Home PageUMD Right NowUMD Homecontacts
UM Operations Planguidespandemic fluweather emergencysafety and security

Avian Flu Pandemic Plan
Introduction
Pre-Level 1
Level 1
Level 2
Level 3
Level 4
Recovery
Appendices

Areas of Institutional Response:

Communications
;Academic Programs
Health and Safety
Student Life
Administrative Services
Transportation and Controlled Access
 

Avian Flu Plan > Administrative Services <- You Are Here

Administrative Services

Administrative Services—Policies and procedures related to staff functions will be coordinated by the Office of Human Resources. Dale Anderson, Director of University Human Resources, will coordinate. Dr. Jack Baker, Director of Operations and Maintenance, will oversee Facilities Management issues and facility maintenance. The Office of the Comptroller is responsible for providing financial services. This includes processing and issuing employee pay checks, paying bills, and ensuring funds can be procured for any necessary outside vendors. Lynn Rehn, Comptroller, will coordinate.

PRE-LEVEL 1

This phase of the Avian Flu plan begins at the present time and continues until there is a reported and substantiated first case of efficient human-to-human transmission somewhere in the world. It is a time for all communication plans to be finalized and academic units to complete plans for research interruption, alternative instruction, and class cancellation. Other administrative and student service units will finalize closure protocols, and order necessary supplies and plan for their distribution.

Administrative Services (Staffing, Facilities, and Financial Services)
•University Human Resources will re-visit existing workplace flexibility options (as appropriate) to provide advice and guidance to departments (e.g., teleworking, staggered hours of operation). A set of guidelines from University Human Resources regarding various staffing issues is found in Appendix M.

•Departments should thoroughly evaluate their operations to determine the essential services that will continue to be delivered in the event of a Temporary Campus Closing (TCC), and which of their employees will be responsible for delivering these services as essential employees, both primary and back-up. See the department pre-closing checklist in Appendix N for additional information.

•All units will define essential staff within each department and within each level defined in this plan. Some employees may be defined as essential at one level but not at another. Employees will be notified in writing of this designation. This should be done as soon as practical and should be followed up with a reminder at such time as the campus might go to a Level 1 or greater alert. All employees identified as essential will be provided vaccination by the University as it becomes available.

•University Human Resources (UHR) has identified a methodology for identifying essential employees in PHR. An indicator will be added in the PHR Appointment Information screen, which will give the flexibility to change or view this information at any point in time. This will include a dropdown box where the employee is designated as one of four possibilities: "Not Applicable" (which is the default), "Catastrophic," "Weather or Other Operational," or "Both." With this data, a table can be created in the data warehouse which will give the ability to monitor or track these employees from an institutional standpoint. UHR will develop a WOW report for departments and service offices (e.g., UHR, Police) to easily identify essential employees.

•The PHR Database will be populated by key University personnel. It is suggested that those individuals already listed in the Emergency Contact List maintained by the Department of Public Safety be authorized to enter names into the database of essential employees requiring access to campus.

•Departments will be encouraged to familiarize themselves with the Departmental Closing Plan found in Appendix N.

•All units will consider reassignment of staff within the department to meet temporary service needs.

•As part of this analysis, departments should determine the best methodology for notifying essential employees of their daily work obligations under a TCC: o Option # 1 (recommended): Identify one telephone number in the department which will be updated each morning for essential employees. Essential employees would be required to call the number at an appointed time each day to ascertain whether or not they are required to report to the campus that day, and to receive any special instructions. Each employee calling in would be required to leave voicemail on the number so that the supervisor is able to confirm that the message was received (the call will be date/time stamped by the voicemail system). With this option, the burden is on the employee to call regarding work status. o Option #2: Departments could identify a point person who is responsible for calling essential employees each day regarding their daily status and work assignments. This is a less efficient way to do this, as employees may not always be available to receive the phone call. Departments should consider the potential for a breakdown in communication with this methodology, and consider the consequences at such a critical time. Nevertheless, this may be a more viable option for very small departments.

•Departments should begin to identify critical supply and operating expense requirements to maintain service levels throughout the various stages of the TCC. Funding source and procurement arrangements will be coordinated through the Comptroller and Procurement offices.

•UHR will notify faculty and staff about pay check distribution during such an emergency. The on-campus distribution of paychecks will be suspended. Paycheck distribution via direct deposit will continue and will be the only mechanism available for the distribution of employee pay. A draft memo has been developed (see Appendix O) that advises employees that paychecks will not be available for pick-up if the campus closes (i.e., Level 3 TCC). The memo strongly encourages employees to enroll in direct deposit immediately as it takes four to six weeks to process the initial enrollment.
LEVEL 1

First cases of efficient human-to-human transmission internationally—Campus open, business as usual, enhanced planning

At Level 1, the Incident Response Team will begin to meet on a regular basis to fine-tune all plans for responding to the Avian Flu pandemic. All operations will continue as usual including classes and research, but more specific steps will be taken to prepare for Level 2. Communication with the campus community will increase to keep everyone informed of plans being implemented.
Administrative Services:
Facilities Management staff will:
Inventory cleaning supplies. No special cleaning procedures or products are needed.

•Procure, store and provide sufficient and accessible soap, alcohol-based hand hygiene products (e.g., Purell), tissues and receptacles for their disposal.
Financial Services staff will:
Prepare and send request to the State General Accounting Office to increase University Working Fund cash.

•Increase purchasing card transaction limits to facilitate procurements.

•Coordinate process with State Treasurer's office to hold in "reserve" excess Bursar working funds for emergency cash flow needs.

•Increase and expand signatory authority on procurement documents and checks as needed.

•Begin cross-training of staff as needed.
Staffing:

University Human Resources will distribute letters to all staff outlining potential hazardous conditions in accordance with the MOU.
LEVEL 2

First verified case in North America AND one or more other triggering events ( listed below)—Implement social distancing measures; cancel classes and other scheduled activities; prepare for closing; begin liberal leave for non-essential employees, healthy essential employees report
Decision criteria/triggering events:
•World Health Organization declaration of Phase 6—Pandemic period: Increased and sustained transmission in the general U.S. population

•Confirmation of a high rate of infectivity, morbidity (rate of infection) and/or mortality (death rate)

•Rate/speed of disease spreading

•Local public health recommendations to curtail/cancel public activities in county or state

•Falling class attendance, students leaving campus

•Rising employee absenteeism

•Other regional schools/school systems closing

•Transportation systems closing/curtailing interstate travel

•Cases in the local Mid-Atlantic area occurring early versus late in the overall U.S. experience with the unfolding pandemic
Administrative Services:
Facilities Management will (See Appendix E for more specific cleaning and disinfecting protocol):
•Require all healthy essential personnel to report and maintain all essential facility services. •Eliminate routine maintenance.

•Distribute sufficient and accessible soap, alcohol-based hand hygiene products (e.g., Purell), tissues and receptacles for their disposal.

•Follow facility procedures, including regular cleaning of patient-occupied rooms in the Health Center.

•Use any EPA-registered hospital detergent/disinfectant for cleaning Health Center and emergency medical transport vehicles during a local outbreak.

•Give special attention to frequently touched surfaces in addition to floors and other horizontal surfaces.

•Handle blood and other bodily fluid spills in accordance with blood-borne pathogen procedures.
Financial Services:
All healthy essential personnel will report and services will continue.
•Bursar will contact State Central Payroll Bureau to process payroll if needed.

•Procurement will coordinate with departments to identify and prepare "Suspension of Work" and "Termination for Convenience" notifications to service contract vendors.

•Procurement and Comptroller will facilitate and expedite emergency supply and service orders.

•Comptroller will prepare to implement manual processes for cash deposits, cash disbursements, procurements, vendor disbursements and billing of student and contract/grant receivables in the event that mainframe systems become unavailable.

•Comptroller will coordinate requests for resource assistance from other delegated Accounts Payable offices on campus to assist with vendor payment processing if needed.
Staffing:
Healthy essential regular, C2 and C1 employees shall report to work.
•Non-essential regular and C2 employees will be granted paid administrative leave.

•All staff will be instructed on remote desktop access procedures.

•Protocols for reporting sick absences will be finalized and communicated.

•All units will monitor staffing levels, health, morale, and absenteeism.

•All units will reassign staff if necessary.

•All units will monitor impacts/revised service expectations related to liberal leave.
LEVEL 3

Within 1-5 days of declaring Level 2 and depending on national and local conditions—All University residences will close; thereafter as soon as practicable most administrative offices and academic buildings will close

At Level 3, all University residences will close. Dining operations will be reduced to support only the infirmary. All research operations, except those with critical facility needs (e.g., animal care) will be interrupted until the pandemic period has passed. All administrative and academic support units will be shut down until the campus reopens.
Administrative Services:
Facilities Management staff will (more detailed cleaning protocol is provided in Appendix E):
•Maintain essential services to all facilities (e.g., utilities, HVAC). Maintain services to data, research and animal care facilities.

•Close and secure non-essential buildings (monitored by DPS).

•Curtail outside maintenance.

•Provide sufficient and accessible soap, alcohol-based hand hygiene products (e.g., Purell), tissues and receptacles for their disposal.

•Follow facility procedures in Health Center and include regular cleaning of patient-occupied rooms.

•Use any EPA-registered hospital detergent/disinfectant for Health Center and emergency medical transport vehicles.

•Give special attention to frequently touched surfaces in addition to floors and other horizontal surfaces.

•Handle blood and other bodily fluid spills in accordance with blood-borne pathogen procedures.
Financial Services:
All healthy essential personnel will report and services will continue.
•The Comptroller will implement emergency payroll processing with State Central Payroll Bureau.

•If the campus is closed, but essential service departments are open, the Campus Mail office and Central Receiving will continue to accept mail and deliveries assuming the USPS, FedEx and UPS are operating as normal and staff resources are available to process the work. Mail will be received, sorted, and stored ready for delivery. Departments requiring the mail to be delivered during the closure period will need to notify the Department of Business Services to ensure that their mail is delivered during the closure period. Central Receiving will operate in the same manner for deliveries. If the campus is closed and USPS, FedEx, and UPS are closed, mail and purchase order deliveries will be suspended.

•All service contracts $100,000 and greater include clauses regarding "Termination for Convenience" and "Suspension of Work". The language in these clauses covers any requirement for the University to suspend services or work due to a closure of this nature. For services under $100,000, purchase orders include similar language. Delivery instruction and location changes can be implemented with a basic contract modification. Procurement will implement these modifications as needed and send notifications to vendors.

•Comptroller and Procurement offices will continue to coordinate funding and procurements for emergency supplies and services.
Staffing:
Healthy essential regular, C2 and C1 employees will report to work. •Non-essential regular and C2 employees will receive paid administrative leave.
LEVEL 4

As soon as practicable following Level 3—Campus closed; declared emergency condition; evacuation of campus; all facilities closed except skeletal services for infirmary, temporary emergency shelter housing for students with extreme hardships, and essential research; access to campus sealed off; closure sustained

During Level 4, the campus will be closed. No vehicles or pedestrians will be permitted on campus unless approved as essential employees for tasks related to maintaining and securing the physical campus structure. All service contracts and construction projects will be put on hold.

Administrative Services:
Facilities Management staff will:
Maintain essential services to all buildings (e.g., utilities, HVAC).

•Curtail all contractual work and maintenance activities.

•Manage essential staff working in shifts to maintain essential services.

•Procure, store and provide sufficient and accessible soap, alcohol-based hand hygiene products (e.g., Purell), tissues and receptacles for their disposal.

•Follow facility procedures and include regular cleaning of patient-occupied rooms in Health Center.

•Use any EPA-registered hospital detergent/disinfectant for cleaning the Health Center and emergency medical transport vehicles. Give special attention to frequently touched surfaces in addition to floors and other horizontal surfaces.

•Handle blood and other bodily fluid spills in accordance with blood-borne pathogen procedures.
Financial Services:
Assuming full campus closure, financial transactions will be limited to critical procurements and payments.
•Limited essential personnel will report to campus or handle transactions from remote locations depending on system availability.
Staffing:
Healthy essential regular, C2 and C1 employees will report to work.
•Non-essential regular and C2 employees will receive paid administrative leave.

•Non-exempt essential regular and C2 employees will receive overtime if warranted.
RECOVERY

Recovery stage once pandemic is under control—Campus poised to re-open.

Once the danger of the Avian Flu pandemic has passed, the campus will re-open for business. As services return to normal, accommodations for concerns that arose as part of the period of closure will be addressed.
Administrative Services
Staffing:
•All staff will return to work.

•Pay distribution plan will be implemented, including last pay for hourly employees (assume paid Administrative Leave by regular salaried employees).
Financial Management—Funding Additional Costs
•In order to assess impacts to University financial position, it will be necessary to immediately determine any modifications to the current refund policies for tuition, fees and other services.

•The University does have sufficient reserves to handle some level of additional emergency costs. Should these costs begin to grow, then the University would have to look at other alternatives for funding. This would require that Executive Officers and members of the Finance Committee convene to determine the possibility of redirecting funds from certain projects, deferring facility renewal projects, or borrowing externally or internally.

•A major flu pandemic would be a national, or at least a regional, issue of significant impact. Therefore, it would be likely that Federal and/or State emergency funding could be made available to the University.






University of Maryland, College Park, MD 20742, USA 301.405.1000
Copyright 2014 University of Maryland | Privacy
Contact us with comments, questions and feedback