyle1 RA for Hilltop

Houses & Woodrow Terrace Julie Chappell(Carriage, Hawpe, and Scott) 1 RA for Houses and Apartments

Kable and Ground/1st of Tullidge Velma Bryant and Karen Parker1 RA for Kable1 RA for TullidgeVWIL Chain of Command

King Lynn Gilliland1 RA for King

McClung Lisa Wells1 Upper-Class ACC1 RA for McClung

Memorial Stephanie Wilson1 RA for Memorial

Tullidge 2nd/3rd Cindy Wine1 RA for Tullidge

Freshmen Communities

Spencer Melinda Brown1 ACC for Spencer7 RAs for Spencer

Woodson Chimene Boone1 ACC for Woodson6 RAs for Woodson

PEG Community Stephanie FergusonPEG Prof & Paraprofessional Staff



Student Health Services

Mary Baldwin UniversityCounseling and Psychological Services

Crisis Management Plan for Infectious Disease OutbreakFor Counseling and Psychological Services

The staff of Counseling and Psychological Services will be on campus to provide a variety of counseling interventions to assist the college community in dealing with an infectious disease outbreak. Students and staff would be given information necessary to contact Dr. Kuley directly (through cell phone number and 24-hour answering service). E-mail will also be encouraged as another means of assistance to students counseling needs. The intervention planned by Counseling and Psychological Services include providing necessary support and information pre-crisis, during, and post crisis.

The Director of the Counseling Center, Dr. Nadia Kuley, will provide on - going assessments of the psychological needs of students and staff. Based on the needs assessment, a variety of counseling interventions will be implemented. Services provided would include group support to process feelings, problem solving, and stress management interventions. In addition, students will be provided with one to one counseling, they will be supplied with relevant information regarding the infectious disease, provided with a state and/or national hotline number for more information and assistance, and will be able to have access to counseling services through e-mail and telephone contact (in cases in which face to face counseling would not be possible). Information will be given to students through various campus systems: telephone messages, email, fliers, etc.

Dr. Kuley will assist in training resident advisors and other student leaders in responding effectively to a crisis involving infectious disease. Coordination with our MBC Chaplain will also be implemented. In addition to coordinating services with MBC Dean of Student Life staff, Dr. Kuley will identify and recruit other mental health professionals and resources in the community as well.


Student Health Services


1. Place posting at entry notifying patients with influenza profile that traveled to (or have been visited by persons from) affected countries to call x xxxxx.

2. Identify an isolated exam room.3. Arrange for negative pressure machines if

feasible. Physical Plant would need to determine feasibility.

4. Put standard precautions in place.5. Have respiratory protection equipment in

place.6. Provide in-service training for flu (from

the Health Dept. or Carilion).7. Follow State and City protocol for patient

testing.8. Monitor Health Care workers.9. Health Center essential personnel receive

N95 masks. Carillion contact person will order masks and schedule respiratory therapy training.

10. Request Medical Transport:a) Situations deemed urgent will be transported as soon as possible;b) Privacy will be protected; medical information will not be provided to dispatcher or officer;c) Officer will be advised to take precautions if necessary;d) After regular office hours, transport is

1. Isolate and monitor suspected cases.2. Identify contacts of suspected cases.3. Communicate with parents of suspected

cases and explain procedure.4. Initiate prophylaxis of contacts based on

strength of patient presentation as recommended by CDC/VDH.

5. Establish phone triage lines for StudentHealth Service.

6. Have counseling initiate pre-event counseling for essential personnel.

7. Initiate poster, e-mail campaign on self- protection.

8. Provide masks for essential personnel.

1. Suspend standard transport protocol schedule; transport ongoing according to need.

2. Based on screening criteria or consultation with health care provider of Health Service:a) Transport to Student Health/infirmary provided by Campus Security; orb) Transport to hospital provided by 911. c) If 911 cannot respond, Campus Security will provide transport.

3. Draw on volunteer ranks to meet transport needs.

4. Continue use of respiratory protective equipment.

5. Have isolation room available in HealthService (negative pressure)

6. Locate people contacted by patient.7. Arrange for screening of people who

have had contact.8. Arrange for counseling services.9. Contact Coroner’s office if necessary.



available to students residing in campushousing, or located in a campus building at the time of the request. Students may request transport to the hospital, or EMS may request/recommend transport to the hospital after evaluating the student. 911 will be summoned for transport if the student is deemed unstable.

11. Ongoing communication and collaboration with the Health Department will be necessary.

12. College recommends that all faculty, staff and administrators receive “seasonal” flu vaccine.


Essential Personnel Depth Chart List

Academic Affairs1. Catharine O’Connell, VPAA2. Lew Askegaard, Registrar and Associate Dean3. Nancy Krippel, Dean of Adult and Graduate Studies4. Carole Grove, Director MAT Program5. Paul Menzer, Director MLitt/MFA Program6. Marion Ward, Director of ADP

Athletics1. Sharon Spalding, Director of Athletics and Wellness2. Peter Parikakis, Director, Sports Information3. Christy Shelton, Athletic Events Coordinator

Business and FinanceSee Business and Finance Depth Charts by Function at the end of this appendix.

CoMPA1. Crista Cabe, Vice President for Public Relations2. Adam Smith, Director of Web Development3. Liesel Nowak, Director of Media Relations4. Morgan Smith, Web Developer

Institutional Advancement1. David Atchley, VP for Institutional Advancement

Residence Life1. Cassie Doyle, Director, Residence Life2. Lisa Wells, Exec. Dir. Student Life, Assoc. Dean of Students3. Laura Cammaroto, Assistant Director, Residence Life

Student Health Services1. Lisa Wells, Exec. Dir. Student Life, Assoc. Dean of Students2. Donna Duff, Student Health Services Office Manager3. Andrea Cornett-Scott, Assoc. VP for Enrollment/DOSL4. Nadia Kuley, Director of Counseling and Psychological Services

Business and Finance Depth Charts by Function


Finance, HR and PayrollFunction Primary Backup 1 Backup 2

Communication Sr. VP Bus/Fin.(David Mowen)

Director of HR(Shelly Irvine)

Dir. Bud/Bus Ops(Rick Czerwinski)

Payroll Payroll Coordinator(Becky McCray)

Director of HR(Shelly Irvine)

Senior Accountant(Jessie Moyers)

Cash Management Dir. Accounting(Melissa Dollins)


Sr. VP Bus/Finance(David Mowen)

Accounts Payable Acct. Coordinator(Sue Armstrong)

Acct. Coordinator(Sue Armstrong)

Senior Accountant(TBD)

P-Card Purchasing Acct Coordinator(Sue Armstrong)

Dir. Accounting(Melissa Dollins)


Accounting Dir. Accounting(Melissa Dollins)


Dir. Bud/Bus Ops(Rick Czerwinski)

Acct. Receivable Student A/C Coord.For Program

RCW/AGS Backup Dir. Student Accts(Patty Davis)

Budget Reporting Dir. Bud/Bus Ops(Rick Czerwinski)

Dir. Student Accts.(Patty Davis)

Sr. VP Bus/Fin(David Mowen)

Debt Mgt. Sr. VP Bus/Fin(David Mowen)


Dir. Accounting(Melissa Dollins)

Computer & Information Services

Function Primary Backup 1 Backup 2Network connectivity System Administrator

(Greg Washburn)Assoc Director(Dave Koontz)

System Analyst(Lee Hilt)

Servers/applications System Administrator(Greg Washburn)

System Administrator(Chris Zeigler)

Assoc Director(Dave Koontz)

Phone systems Instructional Tech.(Brent Taylor)

Director(Bill Betlej)

Vendor(NEC)

Email system Assoc Director(Dave Koontz)

System Administrator(Greg Washburn)


Cell phones Instructional Tech(Brent Taylor)

Director(Bill Betlej)

Vendor(Verizon + AT&T)

Desktop/help desk Help Desk Manager(Joey Lambert)

PC Support Technician(Derek Buchanan)


Jenzabar Admin sys System Analyst(Lee Hilt)

System Analyst(Becky Benton)

Vendor(Jenzabar)

Cable television Director(Bill Betlej)

System Analyst(Lee Hilt)

System Administrator(Greg Washburn)

Service contracts Director(Bill Betlej)

Assoc Director(Dave Koontz)

Sr. VP Bus/Fin(David Mowen)

SecurityFunction Primary Backup 1 Backup 2


Dept Management Director(Robert Richardson)

Lieutenant(Rocky Berry)

Daylight Officer(Trecie Coleman)

Dining ServicesFunction Primary Backup 1 Backup 2

Dept Management Director(Mary VanNortwick)

Executive Chef(Tracy Hiner)

Production Manager(David Curlis)

Production Mgt andPurchasing

Executive Chef(Tracy Hiner)

Production Mgr(David Curlis)

Cook(Richard Kachmar)

Cook Cook(Richard Kachmar)

Production Mgr(David Curlis)

Exec Chef(Tracy Hiner)

Porter Lead Porter(Lonnie Wallace)

Subordinate Porter(Richard Kachmar)

Cook(David Curlis)

Distribution Subordinate Porter(Eddie Jones)

Lead Porter(Lonnie Wallace)

Cook(David Curlis)

Auxiliary Services/Physical Plant Essential Function Backup/Depth ChartFunction Primary Backup 1 Backup 2

*Planning, Communication& Direction

Director of FacilitiesManagement – Brent Douglass

Director of BuildingServices – Marty Weeks

Engineering Supervisor –Tommy Campbell

*Facilities Maintenance Director of FacilitiesManagement – Brent Douglass

EngineeringSupervisor – Tommy Campbell

Maintenance Supervisor –Mike Hanger

*Building Services Director of BuildingServices – Marty Weeks

HousekeepingSupervisor – Brian Rollason


*Housekeeping Director of BuildingServices – Marty Weeks

HousekeepingSupervisor – Jamie Dill


*Engineering EngineeringSupervisor – Tommy Campbell

EngineeringTechnician - Alan Mullenax


*Maintenance MaintenanceSupervisor – Mike Hanger

Lead Painter andMaintenance Technician – Allen Dill


*Grounds GroundsSupervisor – Jeff Wagner

Grounds Lead –Gene Via


Auxiliary Services/Physical Plant Non- Esse n t i a l Fu n c t ions wi t h Ex c e p t ions Backup/Depth Chart


Function Primary Backup 1 Backup 2**Campus Support Director of Building

Services – Marty Weeks


Office and OutreachSupervisor – Pam Hummell

**Central Receiving StockroomAttendant – Valerie Purcell


Director of BuildingServices – Marty Weeks

**Clerical, Work OrderCoordination


Work Order Clerk & Secretary –Sylvia Fielding

Director of Facilities Management – Brent Douglass

** Campus Post Office Post OfficeSupervisor – Billy Coffey

StockroomAttendant – Valerie Purcell

Mail Delivery Substitute - Gene Via (Grounds Dept.)

** Support Services Support ServicesSupervisor – Wanda Thayer

Support ServicesClerk –Sue Howdyshell


*At Level III Recess – normal support functions would be scaled back or curtailed in support of campus evacuation and implementation of operation plan as designated by CRT.

** At Level III Recess – normal support functions would be scaled back or curtailed to support the campus evacuation and implementation of operation plan as designated by CRT and then become non-essential functions except for specifically identified tasks and/or schedules.

Management reserves the right to re-establish essential and non-essential functions at all times as circumstances dictate need.

Chain of Command for Residence Halls

Each member of the Student Life Team will be responsible for serving as the point person for each residence hall community. The student life professional staff will take the place of a professional hall director for each building. The paraprofessional staff will take direction from their appointed student life representative.

Meeting location for the Central Office Staff is the Student Life Conference Room.

Upper-Class Communities

Hilltop Lisa Wells1 RA for Hilltop

Houses & Woodrow Terrace Julie Chappell(Carriage, Hawpe, and Scott) 1 RA for Houses and Apartments

Kable and Ground/1st of Tullidge Velma Bryant and Karen Parker1 RA for Kable1 RA for TullidgeVWIL Chain of Command

King Lynn Gilliland1 RA for King

McClung Cassie Doyle1 Upper-Class ACC1 RA for McClung

Memorial Melinda Brown1 RA for Memorial

Tullidge 2nd/3rd Cindy Wine1 RA for Tullidge

Freshmen Communities

Spencer Andrea Cornett Scott1 ACC for Spencer7 RAs for Spencer

Woodson Laura Cammaroto1 ACC for Woodson6 RAs for Woodson

PEG Community Stephanie FergusonPEG Prof & Paraprofessional Staff

Auxiliary Services/Physical Plant Essential Function Backup/Depth ChartFunction Primary Backup 1 Backup 2

*Planning,Communication & Direction

Director of AuxiliaryServices – BrentDouglass

Director of BuildingServices – Marty Weeks or (if not available)VP for Business & Finance - DavidMowen

EngineeringSupervisor –Tommy Campbell or(if not available) Eng. Technician – Alan Mullenax

*FacilitiesMaintenance

Director of Auxiliary Services – Brent Douglass

EngineeringSupervisor –Tommy Campbell or(if not available) Eng. Technician – Alan Mullenax

Maintenance Supervisor – Mike Hanger

*Building Services Director of BuildingServices – MartyWeeks

HousekeepingSupervisor – BrianRollason

HousekeepingSupervisor – JamieDill

*Housekeeping Housekeeping Supervisor – Brian Rollason

Director of Building Services – Marty Weeks

Housekeeping Supervisor – Jamie Dill or (if notavailable) Housekeepers –1)Diane Fridley2)Terry Rowe

*Engineering Engineering Supervisor – Tommy Campbell

EngineeringTechnicians1) Alan Mullenax2) Travis Huffer3) Ed Buhner

Director of Auxiliary Services – Brent Douglass

*Maintenance MaintenanceSupervisor – MikeHanger

Lead Painter – AllenDill

Director of AuxiliaryServices – BrentDouglass or (if not available)1) Carpenter –Randall Arehart2) Painter – Todd Collier

*Grounds

Pandemic Influenza PrepaApril 2009

Grounds Supervisor– Jeff Wagner

redness Plan 3

Grounds Lead –Geno Via

6

Athletic Complexand Groundsman – Matt Wiseman

10/14/2015

Auxiliary Services/Physical Plant Non- Essential Functions withExceptions Backup/Depth Chart

Function Primary Backup 1 Backup 2**Campus Support Lead Campus

Support – RogerShifflett

Director of BuildingServices – MartyWeeks

Campus Support –Lance Bell

**Central Receiving StockroomAttendant – ValeriePurcell

Director of BuildingServices – MartyWeeks

Office and OutreachSupervisor – PamHummell

**Clerical, WorkOrder Coordination

Office and OutreachSupervisor – PamHummell

Work Order Clerk & Secretary – SylviaFielding

Director of AuxiliaryServices – BrentDouglass

** Campus PostOffice

Post OfficeSupervisor – BillyCoffey

Post Office Clerk(substitute) – GenoVia

Stockroom Clerk –Valerie Purcell

** Support Services Support ServicesSupervisor – WandaThayer

Support ServicesClerk – SueHowdyshell

Post Office Clerk – Billy Coffey

*At Level III Recess – normal support functions would be scaled back or curtailed in support of campus evacuation and implementation of operation plan as designated by CRT.

** At Level III Recess – normal support functions would be scaled back or curtailed to support the campus evacuation and implementation of operation plan as designated by CRT and then become non-essential functions except for specifically identified tasks and/or schedules.

Management reserves the right to re-establish essential and non-essential functions at all times as circumstances dictate need.

Pandemic Influenza Preparedness Plan 37 10/11/2017April 2009

MEMORANDUMOF

UNDERSTANDING Between

Central Shenandoah Health District

And

Mary Baldwin College

Prepared by Kenneth H. Flick, Jr.

Emergency Planner

Table of Contents

2

GENERAL

DEFINITIONS

LIABILITY

RESPONSIBILITIES

Central Shenandoah Health DistrictMary Baldwin College

CONCEPT OF OPERATIONS ActivationDeactivation

CONTRACT Maintenance and Term

3

I. General

This Memorandum of Understanding is made and entered into by and between the Central Shenandoah Health District (CSHD) and Mary Baldwin College. The agreement will serve as a broad framework within which the two entities may coordinate and integrate their efforts to offer comprehensive and professional medical treatment to their clients, employees and employee’s family members during a public health emergency that affects the Staunton City community.

WHEREAS, The Central Shenandoah Health District and Mary Baldwin College recognizes the role of the Staunton City Emergency Operations Center as the lead organization in a local disaster, and

WHEREAS, the Central Shenandoah Health District will work diligently to provide mass vaccination or treatment to the community in response to a public health disaster, including but not limited to a verified or suspected chemical, nuclear or biological attack or natural disaster, and

WHEREAS, Mary Baldwin College will work diligently to provide mass vaccination or treatment to their clients, staff and staff family members in the Staunton City area, and

WHEREAS, Mary Baldwin College understands that delivery of antibiotics, antivirals, vaccines or antidotes is dependant on its availability at the time of the emergency with no guarantees that these medicines will be available. Also the Center for Disease Control and Prevention and Virginia Department of Health guidelines for who will qualify to receive these medications will need to be followed, and

WHEREAS, The Central Shenandoah Health District and Mary Baldwin College intend to cooperate and collaborate to serve their respective communities in the event of a public health disaster.

NOW THEREFORE, The Central Shenandoah Health District and the Mary Baldwin College understand and agree to the roles and responsibilities expressed in this agreement.

II. Definitions:

Public Health Emergency - includes any event, natural or manmade, that requires immediate public health intervention.

Mass Prophylaxis – refers to the administration of health interventions including antibiotics, antivirals, vaccines and antidotes to large numbers of persons to provide protection against disease and/or prevent spread of disease in the community.

4

Client – refers to any resident or student of the Mary Baldwin College, who is enrolled at the time of the event.

Employees – Refers to the staff of the Mary Baldwin College.

Employee Family Member – refers to persons living with or in the care of staff members of the Mary Baldwin College.

III. Liability

It is understood that none of the parties to this agreement waive any of their sovereign or statutory immunities or their defenses under the law.

IV. Responsibilities

a.

1.

Central Shenandoah Health District:

During a public health emergency requiring rapid vaccination ordispensing of chemoprophylaxis medications within the community, theCentral Shenandoah Health District will assume the primary responsibility for the coordination of providing the medications and needed supplies to a representative authorized by Mary Baldwin College.

2. The Central Shenandoah Health District will manage all supplies, vaccines and chemoprophylaxis from the Strategic National Stockpile (SNS) which is under the control of the Health Director.

3. The Central Shenandoah Health District will arrange with Mary Baldwin College that if available, adequate materials and supplies (including, but not limited to, masks, alcohol wipes, gloves, sharps containers), vaccines and chemoprophylaxis to meet the needs of their clients, employees and employee family members will be available for pick up by their authorized representative. Availability of the prescribed medications at the time of the emergency will dictate the amount that will be available. Also the Centers for Disease Control and Prevention and the Virginia Department of Health guidelines for who will qualify to receive these medications will need tobe followed.

4. The Central Shenandoah Health District will be responsible for the collection and disposal of medical waste from Mary Baldwin College at the termination of a declared emergency.

5. The Central Shenandoah Health District will coordinate prophylaxis with the authorized representative for the institution. The Central Shenandoah

5

Health District will provide a list of contraindications for the prophylaxis distributed during a declared emergency.

6. The Central Shenandoah Health District will provide training to MaryBaldwin College employees when such training is necessary.

b.

1.

Mary Baldwin College:

Mass prophylax of its clients, employees and employees family membersduring a public health emergency at the institution.

2. Cooperate in training its employees, when appropriate, to understand the contraindications, precautions and administration of mass prophylaxis according to established protocol.

3. Provide an authorized representative to coordinate the pick-up and distribution of the mass prophylaxis.

4. Ensure that all employees involved in the administration of chemoprophylaxis medication or vaccinations will first be provided the treatment themselves, if indicated.

5. Maintain documentation of any materials or supplies consumed in this effort. If applicable, during a federally declared disaster, reimbursement for the cost of those materials will be made according to federal guidelines.

6. Return all unused portions of the medications and supplies to the Central Shenandoah Health District liaison and provide a record of those who received the prophylaxis.

7. Provide ongoing, at a minimum yearly, the number of MBC clients, employees and employee family members to the Central Shenandoah Health District to ensure that an appropriate amount of prophylaxis and supplies are distributed.

c. Central Shenandoah Health District and Mary Baldwin College

1. Both the Central Shenandoah Health District and Mary Baldwin College will provide 24 Hour Contact Information and within a timely fashion any changes to this information.

2. To ensure close coordination, ongoing liaison will be maintained between the Central Shenandoah Health District and the Mary Baldwin College.

6

V. Concept of Operations

a. Activation:

To activate this agreement, the Central Shenandoah Health District through collaboration with Staunton City Officials, will determine that a mass vaccination/treatment clinic is required due to a public health disaster.

b. Deactivation

Deactivation of the protocols under this agreement shall be with the consensus of all parties involved in the operation upon the termination of the event.

VI. Contract

Maintenance and Term

The parties agree to annually update this information and report any material changes. This document’s maintenance procedure shall take place annually in the month in which the agreement was initially executed. The Central Shenandoah Health District shall initiate the update process by providing the Mary Baldwin College with thirty (30) days notice in advance of the anniversary date of this agreement. Either party may terminate this agreement at any time by giving written notice to the other party.

The term of this agreement is five (5) years. The parties may enter into successive agreements.

7

VII. Points of Contact (24 hour) June 2010

For Central Shenandoah Health District:

Dr. Douglas Larsen, Health Director, Work #: (540) 332-7830 ext. 341, Home #: (540) 463-2332, Cell#: (540) 817-9936, Email: Dou g l a s . L a r s e [email protected] r g i ni a . g ov

Michael Keatts, Emergency Planner, Work #: (540) 332-7830 ext. 311, Home #: (540) 885-8673, Cell #: (540) 280-2773, Email: Mi c h ae l.K e a [email protected] r g i ni a . g ov

Jonathan Falk, Epidemiologist, Work #: (540) 332-7830 ext. 317, Home #: (616)799-0837, Cell #: (540) 280-1984, Email: J [email protected] ginia. gov

Doug Moran, District Administrator, Work #: (540) 332-7830 ext. 326, Home #: (540) 885-1001, Email: Dou g .Mo r a [email protected] r g i n i a . g ov

Note 1: Dr. Larsen will be the primary and initial contact person for the HealthDept.Note 2: This contact information is not for Public Use.

For Mary Baldwin College:

David Mowen, Senior Vice President for Business and Finance, Work #: (540)887-7370, Home #: (540) 943-6043, Cell #: 540-255-4782, Email dmow e n@mb c . e du

Steven Mosher, Professor/Director Health Care Administration Program, Work #: (540) 887-7276, Home #: (540) 885-7032, Cell #: (540) 255-4810, Email: smosh er @mb c . e du

Pamela Fox, President, Work #: (540) 887-7026, Home #: (540) 887-7170, Cell #: (540) 849-0527, Email: p f o x @mb c . e du

8

VIX. Agreed to, by the undersigned, this .(Date)

X PresidentMary Baldwin College

X Director

Central Shenandoah Health District

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