Department of Facilities Management Pandemic Contingency Planfm.dal.ca/Contingency Plan.pdf · Facilities Management (FM) employs approximately 450 people and is the largest department

Department of Facilities Management

AProviding Excellence in Facilities Management@

Facilities Management ! 1236 Henry Street, 4th Floor ! Central Services Building ! Dalhousie University

Halifax, NS, B3H 3J5, Canada ! Tel: 902.494.2470 ! Fax: 902.494.1645 ! Web: fm.dal.ca

Department of Facilities Management

Pandemic Contingency Plan

September 30, 2009

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Executive Summary Facilities Management (FM) employs approximately 450 people and is the largest department at Dalhousie University. FM encompasses six (6) organizational units: Administration, Finance, Operations, Planning, Projects, and Security. Pandemic contingency planning is in place for all areas, including both essential and non-essential services, and contact lists have been distributed within each unit. Personnel from the Administration and Finance units will have the ability to perform their tasks at home via computer connections to the University network. This will assist with the timely processing of payroll and the billing cycle. The Planning unit has engaged in cross-training to ensure that other individuals can perform the tasks required for event booking and client reception. The Project unit will engage in work sharing in the event of less severe absences. Project delays are unknown and will be directly proportional to the degree of absenteeism. The Operations unit is the most labour intensive group and includes:

1. Environmental Services (Custodial, Grounds, Waste Management, and Mail Services); 2. Trade Services (Trades, Logistics, Stores and Trucking), and 3. The Central Heating Plant and Arena.

The main providers of essential services within FM are the Operations and Security Units. Custodial staff is responsible for critical functions, such as cleaning, disinfection, and waste removal. They have received special training regarding proper cleaning procedures and product use. Custodial service will increase as the H1N1 threat level increases. Level 1 corresponds to regular service; Level 3 corresponds to maximum cleaning, disinfecting and waste removal. Also, some personnel have attended special seminars and workshops and have shared their knowledge within the department. In addition, Ray Ilson, Director of Health and Safety, has been involved in numerous discussions with FM staff and will give a presentation on Pandemic Awareness at the General Departmental Staff Meeting on October 27th.

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Table of Contents

Administration ........................................................................................................................................ 3

Finance .......................................................................................................................................................... 4

Operations .................................................................................................................................................... 7

Planning ................................................................................................................................................ 18

Projects ....................................................................................................................................................... 19

Security ....................................................................................................................................................... 20

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ADMINISTRATION

Christine Matheson, Associate Director The Administration Unit encompasses Payroll, Human Resources, Information Technology Desktop Support, and Office Administration. Employee absences in these areas could have a negative effect on the Department in the event of an interruption in pay for employees. In order to prevent such an interruption, Payroll and Human Resources personnel have home computers that are configured to connect to the University network. This will ensure that employees are paid accurately and on time. In addition, IT support staff has the ability to connect to the University network from a home computer. Small technical problems could be handled should they arise. Larger problems would require the assistance of Information Technology Services.

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FINANCE

Roger Jones, Associate Director Emergency Plan The Finance Unit has 5 permanent 1 temporary staff. Task and Positions Essential to the Unit: accounts payable, billing and fiscal year-end Accounts Payable – Four staff have received training and can pay invoices. Staff reallocation would permit sufficient coverage in order to make critical payments. Billing – One staff member is trained and there is a plan to train an accounts payable clerk to run billing. The training is scheduled for the second week of November. If required, the Associate Director with the help of IT could run the billing. In the event of major absences, billing, year-end and six-month-end could be put on hold for approximately eight weeks. Year-end – This period is the most critical time of the year and requires that all payables, invoices, and expenditures are up-to-date. In the event of major absences, accruals would be necessary for unpaid invoices and billing would have to be completed. Widespread University absenteeism could result in the extension of year-end schedules. Staff could also work from home to reduce the risk of catching H1N1. Consultants and Financial Services staff could also provide assistance. Secondary Tasks for a short period of time – expense, capital spending tracking & analyst, budgeting, financial consultation, auditing etc., depending at the time of the fiscal year service could be reduced. Alternative strategies to continue service delivery if normal staffing or support services are disrupted:

payment of essential bills only

creating blanket purchase orders to reduce work load for operations / purchasing / Dalhousie Finance / accounts payable Facilities

billing monthly vs. twice month

focus on required services i.e. paying invoices vs. budgeting

Services that are not critical are not done

Strategic Planning / Implementing new procedures / improving the current practices etc. put on hold remain status quo

Information that has been provided to employees:

training on proper hand hygiene, respiratory etiquette

require ill employees to stay home, send ill employees home

ensure employees are aware of updated emergency response plans Personnel “back ups” for essential (or all) functions;

Staff have the flexibility to work from home

Staff require access to shared drives and systems from home

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have an up to date contact list of staff and clients where all the staff can access

Overtime available for staff healthy and able to work

Staff’s daily computer work information can be retrieved by others i.e. shared common drive

there is a chain of command that the staff is aware of

Cross training, i.e. 2 people required to pay invoices, but 4 people are trained

Currently have 1 billing clerk; there is a plan to train an accounts payable clerk to run billing

Associate director Finance / Financial Analyst can support each other plus most functions

Use of consultants if required Business or Legal Commitments Dalhousie Departments on which Facilities Finance Unit depends: Systems (ITS) – Famis and Banner are required to be up and running in order for Facilities Management to pay invoices / bill clients. Facilities are required to run interfaces within both systems to perform all functions. If systems are down for any amount in time refer to Facilities Finance procedures emergency measures system down. \\Csbfm-nw\vol1\users\Finance\Accounting\Procedures\Emergency Measures Famis Down ap bill.docx Purchasing – Require purchasing to process purchase requisitions and create purchase orders in Famis & Banner. Rely on purchasing for tendering, getting quotes services etc. Financial Services – Require approvals for all expenditures projects / staff hiring / purchase orders / budgets / system interfaces etc. All Units within Facilities – Administration / Operations / Security / Planning / Projects. All units must have their paper work done such as work orders / purchase requisitions / staff scheduling / budgets etc. in order to complete any bill payments or billing processes Departments Dalhousie that depend on Facilities Finance Unit: All Departments within Dalhousie - require billing for work done by Facilities Facilities Units – require financial consultation / budgets explanations / advise on policies procedures Purchasing & Finance – require Facilities Finance to ensure policies and procedures are followed Service Providers – contractors will require payment for services provided or they can put liens on buildings etc. Consultants – In particular if consultant business is booming due to staff reductions in external companies they will require funds to pay their staff Utility Providers – utilities require payments in short time frame or they can cut off supply Auditors – Government CFI / Research grants, External for Dalhousie, Government for operating funding. The auditing bodies will still require full disclosure of spending

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“Chain of command” Ensure everyone knows who is next in command should someone not be available

train alternates to fulfill their roles in the plan

Famis clearly defines policies and procedures that cover signing authority and it is up to the person with the authority to set up an alternate

Accounting Ensure continued payroll, benefits, financing, accounting systems Emergency Contact List Maintain an up-to-date contact list for your staff, and your clients/suppliers Identify responsibility for employee communication and back up person

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Operations Darrell Boutilier, Director

FM Environmental Services

(Custodial, Grounds, Waste Management, and Mail Services)

It is the intent of FM Environmental Services to follow Dalhousie University requirements respecting all recommendations from national, provincial and local agencies that are involved in pandemic and Avian Influenza planning. We will respond accordingly and utilize our resources to the best of our ability given the pandemic threat level with which we are faced and any mitigating factors in our environment which may allow/cause us to further adjust service levels and redeploy resources.

CUSTODIAL SERVICES CRITICAL FUNCTIONS:

Cleaning/disinfection of critical contact touch points (examples: washroom fixtures, door handles/push plates, light switches, elevator buttons, etc.)

Cleaning/disinfection of horizontal services (examples: washroom countertops, student desk/writing tablets, lecterns, floor surfaces, etc.)

Waste removal from within buildings to external dumpsters

Replenishment of hand soap dispensers, sanitizer dispensers and paper towel & toilet tissue dispensers

Essential Functions: In support of critical function activity

Distribution of supplies to main storage rooms in campus buildings and to individual custodial closets on each floor

Ordering of supplies

Laundering of mops and cleaning cloths

CRITICAL FUNCTION STAFF:

Custodians (permanent full-time/part-time staff, according to regular schedule and overtime)

Custodians (term employees, according to regular schedule, additional shifts and overtime)

Custodians (general and working forepersons, according to regular schedule and overtime)

Custodial Services Supervisors (as necessary, according to regular schedule, OT & volunteer)

Essential Function Staff:

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Custodians (general and working forepersons, according to regular schedule and overtime)

Custodial Services Supervisors (as necessary, according to regular schedule, OT & volunteer)

Environmental Services Manager (as necessary, as per regular schedule, OT & volunteer) CONTINGENCY PLAN:

A) By Building or Function Type - Primary emphasis will be placed on the following:

Student Residences (a plan specific to Residence cleaning activities has been prepared)

Clinical areas(Dental)/ Student Health Services

Daycare Facilities

Teaching/Learning space

Athletic Facilities

High traffic volume Public/Common spaces

B) By Room Type - Primary emphasis will be placed on the following:

Washrooms/locker rooms/shower areas

Theatres, classrooms, tutorial areas, Learning Commons/computer labs

Lounges, departmental kitchen facilities, cafeterias

High traffic student service locales (example: Registrar’s Office)

C) According to Infectious Threat Level

Level 1: No Infectious Threat

Regular service Level 2: There is a Threat or Suspected Cases in the Dalhousie location, but No Confirmed Cases Use of general purpose cleaner and disinfectant on all critical contact points, 2x per day. Monitor all paper dispensers, hand soap and sanitizer dispensers & top up, as needed. Wear Personal Protective Equipment (PPE) provided, (fitted N95 dust mask, disposable gloves and replace as necessary) Remove waste from suspected areas promptly Some reorganization of duties and redeployment of staff to concentrate on critical duties in areas of suspected threat. Level 3: Confirmed Cases exist

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Increase the disinfection and cleaning program on critical contact points in a three step procedure, with a minimum 2X/daily application:

a) Apply a biological cleaner (Avmor Biomor) and allow to dwell for 10 minutes before removing with a microfiber cloth or squeegee

b) Clean surfaces with a general purpose cleaner (Avmor EP64) or a general purpose cleaner/degreaser (Avmor EP65), depending on level of soiling

c) Apply a disinfectant (Avmor EP66) to the cleaned surface with a microfiber cloth or

mop (for floor surfaces)

d) Monitor all paper dispensers, hand soap and sanitizer dispensers at least 2X/daily and top up, as needed.

e) Remove garbage at least 2X/daily

f) Change cloths, mops, and disinfectant solutions at lease 4X as often as for regular

cleaning conditions

g) Wear PPE provided (N95 fitted masks, disposable gloves, and also disposable coveralls if a threat of soiling clothing with bodily fluids exists). Replace regularly, as advised by supervisor.

D) By Attendance Level

10 % Reduction in Staff (2 to 3 staff per crew)

Normal activity


Decrease in detail work and selected functions (examples: reduce or suspend dusting activities; reduce or suspend stairwell cleaning, with the exception of handrail cleaning/disinfection; reduce or suspend cleaning of window ledges and other minimal contact horizontal surfaces; reduce office cleaning). Start re-deploying staff to critical functional locations, as needed.


Elimination of selected functions (examples: dusting activities, stairwell cleaning, non-critical horizontal surfaces, office cleaning). Clean only floors in research labs but leave additional bags for technicians to leave in the hallway for collection by our staff. Suspend cleaning of any non-critical functional areas with the exception of cleaning and disinfecting washrooms in all of these areas, 1X per day.

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Re-deploy staff from non-critical areas and functions to critical functional areas, as necessary. Supplement cleaning activities by providing individually-wrapped alcohol wipes in washrooms (for toilet seats, stall handles, etc.) and computer labs (for keyboards) for use by students and staff. TRAINING:

All staff are receiving training and refreshers in proper cleaning/disinfection procedures, hand hygiene and use of PPE via toolbox meetings conducted by supervisors

The two supervisors, along with their working forepersons, who are responsible for the greatest number of critical care functional areas have attended a cleaning industry seminar concerning H1N1 preparedness on September 23, 2009 in Dartmouth. They have been sharing this information with the greater group.

Avmor, the manufacturer of the line of green cleaning products we use will be conducting a power point presentation and discussion session on Pandemic Preparedness with each of the seven (7) Custodial Services crews during the first half of October, 2009.

All Environmental Services Staff will also attend a presentation by the Dalhousie Director of EH&S to the full Facilities Management Department regarding the University’s pandemic response preparations.

Two supervisors attended a 4 hour dust mask fit-testing session on September 11, 2009, conducted by 3M personnel and Dalhousie’s Director of Environmental Health and Safety and his staff. The supervisors are now in a position to conduct fit tests for staff who will be working in critical functional areas. The EH&S staff will also be available to conduct the tests. It will be important to fit-test staff as efficiently as possible given the likelihood of having to re-deploy staff from non-critical areas into the residences and clinics, as attendance levels decline.

All staff regularly employed in the critical functional areas as well as all supervisors will be fit-tested in the first phase. Then other staff familiar with these areas, but currently working in non-critical areas, will be fit-tested. Other staff will be fit-tested as required.

Staff members who are identified to back fill positions in the Dental Clinic and Health Services areas will also receive training/refresher training in proper procedures specific to these areas. They will also receive the necessary hepatitis vaccines required to work in these locations.

SUPPLIES:

Supervisors will continue to order necessary cleaning, paper, plastic and material supplies on a monthly basis. Even with additional usage which may occur through added shifts in critical areas, a 3 to 4 week supply of all necessary items will be in stock. The Oxford Street warehouse will be utilized for additional storage of any necessary items which cannot be housed in designated building stock rooms.

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COMMUNICATIONS:

The Manager of Environmental Services will be available for contact, on a 24/7 basis, by Security Services and senior FM personnel.

The Environmental Services portion of the FM phone tree will be used to contact supervisory and custodial staff who are required but not on campus

The Manager will have a daily briefing session with both the dayshift and evening shift supervisors to communicate important information and address any ongoing issues and concerns

A brief meeting is planned by each crew supervisor at the commencement of every shift to provide a status report on challenges/opportunities and to address staff coverage assignments

GROUNDS SERVICES

CRITICAL FUNCTIONS (and responsible staff/contractor):

Snow shoveling/salting of entranceways, step areas (Grounds staff supplemented by Trucking staff and Stores Trucking staff)

Plowing/Salting of internal campus roadways, parking lots, sidewalks and pathways (contracted to Ocean Contracting Ltd.)

Transfer of biomedical waste from LSC loading dock to Tupper holding site (Grounds Staff)

Collection of waste from small campus receptacles (Grounds staff)

Collection of waste from campus dumpsters/organic waste carts (contracted to Green Waste Systems Ltd.)

Collection of Recyclables and Organic Waste

CONTINGENCY PLAN:

A) By Function

Priority will be winter snow and ice control as it poses the greatest immediate safety hazard and potential for disruption of classes and other University activities.

Transfer of biomedical waste to Tupper holding site for weekly (Thursday) removal by Stericycle Ltd. (contractor) will be the next priority

Contracted dumpster removal and collection of waste from campus receptacles by in-house staff, while they remain important, will be lower on the priority list

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B) By Attendance Level (in-house Grounds and Transport staff)

10 % Reduction in Staff (1 staff member)

Normal Activity

25 % Reduction in Staff ( 2 to 3 staff members)

Reduce servicing to outdoor waste receptacles and litter picking

Concentrate on campus community safety by attending to snow removal and salting activities in coordination with the Manager of the Trades Services. Grounds, Trucking and Stores Trucking staff will be utilized in both regular and overtime capacities. If the need is in the Trades /Resource area, and the Environmental Services attendance levels are high, we will assist with their activities as long as it does not compromise campus safety.

50 % Reduction in staff ( 5 staff members) Further reduce servicing to waste receptacles and litter picking. Utilize Grounds,

Trucking and Custodial staff, Manager and Supervisor, as necessary, in overtime and volunteer capacities to maintain a presentable campus and avoid build-up of organic waste material. Coordinate activities with the Trades Services Manager to pool staff and take care of highest priority needs with safety of Dalhousie community as the highest priority Assignment of overtime, as necessary, on a 24/7 basis Hiring of casual staff or contracting of typically in-house activities (example: through Labour Ready or other agencies), as necessary. Contractors will be expected to maintain activities as normal and sub-contract, as necessary, with the understanding that replacement staff will be familiarized with the campus and priority needs, while respecting safety requirements.

TRAINING:


SUPPLIES:

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Transport of salt to campus, from Canadian Salt Co. in Pugwash, is coordinated by the snow removal contractor (Ocean Contracting) and undertaken by Conrad Brothers Trucking, which is owned by the contractor. A salt storage facility for the sole use of Ocean Contracting to address Dalhousie University needs is maintained on the Halifax Seaport property. This depot will be topped up to allow for salt to cover 3 applications to the campus. It is expected that this measure will satisfy campus needs. A supplemental salt storage depot, for use exclusively by in-house staff, will be maintained in the area of the Oxford Street warehouse

An adequate supply of shovels, gloves and rain gear will be maintained on hand in the warehouse to cover the needs of the regular staff and additional staff who may be asked to perform functions to maintain campus safety.

COMMUNICATIONS:


The Environmental Services portion of the FM phone tree will be used to contact the supervisor and Grounds/Trucking/Stores Trucking staff who are required but not on campus

The Manager will have a daily briefing session with both the supervisor/working foreperson to communicate important information and address any ongoing issues and concerns

A brief meeting is planned by the supervisor at the commencement of every shift to provide a status report on challenges/opportunities and to address staff coverage assignments

The Manager and Supervisor will maintain regular and ongoing communication with the snow

removal contractor supervisor, or designate, in anticipation of storms, during the plowing/salting process and for any follow-up which is required

The Manager and Supervisor will maintain contact with the waste removal contractor supervisor regarding any issues which may arise regarding service

MAIL SERVICES

CRITICAL FUNCTIONS (and responsible staff):

Sorting and distribution of incoming Canada Post mail (Mailroom Working Foreperson, Mailpersons supplemented by trained Grounds/Trucking staff, and supervisor, as necessary)

Sorting and delivery of externally addressed mail to Canada Post (Mailroom Working Foreperson, Mailpersons supplemented by trained Grounds/Trucking staff, and supervisor, as necessary)

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Sorting and delivery/collection of internal campus mail (Mailroom Working Foreperson, Mailpersons supplemented by trained Grounds/Trucking staff, and supervisor, as necessary)

CONTINGENCY PLAN:

A) By Function

All mailroom sorting and distribution activities will be treated as an essential service

B) By Attendance Level

There are 5 full time staff members assigned to the mailroom.

Mailroom staffing levels will not be allowed to fall below 3 staff. At the level of 3 staff, distribution delays of up to 24 hours can be expected.

Overtime will be assigned to reduce backlogs and ensure that the regular business of the University, respecting mail services, is minimally impacted.

In the event of a staffing level of 3, the supervisor of Grounds & Horticulture will assist mailroom personnel, as his number two priority, after attending to campus safety concerns with respect to winter snow/ice conditions.

TRAINING:


Mailroom personnel will be provided with a demonstration of proper hand hygiene technique by one of the Custodial Services supervisors as part of a toolbox session. A hand sanitizer has been located in the mailroom and staff members are advised to use it several times per shift but, at least, after each sorting session.

COMMUNICATIONS:


The Environmental Services portion of the FM phone tree will be used to contact the supervisor and Mailroom staff who are required but not on campus

The Manager will have a daily briefing session with both the supervisor/working foreperson to communicate important information and address any ongoing issues and concerns

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A brief meeting is planned by the supervisor at the commencement of every shift to provide a status report on challenges/opportunities and to address staff coverage assignments

The Supervisor or Working Foreperson will maintain regular and ongoing communication with the Canada Post respecting delays or any issues which may arise

FM Trade Services (Trades, Logistics, Store & Trucking)

Trades Services Facilities Management’s mission is to provide the Dalhousie community with an inviting, safe and sustainable environment which supports and enhances an inspiring experience in learning, living, working and research. We are committed to continuing to maintain an acceptable level of service to the campus community during a pandemic. The following provides an overview of the measures that will/have be adopted in order to be able to meet that commitment. Trades Services:

Highest priority will be given to responding to priority zero and one corrective work orders and legislated and critical preventive maintenance (PM)/routine operations (RO) tasks within student residence buildings and academic buildings.

Secondary priority will be given to responding to lower priority corrective work orders, non critical PM and RO work orders and small jobs/capital projects.

Should the available number of maintenance staff decrease due to illness, individuals assigned to work deemed to be of secondary priority will be redeployed to meet the demand for high priority tasks.

If required, overtime would be utilized to ensure that all high priority tasks were completed.

Most of the existing trades staff have been trained and fit tested for proper use of a half face respirator and those who currently perform regular tasks in residence buildings will fit tested for N-95 rated dust masks. Two Environmental Services Supervisors and six employees from the Environmental Health and Safety Office have recently received training enabling them to conduct the fit test training.

Critical service contractors have confirmed their commitment and ability to respond to high priority corrective requests and PM work orders.

In all Shops and Zones, General and Working Forepersons are trained and capable of providing administrative back up to their respective Supervisor.

Supervisors have laptop computers which would enable them to work from home if they were contagious.

Logistics:

Current staffing consists of one Supervisor, two support staff and one temporary employee. All four individuals are capable of processing service requests and work orders.

Priority zero and one work orders are normally processed and assigned by Client Reception. Logistics is able to provide back up to Client Reception if required (due to staffing illness). Child work orders are normally processed by Logistics; however, back up for this function could come

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from Client Reception and/or the Trades Supervisors.

Project Leaders can create and directly assign project work orders to the intended Trade Supervisor.

If necessary, processing estimate requests, small job work orders, signage requests and generating and analyzing reports will be deemed lower priority tasks.


The Supervisors has a laptop computer which would enable her to work from home if she were contagious.

Central Stores and Stores Trucking:

Material requests will be processed in order of priority (highest to lowest) based on the following criteria: 1) Ordering, receiving and distributing custodial and trades maintenance supplies for use in

residence buildings. 2) Ordering, receiving and distributing custodial and trades maintenance supplies for use in

remaining buildings.

3) Ordering, receiving and distributing materials associated with projects, small jobs and low priority corrective work orders.

All Storesperson 2’s are trained and capable of providing back up for the Acting Storesperson 1 in the event of illness and the Acting Storesperson 1 is trained and capable of providing back up for the Central Stores Supervisor.

If necessary, two other staff members (1 Custodian and 1 Insulator) with previous experience in central stores can provide back up for the Storesperson 2 positions.

Decreased staffing levels in Central Stores (and possibly Purchasing) may result in increased dependence on visa’s for purchasing materials, thus dictating the need for temporary increases to the daily/weekly purchasing limits on Storesperson Visa’s.

Inventory levels of required Personnel Protective Equipment (N-95 rated masks, disposable nitrile gloves, hand sanitizer) have been significantly increased to ensure that all Facilities Management staff working in high risk areas are adequately protected.

Should we become short staffed within the Stores Trucking crew, all non critical requests for the moves truck will put on hold to ensure that critical materials get delivered.

All Storesperson 2’s are trained and capable of providing back up for the two operators of the two trades delivery trucks. This would not occur if it resulted in rendering Central Stores unable to fill critical material purchasing/issuing commitments.

Stores Trucking staff and Grounds and Trucking staff are able to provide back up for each other depending on the criticality of the of their respective duties and the level of absenteeism within their respective areas.

In the event of a winter storm, Stores Trucking can operate for one day with only one driver if the remaining staff members are required to assist the Grounds and Trucking staff with snow removal activities.


The Supervisors has a laptop computer which would enable him to work from home if he were contagious.

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Central Heating Plant & Arena

Thermal Plant The Thermal Plant supplies steam and chilled water to many of the buildings on campus through separate heating and cooling distributions. The Plant is staffed and operated 24hrs a day for every day of the year. Staff operates the Plant utilizing a 12 hr shift format. The Plant is staffed with one 1st Class Power Engineer as the Plant Manager, six 2nd Class Power Engineers, and currently one Arena Operator who is a 3rd Class Power Engineer can utilized for short periods of time in an emergency situation. Emergency Operating Modes 5 staff absent: This would leave one certified employee to run the plant with the assistance of the Plant

Manager and the 3rd Class operator from the Arena to operate the Plant. This mode of operation can only be permitted for up to a maximum of 48 hrs.

4 staff absent: This would leave 2 certified employees to run the plant with the assistance of the 3rd class operator from the Arena. They could work; one day shift, one night shift and then one day off (DNO shift). If the Arena operator is not available, one operator could work days and the other nights. This could be permitted for up to 7 days, by which time, some of those who are ill will have returned.

3 staff absent: The DNO shift would be utilized without the assistance of the Operator from the Arena 2 staff absent: The Plant can be operate under the normal shift format. Arena The Arena is utilized for a mix of varsity and intramural sporting activities. The Arena is staffed and operated 18 hrs a day, all year round. Staff operate the Arena in two 9hr shifts daily. The Arena is staffed with three 2nd Class Refrigeration Operators. There are also XX operators in the Thermal Plant who can operate the Arena. Emergency Operating Modes If possible the Arena operators that are absent will be backed up by the Thermal Plant staff. The Thermal Plant staffing requirement will take precedent over the Arena operation. The Arena can be operated remotely with periodic inspections. Some activities may be disrupted (ie. ice cleaning, shaving, etc..)

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PLANNING Mary Jane Adams, Director

The Planning Unit provides operational, project, and strategic planning services to facilities. In addition, this Unit oversees document management, property management and scheduling services for client requests and client requirements. The unit provides non-essential services and measures are in place to provide uninterrupted service in the event of increased employee absence. Training material is available for anyone required to perform the duties for event booking. Also, if the University promoted social distancing, booking of events would not be necessary. If required, the Registrar’s Office could also schedule room bookings as they have access to the required computer program (R25). Three employees have training to perform the duties for Client Reception (Dispatch). If these individuals were all absent, the Security Unit could deal with emergencies. A training manual is being created so that anyone with access to FAMIS could assume the Client Reception role.

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PROJECTS Alex Walker, Director

The Project Unit delivers project management services to all facility related renovations and construction on campus. The Unit does not provide essential services. Work in this area is very dependent on external sources of labour, whether it is design services from consultants, or construction services from trade and/or general contractors. Service levels will be reduced if absences are experienced beyond the 10% range. The types of effects that will be experienced include: Project schedules may be delayed. This could be a result of no project leader to issue tenders, RFPs for service, purchase requisition creation, and contract preparations. This also could be a result of tradesperson absences, whether internally or externally employed. Project Budgets should not be affected unless an absence rate greater than 50% occurs. This could result in delayed claims from contractors. The Project Unit has the ability, through FAMIS, to re‐assign approvals from one individual to another. This can alleviate less severe absences (10% to 25% range) by work load sharing. There is a plan for ‘chain of command’. Emergency phone lists have been distributed. Project Leaders will have the ability to access FAMIS and email online, so work from home will also be an option if an employee is required to be home with sick family members.

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SECURITY Sandy MacDonald, Director

The Security Unit provides essential security coverage for the University community. The following is a summary of the Unit’s H1N1 plan:

(1) At the present time, all of our Security Services Shift Supervisors are fully apprised of the potential problems, and are in receipt of all available documentation previously circulated by the Department of Environmental Health and Safety. In addition, on September 24, 2009, all six Security Services managers/supervisors attended a meeting which was facilitated by Ray Ilson and they were the beneficiaries of his expertise in this area. As a follow-up to that meeting, the Security Director provided each Shift Supervisor and Shift 2i/c’s with the link to the UTube presentation “Pandemic Education & Prevention”, created by the California Community College System. As a result, they have access to this additional resource, which they can share with all members of their respective shifts. Subsequently, all members of our organization will be fully aware of the situation and the precautions necessary in order to attempt to decrease their risk of H1N1 infection.

(2) We have initiated all reasonable preliminary steps to assist us in providing an acceptable level of

security coverage that will enable us to properly protect our students, employees, visitors, our University resources and ourselves, in the event of an H1N1 Pandemic. We have already consulted with senior management at four local security and investigation agencies, within HRM, all of which have supplied Security Services staffing support in the past, in an effort attempt to fulfill our safety and security obligations to the University. These organizations include Citadel Security & Investigations, Commissionaires NS, ISSA and Northeastern Security & Investigations. We realize that these organizations could experience increased employee absences, but we believe we would be able to work cooperatively in an effort to keep Security Services staffed with a sufficient number of trained security personnel, in order to maintain our

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operations throughout this anticipated pandemic. We have also compiled a list of some of our former Security Services employees, who reside in the area (10 at the present time), who might be utilized as possible resources, on a temporary basis.

(3) Depending on situation, from time to time, should the situation warrant, we also plan to impose various restrictions on time-off for vacation, and the like, if this becomes absolutely necessary. We may also consider placing all Security Services employees on temporary Stand-By restrictions, in the event that the situation deteriorates to such a level as to make this necessary, in order to assist our personnel with the continuance of our safety and security operations at the University.

(4) In the event of extreme circumstances, we would invoke a Power Shift operations schedule that would temporarily replace the current four (A,B,C & D) Shift rotation cycle (two days/two nights/four days off), to a Two Shift (Days/Nights) rotation schedule, which would allow us to double up on our current Shift complement. Should this extreme staffing situation become a reality, officers would then be granted periodic time off, on an individual basis, by their available Shift Supervisors, as suitable staffing is readily available, until we are able to return to regular Shift scheduling. This tactic would only be utilized as a short-term staffing solution, in the event of extreme absentee rates between 30/50 % of our normal staffing levels. In such circumstances, all NSUPE personnel involved would be compensated as required by the existing Collective Agreement, and other reasonable arrangements would be utilized to properly compensate our managerial (DPMG) staff.

(5) With respect to our current managerial/supervisory staffing levels (Director, Operations Manager and four Shift Supervisors), we are hopeful that we will be able to maintain a relatively strong leadership capability, even if the Security Director or Security Operations Manager were unable to attend the workplace, and had to provide operational support from their residence(s). In regards to Shift operations, all Shift Supervisors and 2i/c’s are seasoned veterans and are capable of maintaining an adequate level of safety and security for the University, with limited supervision and/or external support.

(6) In summary, we are confident that we could provide an adequate level of safety and security for the University, with the aid of some, if not all of the support mechanisms outlined in this summary. At the very least, we will be able to maintain an acceptable level of emergency response capability in relation to fire, police and emergency medical operations. We should also be able to maintain an appropriate level of building/classroom security, maintain adequate scheduling options, without too much inconvenience for our students and employees. In the event of severe staffing shortages, certain functions may have to be reduced and/or curtailed, such as some parking operations and/or daily deposit pick-ups/deliveries.

Full details surrounding all of the options outlined above, including various contact names and telephone numbers, will be directly communicated to all of our Security Services employees, by the Security Director and Security Operations Manager as the situation warrants.

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Documents

Department of Facilities Management Pandemic Contingency Planfm.dal.ca/Contingency Plan.pdf · Facilities Management (FM) employs approximately 450 people and is the largest department