Deans, department heads, and other management staff Secure vehicles and work areas (see Annex J for information on preparing offices for hurricanes) Provide UTPD with list of essential employees authorized for access, Release non-essential personnel if instructed via OA communication; Direct essential personnel to work location for storm EH&S, FPE, UTPD, OPA, CLAMC, AE Provide UTPD with list of essential employees, including Ride-out team members authorized for access Release Prep team offsite to prepare personal property for storm Hurricane Warning 24 Hours Emergency Control Team Order Controlled Access of buildings UTPD Begin Controlled Access security to buildings EH&S, FPE, UTPD, OPA, CLAMC, AE Close flood doors, Ride-out team arrives and reports to assigned work location
Disaster. A disaster involves the occurrence or threat of significant casualties and/or widespread property damage that is beyond the capability of UTHealth to handle with its organic resources. Characteristics include: Involves a large area, a sizable population, and/or important facilities. May require implementation of large-scale evacuation or in-place sheltering and implementation of temporary shelter and mass care operations. Requires community-wide warning and public instructions. Requires a response by most or all local response agencies. The EOC and one or more incident command posts (ICP) may be activated. Requires significant external assistance from other local response agencies, contractors, and extensive state or federal assistance. Assumptions Many emergency situations with little or no warning. If warning is available, alerting the UTHealth community, recommending suitable protective actions, taking preventative measures, and increasing the readiness of and deploying emergency response forces may lessen the impact of some emergency situations. We will use our own resources to respond to emergency situations and, if needed, request external assistance from outside contractors, institutions, or agencies pursuant to mutual aid agreements or from the State. Since it takes time to summon external assistance, it is essential for us to be prepared to carry out the initial emergency response on an independent basis. Emergency operations will be directed by local officials, except where state or federal law provides that a state or federal agency must or may take charge or where local responders lack the necessary expertise and equipment to cope with the incident and agree to permit those with the expertise and resources to take charge. Effective direction and control requires suitable facilities, equipment, procedures, and trained personnel. Direction and control function facilities will be activated and staffed on a graduated basis as needed to respond to the needs of specific situations. UTHealth has adopted the National Incident Management System (NIMS) and we have implemented all of the NIMS procedures and protocols, which will allow us to effectively work with our mutual aid partners, and state and federal agencies during any type if incident response.
ANNEX P LIST OF ACRONYMS USED IN PLAN AE – Auxiliary Enterprises BBS – Behavioral and Biomedical Sciences Building CDC – Child Development Center – Center for Laboratory Animal Medicine and Care CLC—Cooley Life Center CP—Central Plant CYF – Cyclotron Facility EH&S – Environmental Health and Safety EOC – Emergency Operations Center FPE – Facilities, Planning and Engineering HCPC – Harris Country Psychiatric Center IC – Incident Commander ICP – Incident Command Post ICS – Incident Command System Jones Library MSB – Medical School Building NSH – New Student Housing OCB – Operations Center Building OPA – Office of Public Affairs RAS, SPH – Raul A. Stallone Building REC – Recreation Center SOD-School of Dentistry SON – School of Nursing Building SRB, IMM – Sarofim Research Building SFA – Student and Faculty Apartments TMC – Texas Medical Center UCT – University Center Tower UTHealth – The University of Texas Health Science Center at Houston UTP – University of Texas Physicians UTPB – University of Texas Professional Building UPG – University Professional Garage UTPD - University of Texas Police Department
The University of Texas Health Science Center at Houston Pandemic Influenza Response Matrix, May 2017 WHO Phase CDC Intervals UTHealth EMP Status Additional Notes Inter-pandemic Phase (Phase 1-2): Period between influenza pandemics Investigation No actions necessary Pandemic Alert Phase (Phase 3-4): Influenza caused by a new subtype has been identified in humans. Investigation and communication Preparation for support of UTHealth EMP Pandemic Phase (Phase 5-6): Global spread of human influenza cause by a new subtype. Increased and sustained transmission in the US. Recognition Initiation Acceleration Deceleration Level 3 of the UTHealth EMP All departments who maintain during the controlled access period must provide a critical employee list to the IC. Maximum Readiness as outlined in Annex D of EMP UTHealth will stay abreast of the recommendations from the CDC and modify current matrix as necessary to supplement this plan Transition Phase: Reduction in global risk, reduction in response activities, progression toward recovery actions Preparation UTHealth will follow all recommendations from CDC specific to or regional situation and modify current matrix as necessary. Recovery: Local Health Departments lift restrictions based on 2 incubation periods with no new cases; Return to Phase UTHealth will stay abreast of the recommendations from the CDC and modify current matrix as necessary WHO Phase 1-2 Inter-Pandemic WHO Phase 3 Pandemic Alert WHO Phase 4 Pandemic Alert WHO Phase 5 Pandemic Phase WHO Phase 6 Pandemic Phase Transition and Recovery
Incident Command Team No action required No action required 1. Closely monitor situation and prepare for activation of Emergency Operation Center (EOC) 1.Activate the Emergency Operations Center 2. Assess offsite staging area options 1.Consider restricting building access 2.Implement EMP 3.Consider skeleton crew staffing 4.Update Executive Leadership 5.Continue media communications 5.Consider the order of controlled access to buildings 6. Designate offsite staging areas as needed 1. Review national, state, and local advisories to make university wide decisions to restore normal business Environmental Health and Safety 1. Routine Activities 2. Conduct table top exercise 1. Monitor national situation 2. Assess respiratory protection plan and resources 3. Obtain additional respirators and PPE 4. Review institutional preparedness 5. Provide awareness training to the university 6. Review university overall emergency response inventory 7. Communicate w/ Public Relations for distribution of information to the university 8. Executive Leadership 9. Benchmark other universities 10. Update EMP 11. Review current WHO and CDC guidelines 1.Train and brief EH&S Staff 2. Prepare for extended duty 3. Review essential personnel requirements 4. Update the university and provide Town Hall sessions 5. Advise Deans and Departmental Units on preparedness 6. Ensure that university harmonize with Federal and Local Government advisories 1. Receive refresher respirator training and respirators 2. Stage PPE 3. Prepare university for restricted access status 4. Begin Fit testing 5. Review institutional preparedness and supplies 1. Initiate the EMP 2. and brief critical personnel 3.Assist in entry building screening and PPE distribution as needed 4. Provide PPE and infection control training to critical employees as needed 5. Provide decontamination of personnel and equipment as needed 6. Develop Management plan for the control and disposal of increased volumes of infectious waste as needed 1. Assist with any disinfection directives for re-opening 2. Recover and inventory PPE. 3. Assist in reopening buildings WHO Phase 1-2 Inter-Pandemic WHO 3 Pandemic Alert WHO 4 Pandemic Alert WHO 5 Pandemic Phase WHO Phase 6 Pandemic Transition and Recovery
IT/ Communications Routine Activities 1. Identify essential staff that will maintain the university communications systems. 2. Update the university’s web page as appropriate 1. Advise Deans and Departmental Units on telecommuting options 2. Deploy website volunteer system 1. Provide support to clinical website 2. Plan for alternative phone system support 1. If necessary, critical personnel 2.Provide assistance in facilitating telecommuting as needed 1. Re-establish IT systems university wide 2. Ensure systems ready for surge use Facilities/Energy Routine Activities 1. Identify essential staff that will maintain the university’s facilities and operations 1. Verify ventilation systems and adjust as needed 1.Review custodial housekeeping practices and cleaning chemicals 2.Receive respirator training and respirators 1. Prepare the buildings so that they can be maintained w/ minimal staffing as needed 2. Assist in preparing building for restricted access if ordered 1. Re-establish normal operating systems 2. Assist in opening buildings Auxiliary Enterprises Routine Activities 1.Identify essential staff 1.Formulate plans for quarantine of students 2.Initiate influenza awareness training 3.Report suspicious illnesses to Employee or Student Health 1. Receive respirator training and respirators 2. Provide information to students 1.Activate plans to quarantine students in conjunction with Health Department Guidance as needed 2.Assist with parent/student concerns 3. Review CDC policies 4. Consider closure of the Child Development Center utilizing CDC & DSHS guidance. 1. Prepare for return of occupants. 2. Provide information to occupants and concerned families 2. Assess special needs (i.e. child care center) WHO 1-2 Inter-Pandemic WHO 3 Pandemic Alert WHO Phase 4 Pandemic Alert WHO Phase 5 Pandemic Phase WHO Phase 6 Pandemic Transition and Recovery
Executive Leadership Routine Activities 1.Recommend restricted travel of university members to the affected regions 2. Ensure Pandemic Influenza policy guidelines are shared with management/staff 3. Review/update institutional preparedness 1. Evaluate the impact of Level 3 to the university and establish university goals and priorities 1. Prepare to activate the Emergency Operations Center and Incident Command Team 2. Consider cancellation of public functions 3. What aspects of the university are open? 1. Coordinate with Deans on school policies 2. If necessary, activate Emergency Response Center and Incident Command Team 3.Determine the university’s status 1. Establish time for university personnel returning to work Animal Care Routine Activities Determine critical personnel list and responsibilities Determine critical personnel list and responsibilities 1. Formulate plans for animal during restricted access stage 2.Receive respiratory protection training Review critical crew requirements Resume normal operations Public Affairs Routine Activities official university announcements 2. Update informational Postings 3. Assist in posting Advisories 1. Post university update info 2. Establish frequency for community update notices to be delivered, compiled and reported. Update list of SMEs (and contact information) who will speak to UTHealth issues and to the public. 1. Update university hotline and webpage as needed 2. Communicate university status via hotline, webpage, and UTHealth Alert Communicate any new university status. WHO Phase 1-2 Inter-Pandemic WHO Phase 3 Pandemic Alert WHO 4 Pandemic Alert WHO Phase 5 Pandemic Phase WHO 6 Pandemic Phase Transition and Recovery
Inter-pandemic phase: Period between influenza pandemics Investigation: Investigation of novel influenza A infection in humans or animals Identification of influenza in humans or animals anywhere in the world with potential implications for human health Identification of novel influenza in humans or animals in the United States with potential implications for human health Alert phase: Influenza caused by a new subtype has been identified in humans Recognition: Recognition of increased potential for ongoing transmission of a novel influenza A virus Increasing number of human cases or clusters of novel influenza A infection anywhere in the world with virus characteristics, indicating increased potential for ongoing human-to-human transmission Increasing number of human cases or clusters of novel influenza A infection in the United States with virus characteristics indicating increased potential for ongoing human-to-human transmission Pandemic Phase: Global spread of human influenza caused by a new subtype Initiation: Initiation of a pandemic wave Confirmation of the first human cases of a pandemic influenza virus anywhere in the world with demonstrated efficient and sustained human-to-human transmission Confirmation of human cases of a pandemic influenza virus in the United States with demonstrated efficient and sustained transmission Acceleration: Acceleration of a pandemic wave Consistently increasing rate of pandemic influenza cases identified in the United States, indicating established transmission Consistently increasing rate of pandemic influenza cases identified in the state, indicating established transmission Deceleration: Deceleration of a pandemic wave Consistently decreasing rate of pandemic influenza in the United States Consistently decreasing rate of pandemic influenza cases in the state Transition Phase: Reduction in global risk, reduction in response activities, or progression toward recovery actions. Preparation: Preparation for future pandemic waves Low pandemic influenza activity but continued outbreaks possible in some jurisdictions Low pandemic influenza activity but continued outbreaks possible in the state