Infectious Disease Outbreak Management Plan V1 · Version 1.4- 4 March 2020 | Infectious Disease Outbreak Management Plan V1.4a Page 2 of 58 Contents Document & Version Control

Infectious Disease Outbreak Management Plan V1.4a

Strictly Private & Confidential Version 1.4- 4 March 2020 Charles Sturt University

Version 1.4- 4 March 2020 | Infectious Disease Outbreak Management Plan V1.4a Page 2 of 58

Contents

Document & Version Control ......................................................................................................................... 3

Introduction ...................................................................................................................................................... 4

Section 1: How to use this document ............................................................................................................ 6 1.1 Introduction .............................................................................................................................................. 6 1.2 Aims and Objectives of the Plan .............................................................................................................. 6

Section 2: Pandemic Preparation .................................................................................................................. 7 2.1 The Nature of an Influenza Pandemic ..................................................................................................... 7 2.2 Symptoms of Influenza ............................................................................................................................ 7 2.3 Pandemic Emergency Contact Details .................................................................................................... 8 2.4 Pandemic Management Roles and Responsibilities ................................................................................ 8 2.5 Succession Planning ................................................................................................................................ 9 2.6 Policy Positions ........................................................................................................................................ 9 2.7 Business Continuity Plans (BCPs) ......................................................................................................... 10

Section 3: CIMT Establishment & Pre-Planning ......................................................................................... 12 3.1 Critical Incident Management Team (CIMT) .......................................................................................... 12 3.2 Communication to the University Community ........................................................................................ 12 3.3 General Planning ................................................................................................................................... 12 3.4 CIMT Members Roles, Responsibilities and Considerations ................................................................. 13 3.4.7 International Students and Study Centres .......................................................................................... 17

Section 4: Pandemic Response Plan ........................................................................................................... 21 4.1 Pandemic Monitoring and Response Triggers ....................................................................................... 21 4.2 Defining Levels of University Response ................................................................................................ 23

Section 5: Pandemic Procedures ................................................................................................................. 32 5.1 Communications Procedures ................................................................................................................. 32 5.2 Wellbeing Procedures ............................................................................................................................ 33

Appendix A: WHO & Australian Pandemic Phases Comparison Table ................................................... 35

Appendix B: Pandemic Communication Framework ................................................................................. 36

Appendix C: Workplace Handouts and Signage ........................................................................................ 50

Appendix D: Pandemic Glossary ................................................................................................................. 51

Appendix E: Response plans for pandemic threat .................................................................................... 54

Appendix F: Pandemic Response Information Booklet ............................................................................ 58


Document & Version Control Document Control Checklist

Name Title Business Unit

Wayne Millar Director, Operational Services DFM

Version Control

Version No. Author Date of Changes

0.1 Risk Logic Pty Ltd January, 2020

0.2 Wayne Millar 4 February, 2020

1.1 W Millar & CIMT members 19 February, 2020

1.2 W. Millar 20 February, 2020

1.3a W Millar & CIMT members 4 March, 2020

1.4 Catherine Gordon 4 March 2020

1.4a Andrew Vann 6 March 2020


Introduction Context The following information is taken from the Australian Health Sector Emergency Response Plan for Novel Coronavirus (COVID-19)

“Viral respiratory diseases have the greatest potential to cause pandemics and the key threat of emergence of a pandemic strain of virus lies at the human-animal interface. Every so often there has been emergence of novel influenza strains in animals such as birds and pigs, such as H5N1, H1N1 and H7N9, and these viruses have caused significant morbidity and mortality in humans. To date none of these viruses have caused sustained human to human transmission.

Pandemic influenza remains a key global health threat and the Australian Government and the broader Australian health sector is well prepared to respond to an influenza pandemic. The Australian Health Management Plan for Pandemic Influenza (the AHMPPI) is the key nationally agreed document to guide Australia’s response.

In December 2019, China reported cases of a viral pneumonia caused by a previously unknown pathogen that emerged in Wuhan, a city of 11 million people in central China. The initial cases were linked to exposures in a seafood market in Wuhan where a large range of live animal and animal products were sold. The pathogen was identified as a novel (new) coronavirus (recently named Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2)), which is closely related genetically to the virus that caused the 2003 outbreak of Severe Acute Respiratory Syndrome (SARS). SARS-CoV-2 causes the illness now known as Coronavirus disease 2019 (COVID-19). Currently, there is no specific treatment (no vaccine and no antiviral) against the new virus.

Given what we know about pandemic preparedness, response and the significant global impacts of the SARS outbreak in 2003, the influenza pandemic in 2009 and the Middle East respiratory Syndrome (MERS) in 2013 and again in 2015, we cannot afford to be complacent. Due to heightened global concerns around the pandemic potential of COVID-19, following a meeting of the World Health Organization (WHO) International Health Regulations Emergency Committee, the Director-General declared the outbreak of COVID-19 a Public Health Emergency of International Concern on 30 January 2020.

Australia is well prepared and has excellent health systems to deal with this virus. All areas of the health sector are well informed and actively engaged in the national response.

While there is still much we don’t know about the characteristics of SARS-CoV-2, Australia has taken a precautionary approach in line with preparedness and response guidance for a pandemic, working collaboratively with state and territory and whole of government partners to implement strategies to minimise disease transmission through strong border measures and widespread communication activities.

The present novel coronavirus outbreak represents a significant risk to Australia. It has the potential to cause high levels of morbidity and mortality and to disrupt our community socially and economically. The National approach to this plan has been based on the AHMPPI.

[…]

Australia will approach this novel coronavirus outbreak by undertaking activities to:

monitor and investigate outbreaks as they occur; identify and characterise the nature of the virus and the clinical severity of the disease; research respiratory disease-specific management strategies; respond promptly and effectively to minimise the novel coronavirus outbreak impact; undertake strategies to minimise the risk of further disease transmission; and contribute to the rapid and confident recovery of individuals, communities and services.

The activities required to support our community during this novel coronavirus outbreak will involve state and territory governments, the Australian Government and many other health sector parties. Coordination and communication at the national level will be particularly important during our current active response.”

https://www.health.gov.au/sites/default/files/documents/2020/02/australian-health-sector-emergency-response-plan-for-novel-coronavirus-covid-19_2.pdf

https://www.health.gov.au/sites/default/files/documents/2020/02/australian-health-sector-emergency-response-plan-for-novel-coronavirus-covid-19_2.pdf


The Plan The Charles Sturt Response Plan for managing infectious diseases is designed to guide Charles Sturt’s response for the Australian and international context that the University operates within. It should be considered a living document that will be periodically updated as the risk profile changes. As we learn more about the virus and its key at risk groups, and as potential treatments become available such as antiviral drugs and vaccine, we can target resources and public health interventions to most effectively protect the health of all Australians and our international students.

Although much of this material is based on experience with influenza, it is considered highly relevant to the COVID-19 outbreak and hence is retained.

CHARLES STURT UNIVERSITY RESPONSE Although health officials claim that it is a matter of "when," not "if," a pandemic emerges, the timing of the pandemic is unclear. The symptoms associated with future pandemic conditions remains unknown. How the disease will spread, the incubation period between viral exposure and symptom onset, and the efficiency rate for spread from human-to-human cannot be precisely defined. With this in mind, this Plan can be applied to any communicable disease outbreak that is widespread and severely impacts the members of the University community.

The Plan includes critical business processes associated with:

Student preparedness; Academic considerations; Administrative operations and functions; Communications; and Facilities (including residences) and physical preparedness.

Response phases To clearly show how the approach will change over the course of responding to a novel coronavirus outbreak, the IDOMP follows the Australian Pandemic Phase model as follows:

1. Preparedness 2. Response – Standby 3. Response – Action and then if required Focused Action 4. Response – Stand-down


Section 1: How to use this document 1.1 Introduction

A pandemic occurs when a disease develops to which little or no immunity exists and is easily spread between humans. In the absence of immunity, the new disease can rapidly spread across the globe, causing worldwide epidemics or ‘pandemics’ with high numbers of cases and deaths.

The very nature of a pandemic in Australia has potential to be unlike any other modern disaster. A pandemic may:

Arise rapidly and spread quickly. Make people very ill and many will likely die. Generate unprecedented levels of fear and panic. Occur in several waves, each lasting for several months. Require government, business and many community agencies to be involved in a whole-of-society

response. Result in health care services not being able to provide direct care in some cases. Result in very high staff absentee rates for some periods during the pandemic.

With these factors in mind, businesses need to develop contingency plans to manage the impact of a potential pandemic on their business. This plan predominantly addresses a novel coronavirus Pandemic however, can be utilised to address any infectious disease pandemics that may arise.

1.2 Aims and Objectives of the Plan

The University Infectious Disease Outbreak Plan (IDOMP or the Plan) aims to provide a detailed guide for the organisation’s response to a pandemic threat. It also aims to reduce the impact of an influenza pandemic threat on University employees and facilitate the effective management of critical business functions during each phase of a pandemic.

The plan reflects the current information available at the time of writing.

The objectives of this plan are to:

Ensure adequate surveillance is in place to detect an emerging threat from the outset. Adequately prepare the University to enable the smooth and timely implementation of the specific

activities required in the various phases of pandemic planning. Ensure maintenance of essential services during a pandemic. Provide employees, visitors and service providers with up-to-date, authoritative and readily available

information at all stages.

The document is split into three main sections which correspond to key phases of pandemic preparation and response. These include pandemic preparation, pandemic response plans and pandemic procedures.


Section 2: Pandemic Preparation The purpose of the pandemic preparation section is to:

Provide a standardised protocol for dealing with influenza pandemic incidents. Align personnel to critical procedures including facilitation of training and drills. Direct response in times of crisis in accordance with the Plan and any subsequent updates.

The following tools are provided to enable the University to effectively manage an incident:

Information about the nature of an Influenza Pandemic. Information about the symptoms of Influenza. Pandemic emergency contact details. Pandemic management roles and responsibilities. Succession planning Policy and processes

2.1 The Nature of an Influenza Pandemic

Influenza pandemics are characterised by the global spread of a novel type of virus and may cause unusually high morbidity and mortality for an extended period. Most people are immunologically naive to the novel virus and are therefore susceptible to infection. A severe pandemic can overwhelm the resources of a society due to the exceptional number of people affected. A pandemic entails not only the emergency of a new viral subtype, but also the capacity of that virus to spread efficiently from person to person and cause significant human illness.

The impact of an influenza pandemic depends upon characteristics of the virus such as its infectivity, attack rates in different ages (i.e. the proportion of the population infected for each age group) and the severity of disease it causes.

2.2 Symptoms of Influenza

Influenza is characterised by rapid onset of respiratory and general signs and symptoms including fever, chills, sore throat, headache, dry cough, fatigue and aching. The incubation period can range from one to seven days, but is commonly one to three days. There is limited evidence that adults are infectious for half a day to one day before most symptoms start, until about day five of the illness. Children generally remain infectious for up to seven through to twenty-one days after symptoms start.

Symptom Influenza Common Cold

Fever Usual, sudden onset 38o-40o and lasts 3-4 days.

Rare

Headache Usual and can be severe Rare

Aches and pains Usual and can be severe Rare

Fatigue and weakness Usual and can last 2-3 weeks or more after the acute illness

Sometimes, but mild

Debilitating fatigue Usual, early onset can be severe Rare

Nausea, vomiting, diarrhoea In children < 5 years’ old Rare

Watering of the eyes Rare Usual


Symptom Influenza Common Cold

Runny, stuffy nose Rare Usual

Sneezing Rare in early stages Usual

Sore throat Usual Usual

Chest discomfort Usual and can be severe Sometimes, but mild to moderate

Complications Respiratory failure; can worsen a current chronic condition; can be life threatening

Congestion or ear-ache

Fatalities Well recognised Not reported

Prevention Influenza vaccine; frequent hand-washing; cover your cough

Frequent hand-washing cover your cough

2.3 Pandemic Emergency Contact Details

The following contacts and links are to be used in the event of a pandemic situation. Do not take risks; if you suspect a problem call the Emergency Services or Australian Healthline below:

Pandemic Emergency Contacts: Telephone

Healthdirect Australia 1800 022 222

Pandemic References Hyperlinks

Commonwealth Department of Health http://www.health.gov.au/

NSW Dept of Health https://www.health.nsw.gov.au

World Health Organisation (WHO) http://www.who.int/

Office of Emergency Management https://www.emergency.nsw.gov.au/

Department of Industry, Innovation and Science https://www.industry.gov.au/

WorkSafe Australia https://www.safeworkaustralia.gov.au/

Department of Foreign Affairs and Trade http://dfat.gov.au/pages/default.aspx

2.4 Pandemic Management Roles and Responsibilities

The IDOMP will be implemented by the Critical Incident Management Team (CIMT) as directed by the Vice-Chancellor or nominee. Utilising the Plan, the CIMT will adopt and maintain a state of preparedness in accordance with the AHMPPI and NSW Health Guidelines. The CIMT will be guided by the Australian Government declaration or adjustment of pandemic stages to asses and respond to circumstances as required, or at the direction of the Vice-Chancellor.

The Plan requires collaboration with management, the CIMT, Critical Incident Response Groups (CIRGs) (at the campus level) and all core functional areas of the University. The roles and responsibilities of the CIMT are outlined in the University CMP. For specific response actions see the pandemic response strategies detailed as part of the pre-planning in Section 3.

http://www.health.gov.au/

http://www.who.int/

https://www.emergency.nsw.gov.au/

https://www.industry.gov.au/

https://www.safeworkaustralia.gov.au/

http://dfat.gov.au/pages/default.aspx


2.5 Succession Planning

Succession planning is an essential component of the University’s pandemic preparations given the nature and possible effect an influenza pandemic may have on University staff.

The University has succession arrangements in place for key ‘personnel’ whose absence, if away for an extended period of time with no prior arrangements for an alternative, would negatively impact the institution in a material way. Succession Plans are managed within each functional area with the assistance of Human Resources. Reference should be made to succession plans in the event of incapacitation to identify suitable talent for replacement or short term relief of resources.

2.6 Policy Positions

In the event of a pandemic occurring, in order to ensure staff are protected, it may be necessary to put into place specific policy positions to govern both Staff and Student Travel and Staff Leave Entitlements. Planning the policy position and re-evaluating it as the situation escalates or changes is important to ensuring consistent application of advice to staff and students.

Staff and Student Travel Policy Position Once a pandemic has been declared, the Australian Government may enforce travel restrictions and / or close borders to all incoming and outgoing passengers. It is likely that quarantine measures will be instituted before passenger movements resume. The University will need to consider the management of staff and students travelling overseas in this event (whether travelling on business or on leisure) and implement a policy position on Staff and Students Travel.

The University will refer to government travel advice on smarttraveller.gov.au and make recommendations based on this and any other intelligence that would suggest intolerable risk to our staff and students.

The policy position would be developed in response a number of scenarios based on the spread of disease or stage of pandemic at a global scale.

The following information should be clearly communicated by the policy position:

If travel should be cancelled or banned. If travellers should make their own decision based on consideration of risk factors at the time. Advising the employee to self-check for symptoms and possibly seek advice from a medical centre if

symptoms occur. Staff should report their travel history to the treating doctor. Establish a process for ensuring that the employee has completed the period of incubation or

quarantine and is healthy before allowing the employee to return to work. Establish a process for checking on the staff member during his / her absence from work. If the University will cover allowance costs including accommodation and food expenses. If medical expenses will be covered by the University. If any additional transportation costs due to flight cancellations or deferment will be covered by the

University. If travel insurance remains valid.

Staff Pandemic Leave Policy During a pandemic, the University will consider the implementation of a Staff Pandemic Leave Policy to provide additional leave to employees who:

Have become ill with the specified illness. Have been exposed to the virus. Are providing care to family members of the household or immediate family who are ill with the

specified influenza. Are caregivers of children whose schools have been closed due to the pandemic. Unable to attend work due to changed transportation arrangements (government imposed).

The following options to respond to each scenario can be considered and applied:

Flexible work options including working from home, compressed working hours etc


Use of accrued / flex time Use of annual leave Use of long service leave Use of personal carer’s leave A combination of any of the above.

In the event that the University has to close the workplace temporarily, the following options will be considered:

In the first instance, where employees are able to do so, they will be provided equipment and advice to work from home

If employees are directed not to attend work decisions will be made about what salary payments are to be made to those employees

In the event a public health emergency is declared, the University will consider paid discretionary special pandemic leave or other leave as a result of illness or caring responsibilities

Policies will be developed in consultation with appropriate representatives to ensure any changes to workplace arrangements or leave entitlements comply with relevant legislation.

2.7 Business Continuity Plans (BCPs)

Business Continuity Plans (BCPs) assist functional areas to ensure the continuing operations of their critical activities in the event of unavailability of staff due to illness, quarantine, or death. Critical activities are business processes that must be maintained during a pandemic event to allow the ongoing achievement of the University’s operational, financial, regulatory, and strategic objectives.

BCPs are action-oriented plans to which functional areas can readily refer in the case of a pandemic. Among other information, BCPs supply key contact details, assign responsibilities to functional staff, document the business impact analysis, prioritise critical activities, and establish appropriate response strategies and communication plans.

The Plan is the overarching document that coordinates the utilisation of BCPs at the institutional level. It does so by:

• Providing an institutional-level viewpoint of the critical activities operated by the different functional areas.

• Standardising the response plans across functional areas. • Establishing the trigger points at which functional areas should activate their BCPs, where

necessary.

The critical activities that need to be supported to ensure the ongoing business operations of the University are classified as follows (note – this list is subject to change at any time):

• Continuation of strategic/functional leadership

• Teaching • Partnerships • Staff and student academic support • Student information and advice • Advisory and assurance services • Internal and external communications

• Governance, legal and compliance • Research • Student experience • Staff HR support • Study programs • Payroll • Recruitment • Workplace learning

Although functional area BCPs will contain different strategic responses based on the particular nature of their critical activities, the list below provides a standardised response plan to help areas address unavailability of staff due to a Pandemic:

1. Notify Human Resources and the Office of the Vice-Chancellor of incident. 2. Nominate a staff member to handle all internal communications. 3. Issue communication for staff to work remotely during core business hours.


4. Contact staff away from work for other purposes (e.g., on leave) to determine availability to return to work.

5. Make arrangements with other functional areas to temporarily utilise their staff. 6. Source temporary staff from hire agencies (if necessary). 7. Assess the need to temporarily outsource services (if necessary). 8. Initiate recruitment procedures for staff replacement (if necessary). 9. Refer new staff to existing policies, procedures, training materials, and other resources needed for

work. 10. Rearrange workload amongst current staff.

Functional areas should activate their BCPs when either one of the following scenarios takes place, whichever occurs earlier:

• As directed by the Vice-Chancellor. • Functional staff members are rendered unavailable due to the Pandemic. • The University enters the Action Response Phase (see Section 4).


Section 3: CIMT Establishment & Pre-Planning To adequately prepare the University for the impact of an anticipated pandemic a number of activities should be completed to ensure that we fully understand what needs to be actioned should the risk eventuate.

3.1 Critical Incident Management Team (CIMT)

The Charles Sturt Critical Incident Management Team (CIMT) will be responsible for ongoing management of the situation, including implementing this Plan. The CIMT will access specialist officers in the areas identified below to discuss action plans, communication and various levels of response for use if the anticipated pandemic were to become reality. The Prevention Phases should be reissued prior to any declaration of a pandemic.

At the outset of an event the CIMT will appoint an Incident Controller from within the Team based on an assessment of the required skills deemed necessary to lead/chair the category of critical incident at hand and assumes responsibility for the co-ordination of central activities. The Incident Controller may be different than the nominated Presiding Officer of the CIMT during BAU.

3.2 Communication to the University Community

This Plan will be placed on the common drive and communications provided to staff to access and reference the Plan and the associated Business Continuity Plans (BCPs).

The overall detailed communications framework is provided is Appendix B.

3.3 General Planning

The Federal Government’s Being Prepared for an Influenza Pandemic - Business Continuity Guide for Australian Businesses suggests continuity planning for a pandemic should include the following basics:

identifying essential business activities (and the core people and skills to keep them running or alternative back-up arrangements);

identifying the infrastructure and resources required for the organisation to continue operating at the minimum acceptable level;

developing mitigation strategies for business/economic disruptions, including possible shortages of supplies and contingency plans for continued operation;

ensuring relevant employees, customers and suppliers are aware of the contingency arrangements and that they work; and

minimising illness in workers.

Accordingly, planning should include preparing for:

Staff to be sent home or work from home – network access equipment and ergonomics Cross-training and re-allocation of staff from other business areas. Implementing shift work. Employment of temporary or casual staff. Staff notifying management if they feel stressed or under pressure due to unusual work environment.

Any changes to staffing arrangements should comply with all Workplace Relations and WHS Regulations and requirements. Working from home arrangement should comply with existing HR Policies and procedures.

Refer to the University’s BCPs to determine critical staff requirements.


Critical suppliers

The University has numerous critical suppliers providing key services that may be affected in a pandemic situation. The availability of these services will have a direct impact on the performance of critical business functions. These services may include:

Electricity supply Consumables Water supply Insurance delays Communication links Security Key materials / components Facilities

Consideration in the planning phase needs to be given to the following: Identification of immediate critical supplier requirements. Identification of supplier impact. E.g. Are supplies going to be delayed, will they arrive, will there be a rush

on supplies or will orders come up short? Review of supplier business continuity and pandemic preparations. Collaboration with suppliers to ensure priority service. Alternate workarounds to minimise dependency on suppliers. Alternate or back-up suppliers. Communicating with suppliers.

Refer to Key Stakeholder Details in the University BCP for a list of critical suppliers and contact details.

3.4 CIMT Members Roles, Responsibilities and Considerations

The following section outlines Charles Sturt’s recommended CIMT structure and the key roles and responsibilities allocated to each of the business experts from key business units. As each critical incident has discrete nuances it is essential that the CIMT review this proposed structure during the first response meeting to ensure the right mix of skill and authority is present in the membership to meet the management requires for each specific event.

3.4.1 University Staff – Human Resources (Staff Coordinator) As the designated contact for Government agencies establish communication with State and Federal

Health Departments in order to receive updates on global pandemic phases and current situation. ‘To be confirmed at the first meeting of CIMT’;

Prepare / confirm action plan for staff if a pandemic occurs; Consolidate alternate plans associated with staffs attendance, pay and leave; Put in place (review extant) processes to work remotely from University campuses; In conjunction with Office of the Vice Chancellor, prepare a communications plan and key messages

for staff explaining what to look for and the steps they are to take; Direct line managers and staff on the process to assign an accountable person responsible for

monitoring staff who may be ill or unexpectedly absent at work, and provide update reports to Human Resources until clearance to return to work is received;

(WH&S) Develop summary of preventative measures; Facilitate provision of post-incident medical assistance and trauma counselling; Assess and coordinate discretionary leave as required; Manage staff health issues and infection control measures; and Liaise with third parties i.e. WorkCover, etc.

Staff will be required to attend work unless Vice Chancellor directs otherwise; As the extent of the risk to staff justifies and on direction from the Vice Chancellor, Human

Resources will direct staff to stay at home and with due consideration given to the protection of essential personnel identified through the BCP process;

Should work from home not be possible for some staff, the University would continue to maintain salary subject to directive to staff to take leave in accordance with the provisions of relevant


Enterprise Agreements or, in extreme circumstances, stand staff down without pay in accordance with orders given by the Australian Industrial Relations Commission;

3.4.2 DVC Students – Administration & Student Communications In conjunction with Office of the Vice-Chancellor, prepare student facing communications plan and

key messages; Prepare student enquiry escalation points and general FAQs; prepare templates and communication tactics and plans for information to be issued to students, in conjunction with HR-WHS, Faculties and key divisions, track anyone who may have been in

contact with the infected person/region; Develop contingency plans for rescheduling classes, changing timetables (in liaison with DSS),

documentation of alternative teaching methods (in liaison with DLT/Faculties), graduation & examination arrangements etc. and informing students of these change;

Develop contingency plan for late enrolment and special considerations Ensure adequate availability of counsellors and wider support staff; Develop contingency plans for maintaining operations with reduced staff numbers; Establish liaison points within public health authorities, hospitals and community services; In the context of the Trauma Recovery Team, develop a contingency plan for the provision of

psychological and practical support to students and staff in the event of a pandemic; Prepare a room capable of use as an information and support centre; Assess pandemic impacts on critical business functions; Assess and coordinate staffing requirements; Assess and coordinate alternate workplace requirements; and Manage the impact to students.

3.4.3 DVC Students - Residential Student & Retail Outlet Coordinator In conjunction with Office of the ViceChancellor, prepare student facing communications plan and

key messages; In conjunction with Office of the Vice-Chancellor, prepare communications plan and key messages

for parents and carers of students living on campus; Prepare relevant briefing information for DSS Uni Life staff; Prepare relevant briefing information for resident students; Co-ordinate distribution of residential and food service specific staff / student information relating to

the disease; Develop contingency plan for suspected or confirmed case within a residential facility; Prepare and plan for isolation/quarantine area if required; Preparation and liaise with cleaning company & other relevant service providers (e.g., DFM, re

maintaining availability of service); Develop contingency plans for food delivery to students and staff; Develop key staff register and alternate personnel for staff absences; Prepare alternatives for software and/or hardware service interruption; Develop contingency plan for conference and events management; Liaise with key residential stakeholders who operate residential colleges i.e. St Martins, St Francis,

Port Macquarie developer, etc.

Assuming BAU o Staff

Prepare relevant briefing information Provide briefing/training for all staff (including student staff members) to assure

knowledge transfer Ensure deployment of hand sanitiser/info in high traffic areas Issue PP&E in line with CIMT and/or Federal Health Department advisory

o Students Information dissemination re health related protocols (within training &

supplemented with hardcopy + social)


Deploy sanitiser/hand wash, etc. and recommended usage instructions within common areas of all facilities

Waste management protocol (tissues etc.) supplemented with increased service arrangements from cleaning contractor

o Contractors/3rd Parties Refer to general University guidelines

In the case of detection or potential detection of a positive from a student in residence o Prepare relevant briefing information for all staff o Promulgate information & undertake briefing/training for all staff (including Residential

Advisor’s, etc.) to assure knowledge transfer o Action:

Where a student has not yet attended a facility for diagnosis: • Follow protocol from Federal Department of Health – refer student/staff

member to local hospital; phone ahead to medical facility & inform them. Attend & seek treatment/diagnosis

• ResLife staff to notify Charles Sturt incident controller, then proceed to identify other students/staff potentially exposed

• Protocol required for informing those potentially exposed; liaise with CIMT and Student Communications

• Decision required as to isolation or otherwise of those exposed o Identify isolation facility (internal/external to campus?) o Implement protocols to support o Plan for basic provisions eg, food, water, study, health, practical

household requirements o Plan for medical support o Plan for study support o Plan for mental health & wellbeing support o Plan for building servicing/cleaning/maintenance requirements

Where a student has been tested and is waiting for a diagnosis:

• Decision required as to isolation or otherwise of those exposed o Identify isolation facility (internal/external to campus?) o Implement protocols to support o Plan for basic provisions eg, food, water, study, health, practical

household requirements o Plan for medical support o Plan for study support o Plan for mental health & wellbeing support o Plan for building servicing/cleaning/maintenance requirements

Where a student has a confirmed positive diagnosis:

• Follow protocol from Federal Department of Health & implement isolation protocol

• ResLife staff to notify CSU incident controller, then proceed to identify other students/staff potentially exposed

• Ensure PPE equipment is available & issued as appropriate • Identify a specific building/s which can be utilised as an isolation facility.

Facility should have all amenity available within other buildings • Implement protocols to provision student/s with physical, virtual & all other

support mechanisms to assure their wellbeing

o Identify isolation facility (on/off campus?) o Implement protocols to support o Plan for basic provisions e.g. food, water, practical household

requirements o Plan for medical support o Plan for study support


o Plan for mental health & wellbeing support (counselling & general pastoral support)

o Plan for building servicing/cleaning/maintenance requirements • Protocol required for informing those potentially exposed • Decision required as to isolation or otherwise of those exposed & where

they are: o Identify isolation facility (on/off campus?) o Implement protocols to support o Plan for basic provisions eg, food, water, practical household

requirements o Plan for medical support o Plan for study support o Plan for mental health & wellbeing support o Plan for building servicing/cleaning/maintenance requirements

• Maintain regular ongoing information promulgation (within training & supplemented with hardcopy + social)

In the event of a widespread outbreak – shutdown

• Recommend all students in residence leave & return home, where they can • Where students have no alternative accommodation – put in place protocols

to support them on campus as outlined above • Implement protocols as per Business Continuity Plan, e.g. skeleton staffing

Food and Beverage – consider extension of service periods to minimise large crowds

• Managing stock levels • Managing supplies/suppliers

3.4.4 Office of the Vice-Chancellor - Communications Oversight of all internal and external communication (staff, students, agency) and circulate

centralised key messages from Critical Incident Team Meetings; Responsible for identification and delegation of communication roles to relevant Division and

Departments (media, student communication, internal communication, industry communication) Prepare schedule for regular email updates/briefings of staff in the event of a pandemic; Work with Student Communications to ensure clarity and sharing of messages; Confirm accuracy of contact lists for external media; Prepare generic media release and web page information for use as required; Liaise with external Media - If we have a suspected case – VC only to speak on behalf of the

University; Create and maintain a website that is ‘critical incident ready’ for immediate use in an event; Update pandemic response web page on the Charles Sturt website to reflect currency with external

advice/warnings; Develop processes/protocols for development of global key messages, distribution of internal

Information – bulk emails, website information, media, word of mouth ‘management’ etc; Communicate reassurance by VC to staff and students of up to date information and situation; If risk is considered too great or if instructed specific campuses may close; On advice from WHS, DSS and Student and Academic Services, communicate what hygiene

procedures have been put in place; Be the central point of contact for Government (Health or other Ministerial areas) media officers Brief University spokespeople prior to media contact; Provide media monitoring of issue as it relates to the University to CIMT and CIRGs; Co-ordinate distribution of staff / student information relating to the disease; Establish processes to ensure OVC representative is copied in on communication to staff, students

and agencies from other official areas of the University; and Provide media summary as well as web and social media analytics.


3.4.5 Academic Coordinators (Faculties and Schools) Making reference to the various BCP’s ensure early confirmation is received that the specific plans

are relevant to a pandemic and have established what alternative teaching operations can be implemented if required during Pandemic Phase 3. This would include but not be limited to; considering alternative teaching methods (including web Interact 2 LMS, online forums for tutorials, recordings of lecture material and possible involvement of teaching staff located at unaffected campus);

Maintain a register of online units and identify current units which may be easily converted to online content;

Collaborate with the Office of Community and Global Engagement to identify units/courses which involve overseas student travel (i.e. study abroad etc.) to ensure students who are overseas may be quickly identified and appropriate advice re travel warnings etc. can be given;

Establish guidelines to provide ongoing Faculty Office student support services; Prepare individual action plans for servicing critical research, as required (temporary suspension,

working from home); and In collaboration with Student Communication Coordinator identify appropriate strategies for providing

advice to affected students in relation to lectures, tutorials, assignment submission etc.

3.4.6 Research Centres During Pandemic Phase 1 to Phase 2 review plans to establish alternative research operations if

required to do so during Pandemic Phase 3. Planning should include but not be limited to; considering alternative research methods and possible involvement of research staff located at unaffected campus; care and wellbeing of animals, security of research projects, etc.

Heads of research centres to alert Facilities Management (Security) of those activities requiring ongoing monitoring; and

Heads of Budget Centres will need to determine what critical activities (primarily research) is to be maintained/monitored to mitigate damage to research endeavours;

3.4.7 International Students and Study Centres

Office of Community and Global Engagement is to create a travel register, covering students on Study Abroad, etc., together with any International Services staff who may be travelling overseas. Information should include name, relevant School/Faculty/Division, overseas country/ies visiting (by date), contact telephone number whilst overseas, Charles Sturt email address, contact phone number of each accommodation venue (by date) whilst overseas, two family contact phone numbers in Australia;

Develop individual management plans for each Partner site commensurate with the University’s and TEQSA requirements, including assessment of flexible delivery options and alternative enrolment options; and

Develop a strategy for managing on-shore international students (or potential new arrivals) from affected areas, and return home issues in the case of a pandemic hitting Australia.

3.4.8 Virtual Infrastructure Coordinator (Information Technology Services) Assess and ensure sufficient capacity of Cisco Virtual Private Network (VPN) infrastructure and

Virtual Desktop Interface (VDI) infrastructure to accommodate staff working in alternate locations. (e.g. from home). Staff can remotely connect to Charles Sturt IT services using either VPN of VDI.

Manage and Maintain data centre environments as needed from remote location using tools such as those mentioned above.

Manage and Maintain core network services to campuses and remote data centres using approved tool set.

Liaise with vendors of on-line services to monitor and manage service availability of hosted and software as a service solutions.

Assess and ensure IT help desk staff can function remotely. Monitor I2 (Blackboard) capacity given possibility of significantly increased number of users;


3.4.9 Travel Management Coordinator Determine if Charles Sturt travel policies require amendment to meet the requirements posed by the

new risk event Provide CIMT with timely advice from official Government travel site (DFAT) as well as independent

advice from the University’s global assistance provider. Liaise with the University’s travel insurer to seek advice on coverage and any financial implications. Provide understanding of services available through the University’s global assistance provider and

additionally through the relevant Government agencies. Create database/register of staff travelling overseas. Information should include name, relevant

School/Faculty/Division, overseas country (ies) visiting (by date), contact telephone number whilst overseas, CHARLES STURT email address, contact phone number of each accommodation venue (by date) whilst overseas, two family contact phone numbers in Australia;

Refer to the international travel database and register to identify relevant travellers and contact information. If necessary refer to HR database for emergency contact numbers.

3.4.10 Finance and Logistics Co-ordinator Provide CIMT with timely advice from official Government travel site (DFAT) as well as independent

advice from the University’s global assistance provider; Claim on insurances and seek assistance from government; Provide advice for any additional employee allowances to cover working from home costs; and Liaise with third parties i.e. insurance company, etc.

3.4.11 Risk Management Co-ordinator Provide CIMT with advice regarding the relevance of Charles Sturt BCPs and the threat being faced

by the current event; Provide strategic guidance to BCP owners to address any shortfalls in existing BCPs; Consolidates BCPs to address internal consistencies and interdependencies; and Coordinates and aggregates monitoring and reporting initiatives relative to BCPs across the

University.

3.4.12 Physical Infrastructure Coordinator (Facilities Management Services) Provide CIMT with advice regarding facilities operations and closures in the event of a pandemic Liaise with business areas over facilities issues Direct security and other FM staff in relation facilities decisions.

The following table provides scenarios and actions for campuses in response to a pandemic with regards to physical infrastructure. It provides the physical campus procedures. Critical business activities and processes should be followed for each functional area in line with their Business Continuity Plan. The pandemic response phases should be noted in consultation with the below.

If an Australian pandemic is declared it is expected that all campuses move to standby mode in preparation to move to action in line with specific scenarios on each campus. The actions for cases in the footprint are only followed when an outbreak occurs. A common sense approach is to be applied to a single case in footprint.

The Vice-Chancellor is the delegated authority to direct a campus closure during the action phase if required. The scenarios and responses on each campus are detailed below.

Multiple cases in footprint (outbreak)

Single case on campus Multiple cases on campus (outbreak)

• Ensure sanitiser stations are installed in all common areas

• Ensure hand washing and hygiene posters are in all common areas.

• Self-isolation of all people in known contact

• Initiate Covid19 cleaning protocols

• Communication directly to all staff and students to notify

• Determine area of outbreak and likely contact

• Maintain cleaning in identified essential areas.

• Activate social distancing for staff and students


Multiple cases in footprint (outbreak)

Single case on campus Multiple cases on campus (outbreak)

• Communicate directly to staff and students on campus with instructions – if they feel ill, what to do, hygiene practices when off campus, preparing for preparing for self-isolation, social distancing,

• Increase cleaning in common areas (student and staff based)

• Staff with high risk factors to be advised to work from home

• Ensure all students know how to transition to online if required

• Purchase additional residential supplies in case isolation is required. Identify ensuite accommodation area for students unable to return home.

• Ensure all managers are aware and prepared to activate their business continuity plan

• Train essential staff in PPE (p2masks). To be conducted by FOS.

• Produce ‘A’ frame signage for campus entrances – Advising of Social Distancing and Campus Closure scenarios, DFM.

• Advise 3rd party tenants on campus of response plan

• Include Department of Primary Industry in communications

• Instructions on what to do if you feel ill

• Follow advice of NSW Health • Issue PPE to essential staff

• Place ‘A’ frame signs at all entrances advising of Social Distancing – Include South Campus

• All non-essential campus staff to work from home

• All on-campus staff remaining to wear P2 masks and gloves

• All students who can study online to shift to online mode and consider returning home

• All gatherings to be cancelled or held virtually

• No visitors to campus • Activate BCP’s for functional

areas • Follow advice of NSW Health

IF campus closure declared: • All staff to work from home • Advise 3rd party tenants, resident

sports clubs and childcare centre campus closed – CSU unable to provide services

• Advise DPI of closure • Advise emergency services • All students to return home –

20% may not be able to return – ensuite rooms to be activated

• Activate online learning • Hire and activate temporary

electronic signage at entrance gate – Place ‘A’ frame signs at entrances

• Activate lock down – Essential staff to be given access on Gallagher

• Extra security guards and engage monitoring company for alarms & CCTV

• Consider erecting road barriers at entrances


Crisis Management Team Structure4/02/20

Emer

genc

y Pl

anni

ng &

Bus

ines

s Co

ntin

uity

Tea

ms

Cris

is M

anag

emen

t Tea

mCr

itica

l Inc

iden

t Man

agem

ent T

eam

Student Coordinator DVC Student

IT Coordinator ED, DIT

Academic Coordinator

DVC, Academic

Corp Comms Coordinator Chief of Staff

Facilities Coordinator

ED, DFM

CMT Support EA, VC

Vice Chancellor or Delegate

SpecialistsLegal: Dir CSU

LegalRisk: Uni Sec

Crisis Manager Vice-Chancellor

Alt:

Alt: Dir I&CS, DIT

Alt: Dir OS, DFM

Alt

Alt

Corporate Coordinator

CFO

Personnel Coordinator

ED, HR

Partnerships CoordinatorDVC, RD&I

Alt:

Alt:

Alt:

Emergency Control Organisation

Wardens

Business Continuity Coordinator / Teams

Student Comms Coordinator

Dir, DVC Student

Alt

LogisticsAdrian Whiting

Physical InfrastructureSteve Mitsch

Personnel Coordinator Rod Esdaile

Res Student CoordinatorDavid Griffin

Academic Coordinators Tracey GreenMegan Smith

Virtual Infastructure

Brian Roberson

Emergency Control Reps

(Chief Wardens)Ken Simpson Terry O’Meara

Peter ScottMark Evans

Adam Sunderland

Corp CommsCatherine Gordon

CIMT SupportKen Simpson Lisa Faulkiner

Incident Controller Wayne Millar

Student Comms

James Brann

Business Continuity

Marcos Tabacow

Uni TravelPaul McLeod

International Students &

SGATom Burton

Local Disaster ManagerNSW Dept of Health

Campus HygieneCSCS

Alt: Peter Scott

Alt: V Lane

Alt: J Kelly

Alt: A Hillsdon

Alt: E Redenbach

Alt: P Evans

Alt: R Stephens Alt: C Kozlik

Alt: S Oakman Alt: L Jones

Version 1.4- 4 March 2020 | Infectious Disease Outbreak Management Plan V1.4a

Page 21 of 58

Section 4: Pandemic Response Plan This section outlines the actions to be undertaken by the University to monitor and respond to each of the pandemic influenza phases. It is to be used in conjunction with the supporting Pandemic Procedures in Section 5.

4.1 Pandemic Monitoring and Response Triggers

Pandemic Phases The Department of Health will take the lead in managing an influenza pandemic in Australia, supported by other Australian Government agencies to implement strategies to contain the virus, reduce the spread and ensure the continuation of critical services. The Australian Government have outlined four key phases of a potential pandemic wave in Australia. The Australian phases are informed by the World Health Organisation (WHO) phases, however are not tied to the WHO model because the overall international situation may vary from the national situation. The comparison of WHO & Australian Pandemic Phases is included in Appendix A. Further detail on the Australian Phases is provided in the Pandemic Phase Table below.

Australian Phases Colour Code 1. Preparedness Green – Information / Advisory

2. Response - Standby Yellow – Standby Phase

3. Response - Action Red – Response Phase

4. Response - Stand-down Blue – Response Phase

Monitoring Phases The CIMT will utilise the established pandemic phases to monitor a pandemic’s status and use any movement in these phases as triggers for the activation of appropriate response strategies for the company. WHO will announce the onset of each international phase, and the Department of Health will announce the applicable Australian phases. Some key factors considered in the determination of phases are:

Minimise transmissibility, morbidity and mortality; Minimise the burden on/support health systems; and Inform, engage and empower the public.

Responding to Phase Changes In the event of an imminent pandemic as the situation changes and we move into a new pandemic phase, the Pandemic Phases Table below in Section 4.1 is to be used by the CIMT to identify the appropriate response strategy in Section 4.2. The Response Strategy will provide guidance on how to best react to the situation, outlining the appropriate actions to take in minimising potential negative consequences to staff and the organisation. Response Strategies are written for Australian Phases only. The Pandemic Procedures in Section 4 will provide the required supporting detail for each task in the response strategies.


Page 22 of 58

Monitoring Business Impacts At each phase of a pandemic there will be different pressures on the University from internal and external sources. These pressures will affect demands placed on the University by its Students and other stakeholders, and will determine what services are deemed critical and affect how these critical services will be provided by the University. At each phase of the pandemic, the CIMT must be aware of the potential impacts on the company and determine the appropriate service level and delivery method. The following information should be used to assist with this process. A number of factors need to be considered and assumptions made when assessing the impact of a pandemic on the University. These may include:

Pandemic duration (may last up to 18 months with multiple waves). Infection rates amongst the population. Mortality rates of those infected. Age distribution of mortality. Duration of illness and absence from work. Frequency and duration of business closures. Demand for insurance claims and impact on insured’s ability to pay premiums. Potential impact on volume of new and existing business. Potential impact on Student and institution financial requirements. Potential impact on financial markets and associated impact on investment value and asset

prices.

The University’s primary focus during a declared pandemic will be the safety and wellbeing of its students and staff while continuing to maintain student teaching and research already in progress for as long as possible to mitigate business interruption.

Any new services such as business development, undertaking special or new projects or any internal non-essential system changes within the organisation will be deferred or suspended.

Depending on the impacts and their severity, a pandemic may significantly re-order the priority and criticality of certain business functions. Refer to the Critical Business Functions list within the University BCP.

The Pandemic Impact Flowchart on the below will guide the CIMT to identify pandemic impacts, assess the effect to critical business functions and provide direction to the appropriate reference materials.

Business impacts will be reported to the Vice-Chancellor’s Leadership Team and the University Council as and when required.


Page 23 of 58

4.2 Defining Levels of University Response

Note: Charles Sturt University acknowledges the Pittsburgh University and the Bradford Campus 2009 Plan which forms the basis of this section of the Charles Sturt IDOMP)

External or internal triggers will dictate a set of responses and actions the University shall take. As stated, there is a continuum of possibilities for the next pandemic. There likely will not be one isolated trigger that clearly necessitates a change in response, especially during the early stages of awareness regarding an emerging pathogen. Factors that bear on decisions to implement the response levels described below will include:

government directives and/or travel advisories proximity of disease to University campuses severity of disease mortality rates public perceptions and response social order / social unrest time within academic calendar year positions and responses of peer institutions positions and responses of local institutions

Because triggers and criteria for decision making are dynamic and relevant to only a unique set of circumstances, the response levels are associated with a milestone activity. The resulting plan


Page 24 of 58

outlines business units, activities, and resources that are necessitated by milestone decisions. Milestone decisions are incrementally presented:

1. The current planning phase; 2. Enhanced communication due to reports of effective human-to-human disease transmission

elsewhere in the world; 3. Social distancing of students to reduce illness and disease transmission on campus; 4. Suspension of normal University operations due to pandemic conditions; and 5. Plans for responding to ill individuals on campus.

RESPONSE PHASE 1 – PREPARDNESS Planning Level During the planning phase the University will remain engaged in pandemic planning processes through a continual improvement methodology which will place the University in a strong position to respond to and recover from a pandemic which is triggered by circumstances and events that have prompted international experts to anticipate human-to-human transmission of an emerging or re-emerging pathogen. The University will formally review and practise its response documentation and procedures to ensure its IDOMP, BCPs, succession planning, etc. are current and therefore will provide a timely and accurate resource for the staff that are required to prepare, respond and recover from a possible pandemic. This document is designed to provide tangible guidelines that are representative of the University's response.

RESPONSE PHASE 2 – STANDBY The Phase 2 - Standby response is likely to be necessitated by confirmed reports of efficient and sustained human-to-human transmission of an emerging or re-emerging virulent pathogen anywhere in the world. It is fully expected that such reports will generate a media activity across the globe, which in turn will multiply external and internal queries about the disease and situation.

The Vice-Chancellor shall determine when to convene the CIMT to prepare the University for a measured response if the pandemic phases escalate to Phase 3 - Action. Preparation shall include requesting all business units to review the details in the respective units BCPs, succession planning, etc. is till current, the quantities and adequacy of the hygiene chemicals and PPE consumables based on the threat being faced.

The Office of Vice-Chancellor, Division of Student Services and the Office of Global Engagement and Partnerships will use a variety of tactics to communicate during the high alert stage.

Staff communications will be via a dedicated Critical Incident page in the Staff Hub, direct email and CSU Safe.

Student communications will be centrally located within the student portal on a dedicated page.

Each set of communications include links to relevant government websites, travel advice and FAQs.

Externally, a media release and social media content will be utilised to communicate to external audiences as required.

During this Standby Phase, the University must be ready to respond to internal queries from its staff, and students and to external queries from concerned parents and visitors to the University, and the media.

Dedicated IVR messaging will be added to the Student Central line for students and community to call for support and advice. The voice options will direct people to the right path to speak with an operator. Alongside this, the incident reporting system has an additional field added to report exposure to or suspected cases of novel coronavirus to ensure we can actively monitor and respond to exposures and cases as they occur. Communications about the phone line and process for reporting will be provided to both staff and students.

The information will remain consistent via centralisation through the Office of Vice-Chancellor. As necessary, communications will be targeted to specific audiences, (e.g. partners, students, staff and parents) to provide a more effective messaging based on the needs of each audience.


Page 25 of 58

During the Standby Phase, the University will be mindful of members of the University community that are in foreign countries. A system is in place to identify students and staff who are off campus for University-related functions (internships, study abroad, sponsored trips, clinical placements, etc.). The whereabouts of individuals performing University functions would be helpful in a pandemic scenario due to impending or enforced travel restrictions. Also it may be necessary to be aware that an individual's recent travel destinations have included areas where illness is prevalent, so that the individual may be appropriately screened or quarantined before returning to campus. In conjunction with the University its partners should be prepared to enact such screening as necessary.

RESPONSE PHASE 3 – ACTION Full Alert & Social Distancing Response Phase 3 - Action is associated with confirmed reports that there has been human-to-human transmission of an emerging or re-emerging pathogen anywhere in the vicinity of a Charles Sturt University campus or teaching site. The vicinity of campus or teaching site is defined by an area that encompasses all locales that are within a typical daily commuting distance by vehicle.

This response level is prompted by a scenario where emerging illness is spreading across the globe and the nation. There is a heightened fear among the regional population. The University is receiving numerous inquiries per day regarding the status of student whereabouts, classes, social events, research studies, and provision of other services. Assuming that a majority of social activities such as primary school, high school, sporting events, meetings, and other gatherings have been suspended, there will be increased pressure to disperse students from campus in order to reduce the spread of disease. (There may even be a government mandate for such an activity).

Social distancing

Absent a government mandate, early decision making to enact "social distancing" at University campuses may be prudent to minimise demand for local medical care of students, and for housing and support services for well students during this period of social stresses. In essence, social distancing for the University would encompass a temporary suspension of classroom activity and cancellations of public events organised by the University and held on University grounds or off campus. (This is not equivalent to a temporary suspension of all classes as many classroom activities will continue via online learning.) Additionally, students would be encouraged, advised or required to return to their homes to reduce the spread of illness.

It is recognised that there are legal, financial, and reputational risks in acting too early (and too late). Families demanding to retrieve their students from campus will also apply additional factors for consideration. The duration of social distancing will be determined by the disease profile, external circumstances, and the timing of the decision relative to the academic calendar. In the event of a decision to enact social distancing, an organised dispersal of students from campus will be required.

While planning a social distancing process, it will become necessary to account for those students who may be incapable of returning to their homes due to travel restrictions, financial hardship, or other reasons. It is widely assumed that at least 80% of students could be dispersed to their own homes or to the homes of classmates. The Pandemic Preparedness Plan provides a framework for the University to maintain services to the 20% of students remaining on campus under a social distancing directive.

Absenteeism

During this response level (3a) in which social distancing is assumed and classroom activity is temporarily suspended, the faculty and staff are assumed to be available to work. Based on the social stressors that are anticipated during this scenario, absenteeism rates of 10-25% are projected. Human Resources is examining existing policies surrounding sick time, leave of absence, and paid time off in response to these scenarios. Essential personnel have been identified and have explored the ramifications of an absenteeism rate of 10-25%.

Staff who indicate any of the symptoms associated with the pandemic disease profile will be instructed to immediately leave campus and to seek treatment through their health care provider. Information will also be communicated to faculty and staff that if they become sick, under no


Page 26 of 58

circumstances are they to report to campus. Any ill student on a Charles Sturt campus will prompt a response outlined in Response Phase 3 – Focused Action.

During Response Phase 3 - Action the University will be focused on the housing and feeding of remaining students, enhancing communication, maintaining campus security and IT services, and sustaining the research enterprise.

Academic considerations

Academic considerations prior to enacting a social distancing response will be critical in decision making. The academic considerations are highly dependent on existing academic policies, and the period of the academic calendar in which the social distancing decision arises. Timing for tuition refund, scheduling of classes and admission of new students (to name a few) will all be considered in the decision to enact social distancing. Given the complexity of these factors, the Vice-Chancellor will facilitate a decision through the Crisis Management Team and determine the course of action.

The academic hierarchy—Chancellor/Vice Chancellor/Deputy Vice Chancellors/Executive Deans/ Executive Directors—will be the primary communication process for academic considerations during any emergency. Detailed contact lists for both telephone and email communications are in place and widely distributed. Existing communication chains utilising all appropriate technologies will be utilised at each Phase to the extent possible during the period of the emergency to provide the most reliable and structured dissemination of information as to immediate actions.

Communications

Per the existing Emergency Response Plan, the emergency command structure Crisis Management Team (CMT) and Critical Incident Management Team (CIMT) will be assembled when an emergency scenario is declared by the Incident Controller or Vice-Chancellor. In the various pandemic scenarios, the Crisis Management Team may extend beyond University officials to incorporate local, state, or federal officials responsible for coordination of activities, such as traffic control or emergency supply needs.

Communications channels will remain consistent with the Standby phase so audiences know how to expect to receive consistent information. Media spokespeople will be assigned as required by the Charles Sturt Media Team.

The University’s communications systems will be maintained and available throughout, wherever possible. It is vital that the University’s critical computing and network infrastructure remains operational to ensure secure and reliable communications. Ensuring the continued availability of key individuals will be critical. A listing of contact information for the CIMT will continue to be kept current with CSUSafe, the University’s emergency communication system.

Given the necessary reliance on multiple means of communications, it is critical that one office have responsibility for ensuring that all communications are consistent and timely. The Office of Vice-Chancellor will assume this role and will identify the other communications leads that may be required to meet the needs of event at hand.

Suspension of classroom activity

Classroom activity will be formally cancelled on a campus-wide or on-site basis when, in the judgment of the Crisis Management Team, acting upon the advice of competent authorities and pursuant to an agreed upon response phase, class attendance would pose a risk of contagion or when a sufficient number of faculty and staff are not available to conduct classes or provide appropriate Phases of support for students.

Individual staff members may not unilaterally cancel classes except under the types of conditions in which they now may do so, which is largely limited to short-term illness. Individual staff members may not change the method of instruction utilised for individual classes, such as substituting online instruction for classroom instruction, unless approved by their Head of School and/or Executive Dean. The announcement of the cancellation of classes will be communicated centrally through the University Home Page, as well as other communications channels as deemed appropriate (such as I2, Yammer, Facebook, etc.) and email contact lists.

Activities located in other places, such as off-shore sites, study abroad or distance education programs, should continue if possible. Certain subjects or elements of subjects over which the University may not have scheduling control, such as internships, may be cancelled unilaterally by the


Page 27 of 58

sponsoring agencies. In such instances, any enrolment associated with the experience are suspended until the activity can be resumed.

In the event of the cancellation of classroom activities, academic work in specific courses/subjects may or may not be suspended, dependent largely on the point the academic year when the suspension of classroom activity occurs. Planning for alternative subject delivery options is underway.

If classes are cancelled after the twelfth week of the term, individual faculty may either award credit for the course on the basis of work already completed, or assign additional work to be completed independently and subsequently submitted, preferably electronically. If agreed to by individual students, faculty may assign a Satisfactory grade rather than a letter grade.

If classes are cancelled between the sixth and twelfth week of the term, faculty will, to the extent possible, utilize on line assignments, on-line education or other arrangements during the period of the disruption to minimize the long-term effect on the class schedule. For students or faculty who do not have access to necessary computing capability, alternative arrangements will be made for the completion of the work. For those courses in which the faculty are unable to provide online instruction, the classes will be suspended until normal activity can resume and students enrolled in those classes will receive a G grade. Students not able to participate in such instruction will receive a G grade, making up the academic work at an appropriate later time as specified in consultation with policy of the Provost’s office and/or campus administration.

The impact of the cancellation of classes on the academic calendar should be as minimal as possible, and every effort will be made to return to the normal calendar quickly. Subsequent academic terms should not be reduced in length; rather, the Session 90 should be used to provide the necessary flexibility in scheduling.

Academic Staff

Academic staff who become ill, or whose family become ill, or who are subject to quarantine and cannot conduct their assignments will be subject to the normal University policies as specified in the faculty and medical and family leave policies. Academic staff who are able to do so will normally be expected to carry on to the greatest extent possible their academic responsibilities even if classes are cancelled, pursuant to the class cancellation policy described above. To the extent possible, academic staff should utilise online or other appropriate virtual forms of instruction and communication with students to ensure the continuation of appropriate academic work and to maintain the integrity of instruction and evaluation.

The University’s IT services and applications such as Interact 2 will be critical to this effort, as will the secure remote access services (VPN/VDI) in terms of providing remote access to institutional resources. These resources will permit some level of academic work to continue during the period of the emergency, whether the students are home or are quarantined on campus. The extent to which this is possible will depend upon the severity and extent of the disruption and will be largely dependent upon the academic judgment of individual faculty.

Executive Deans and Heads of Schools

Executive Deans and Heads of Schools are responsible for developing and implementing broad policies governing appropriate forms of faculty instruction during the period of any disruption. It is particularly important that units in which external accreditation is an issue have clear guidance from their accrediting agencies about the flexibility they have to implement alternative forms of instruction.

Academic and Professional Staff

Academic and professional staff essential to the continuation of business operations, as well as of programs of instruction and research will be identified and notified of their designation and responsibilities. All staff should refer to the BCPs of their functional areas for the designated response strategies to ensure continuation of critical activities. Staff who fulfil these responsibilities will continue to receive their regular salaries during the period they are doing so. Human Resource actions, including leaves of absence for essential personnel, may be suspended during the period of the disruption.

Students


Page 28 of 58

Students will be given the greatest opportunity possible under the circumstances to continue their course work within the procedures described above. Should classes be cancelled or should the personal health circumstances of individual students make it impossible for them to do so, University policies and procedures will be applicable, specifically the Enrolment Policy and the Assessment Policy.

The actions taken by Charles Sturt will vary depending on timing and duration of cancellation of classes. The Deputy Vice-Chancellor (Students) portfolio will work with the relevant Faculties to develop appropriate solutions for the affected students in accordance with our student centred culture and the policies of the University.

RESPONSE PHASE 3 – FOCUSED ACTION Within Response Phase 3 there will be a transition from ACTION to FOCUSED ACTION as the pandemic becomes associated with widespread, efficient and virulent disease that is entrenched across the University’s geographic footprint of domestic campuses and partner sites. There is blanket media coverage and reported deaths in Australia. It is assumed that the healthcare delivery system is extremely over-taxed and most public services are minimised. There is widespread public distress and pervasive media coverage. In this scenario, social distancing as described in Response Phase 3 – Action is assumed, and for the sake of this plan the temporary suspension of normal University operations is also assumed.

Focused communication plan

Entering Pandemic Phase 3 the need for centralised and consistent communications through the Office of Vice-Chancellor, Division of Student Services and the Office of Global Engagement and Partnerships is essential as the messaging becomes more focused on what the University is doing in direct response to managing a direct response to a threat in close proximity or on a University campus. The messaging to staff, students and stakeholders is about what actions are being taken and how that will impact on them and the impact on the University’s capacity to keep business processes and support services in place.

University operations will be reduced to a minimal level necessary to maintain security, support students remaining on campus or teaching sites, sustain research models, and protect buildings. The performance of these functions will be impacted by the assumption that there will be a 40% absenteeism rate at any given time due to illness in the community. Additional absenteeism also is assumed due to illnesses encountered at home or fear of public travel. A 4% mortality rate is also assumed.

The University will strive to sustain minimal operations for a period that coincides with a 6-12 week "wave" of high infection rates. Historically there have been waves of this duration occurring in multiple cycles, prior to permanent deflation of disease rates.

Research continuity in a pandemic

The University will seek clarification from its major funding agencies with regard to their plans for extension of grant funding and reporting requirements in the case of an unavoidable disruption of funded research programs. In the event of any unavoidable disruptions, the impact on the research program will be identified and addressed with the funding agency. Staff conducting research or supervising student research are responsible for ensuring safe and appropriate discontinuation of research activities.

Workplace Learning continuity in a pandemic

The University will maintain close contact with workplace learning providers in regard to their plans for continuing clinical placements in the case of disruption to their workforce or high level of risk to students. In the event that cancellations are initiated by a placement provider then the workplace learning administration teams will identify alternative options to ensure continuity of learning for students. This will be in line with the business continuity plans. Where there is mass disruption to placements this may impact on students’ ability to complete their course requirements within the normal timeframes.


Page 29 of 58

To ensure the safety of students we will reinforce infection control teaching with students as they prepare for placements. If students express concern about attending placements due to increased risk we will ensure accurate information is provided to inform decision making.

If a student has a positive contact we will ensure we have a single point of contact within the university where the health system can be directed to ensure appropriate follow up.

Suspension of normal operations

Another key consideration during a period of suspended normal operations will be the maintenance of University buildings. Such activities include provision of minimal heat to avoid rupture of plumbing in cold weather, providing minimally conditioned air to sustain on site IT systems, and providing clean and reliable sources of water and sanitary facilities to those areas where remaining students are housed or where personnel are maintaining operations for security forces, emergency response, decision-making, and other essential functions.

Maintaining a secure campus in such a scenario will become increasingly important as the University may be perceived as an area of refuge for those in distress. Further, capabilities of emergency response may be minimized and extra vigilance and monitoring of University facilities may be necessary to protect property and health.

Under the scenario described for the pandemic period, the University may be providing support for a number of students still housed on campus. Strong consideration will be given to consolidate those students into one facility to preserve resources. In order to further preserve and maintain resources for commodities, selected departments have initiated the exercise of validating that contracts with key vendors are in place and that an alternate source for the commodity has been identified (should the vendor also have a suspension of normal operations during the pandemic period).

The following items will be stored in the Health Services Office and in the Facilities Management Building to be utilized in an emergency; and will be inventoried and receive regular inspection by Health Services and Facilities Management Staff, respectively: masks, liquid barrier gloves, hand soap, paper towels, waterless hand cleaner, concentrated disinfectant, ready to-use disinfectant spray, wiping cloths, buckets, and red trash bags.

MANAGEMENT OF PANDEMIC CASES ON CAMPUS This response is necessitated by a confirmed case of an emerging or re-emerging pathogen on any of the University’s campuses or teaching sites. It is feasible that a case of pandemic, Influenza, or some other illness, would first emerge on one of the University’s domestic campuses or teaching sites with a high probability of emergence across multiple campuses. Such a finding would obviously negate the incremental approach to pandemic preparations described in this document.

It is possible that the first identified cases(s) in the region could be entered into the healthcare delivery system. However, since placement of a sick student in the healthcare delivery system may not be possible, plans must account for student transfer to the care of the guardian or family.

Upon case confirmation, the guardian or family of the student will be notified by the DVC Students and the goal will be to relocate the student to the care of the guardian or family. Every effort will be made to facilitate the transfer of the student to the care of the guardian or family as expeditiously as possible. Sick students may be moved to designated are set up for sick students on Campus or another external location while they await transfer.

If the confirmed case is a University student that lives outside of a Charles Sturt University residence hall, the student will be referred to his or her primary care physician or the local hospital for management. If the case involves a visitor to the campus, the individual will be referred to the local healthcare network for treatment and management. If the case involves a faculty or staff member, the individual will be promptly directed to return to his or her residence and seek healthcare through the healthcare delivery system.

Confirmed cases will be assessed for who they have been in close contact with in line with the NSW Health definition. Those who have been in close contact are required to be in self-isolation for a period of 14 days at the time of writing.


Page 30 of 58

For staff, they will be required to work from home and if they become ill, access to leave will be applied.

For students living in residences, self-isolation will mean students will need to remain in place in residences and supported by the University in terms of supplies. UniLife has detailed plans in place for each individual campus. These plans should also be referenced in conjunction with the facilities management responses detailed in Section 3.16.

All cases will need to be reported both to public health authorities and through Charles Sturt University’s

There are numerous business units within the University that shall be responsible for devising a series of plans and standard operating procedures for the management of pandemic cases on campus which are contained in each business units BCP.

REQUEST FOR USE OF FACILITIES BY NSW HEALTH At the request of NSW Health, the University will provide available facilities. Actions will be managed by request.

RESPONSE PHASE 4 – STAND-DOWN Return to Business as Usual Individual activities will be regularly assessed and stood down when they no longer contribute to the IDOMP goals of the outbreak response. The trigger for the IDOMP response as a whole to move into the Stand-down phase will occur when advice from Australian Federal Government Health Department indicates that the novel coronavirus outbreak has reached a level where it can be managed under normal healthcare arrangements

Stand-down activities will focus on:

supporting and maintaining quality student care; ceasing activities that are no longer needed, and transitioning activities to normal business or

interim arrangements; monitoring for a second wave of the outbreak; communication activities to support the return from emergency response to normal business

services; and evaluating systems and revising plans and procedures.

Response plans for each phase of the threat are detailed in Appendix E.


INFECTIOUS DISEASE RESPONSE ACTIVATION POINTS SUMMARY TABLE

AHMPPI Response Phase

AHMPPI Stages University Actions Specific triggers Planning items for consideration

1 - Preparedness

No novel strain detected

(or emerging strain under initial investigation)

Review disease outbreak mgt plans, business continuity plans as BAU

Monitor Government Health alerts as BAU

Annual review date

Training scenario/ continual improvement processes

Regular training programme

Churn in membership or changes to org structure

2 - Standby Sustained community person to person transmission overseas

Notify Office of VC.

Convene CIMT

Monitor Government Health alerts and action guidance materials

Review and prepare communications plan

Overseas students or staff impacted by outbreak Overseas student cohort management

University response + comms plan

Facilities planning

3 – Response: Initial Action

Cases detected in Australia CIMT coordinate and manage university response. Activate Disease Outbreak Management plan Monitor Government Health alerts and action guidance materials. Local CIRG on notice, and prepared for action

Overseas students impacted by outbreak Local students impacted by outbreak

Overseas student cohort management University response + comms plan Local student cohort management University response + comms plan

3 – Response: Targeted Action

Cases detected in Australia. Case numbers increase within Australia

CMT and/or CIMT coordinate and manage university response.


Case/s identified in specific student residence

Case/s identified in specific face-to-face student cohort

Case/s identified in specific staff cohort

Case/s identified in local community

- Multiple cases at single campus location

- Multiple cases at multiple campus location/s

Residence isolation management

Local infection control

University response + comms plan

Campus shutdown by respective CIRGs

Student cohort management

Staff cohort management Activation of BCPs by affected functional areas Residence isolation management

4 – Stand Down The public health threat can be managed within normal arrangements and monitoring for change is in place.

CIMT coordinate and manage university return to BAU.


Infectious Disease Outbreak Management Plan V1.4a Page 32 of 58

Section 5: Pandemic Procedures The following section contains the procedures required to support the Pandemic Response Plan in Section 4. The pandemic procedures will provide guidance and detail for specific tasks.

The pandemic procedures are divided into two core areas as follows:

1. Communications

2. Wellbeing

5.1 Communications Procedures

The overall detailed communications framework is provided is Appendix B.

Internal Communication Regular communication with staff and students via the internet, email and phone will be required for the duration of a pandemic, depending on the severity of the illness. Face-to-face meetings and large gatherings may be avoided at different stages of a pandemic, as outlined in the response strategies. This will keep people well informed and help them to make decisions about their home and work commitments without exposing staff to unnecessary risks.

Key message: Reassurance, support; and consistent, accurate information.

Information to be provided should cover:

Status of the pandemic influenza overseas and in Australia, including links to relevant websites. Prevention measures to be implemented in the workplace and at home once the influenza virus is in

Australia. How the University will manage the influenza pandemic, including the use of personal protective

equipment in the workplace and working from home provisions. Leave provisions for the duration of the influenza pandemic. Pay arrangements. The need for personal circumstances and contact details to be regularly updated. Support arrangements. Priority work and associated issues. Continued adherence to hygiene and social distancing practices. Security arrangements. Monitoring for signs and symptoms of influenza. Counselling services available to staff by phone. Return-to-work provisions.

Information may be provided via the following mechanisms:

Phone and email to key staff. Website and intranet updates. Information handouts and workplace signage. Briefings as required. Dedicated Staff & Student Telephone Information Line.

External Communication Regular communication to external parties will be required for students, suppliers, partners, industry groups and other third parties.

Key message: Reassurance, consistency and provision of clear instructions.

Information to be provided should cover:


Measures implemented by the University at each stage of the pandemic. Limitations and restrictions on University services and operations. Alternate measures to be used by Students to access University’s services. Emergency contact details. Other relevant information.

Information may be provided via the following mechanisms:

Phone and email to key contacts. Website updates. Message scripts on phone system. Media releases. Letters to members and key suppliers. Communications through industry groups.

Refer to the University’s BCP for key stakeholder contact details.

5.2 Wellbeing Procedures

Infection Control Procedure Influenza is primarily spread by respiratory droplets when an infected person coughs or sneezes but may also be spread by aerosol (airborne). Surfaces potentially contaminated by respiratory droplets from an infected person should be decontaminated to reduce the risk of infection to others. The following infection control measures will be used by the University:

Increased Workplace Cleaning Routine site cleaning at all University offices/sites is to be implemented. Cleaning contractors are preferable and should apply anti-bacterial solutions daily to:

All surfaces in the toilets and washrooms. All surfaces, benches, meal tables and food containers in the kitchen, pantry and canteen. Frequently touched surfaces and objects including desktops, telephone sets, armrests, handrails, door

handles, lift panel buttons, light switches, etc. Filters of the air conditioning systems.

Personal Hygiene Practices The following personal hygiene practices should be implemented by all University staff and students to University’s premises:

Regular hand washing using soap, remembering to dry hands thoroughly afterwards with disposable paper towels.

Covering a cough or sneeze with a tissue and safely disposing of the used tissue in a bin. Always washing hands after coughing, sneezing or using tissues. Keeping hands away from the mucous membranes of the eyes, mouth and nose. Not sharing cups, dishes and cutlery and ensuring they are thoroughly washed with soap and hot

water after use. Daily wiping of telephones and keyboards with an alcohol-based wipe.

To support these measures University will:

Provide lined bins for the immediate disposal of used tissues. Ensure that adequate supplies of hand hygiene products, tissues and cleaning supplies are available. Communicate hand and personal hygiene information to staff and visitors, post hygiene notices in all

workplace entrances, washrooms and public areas. Provide all staff with antiseptic wipes. Provide staff with cleaning wipes to clean telephone sets daily. Provide latex gloves, hand soap, alcohol-based hand cleaner, surgical or PS2 masks.


Ensure sufficient stock of disinfectant cleaner. Provide sufficient supply of tissues and disposable paper towels. Remove all magazines and papers from waiting rooms and common areas (such as tea rooms,

kitchens, etc.). Remove all hand towels and replace with disposable paper towels.

For further information refer to Appendix C Workplace Handouts and Signage.

Social Distancing Procedure The University will implement social distancing work practices as prescribed in certain phases of a pandemic. Social distancing is about minimising contact with others, for example, crowded places and large gatherings of people whether in internal or external spaces. A distance of at least one metre should be maintained between persons wherever practical, larger distances being more effective. The following social distancing measures will be implemented:

Avoid meeting people face to face – use the telephone, internal conference calls and the Internet to conduct business as much as possible, even when participants are in the same building.

Avoid any unnecessary travel and cancel or postpone non-essential meetings, gatherings, workshops and training sessions.

If possible, arrange for employees to work from home or work flexible hours to avoid crowding at the workplace.

Avoid public transport: walk, cycle, drive a car or go early or late to avoid rush hour crowding on public transport.

Bring lunch and eat at your desk or away from others (avoid the cafeteria and crowded restaurants). Introduce staggered lunchtimes so numbers of people in the lunch room are reduced.

Do not congregate in tearooms or other areas where people socialise. Do what needs to be done and then leave the area.

Avoid using the lifts. If a face-to-face meeting with people is unavoidable, minimise the meeting time, choose a large

meeting room and sit at least one meter away from each other if possible; avoid shaking hands or hugging.

Staff and students are encouraged to avoid recreational or other leisure meetings.


Appendix A: WHO & Australian Pandemic Phases Comparison Table The following table is provided for reference

Australian Phase

Australian Trigger

WHO Phase International Situation

1. Preparedness

No novel strain detected (or emerging strain under initial investigation)

Phase 1: Interpandemic Phase (preparedness)

No viruses among animals have been known to cause human infections.

Phase 2: Alert Phase (preparedness / response)

An animal influenza is known to cause infection in humans and is a specific pandemic threat.

Phase 3: Alert Phase (response)

An animal or human-animal influenza reassortant virus has caused sporadic cases or small clusters of disease in people, but has not resulted in human-to-human transmission sufficient to sustain community-level outbreaks.

2.Response - Standby

No human cases in Australia

Phase 4 Human-to-human transmission of an animal or human-animal influenza reassortant virus able to sustain community-level outbreaks has been verified.

Phase 5: Pandemic Phase (response)

The same identified virus has caused sustained community-level outbreaks in two or more countries in one WHO region.

3.Response - Action

First Case Identified in Australia

- -

Clusters of cases in Australia

Phase 6 The same identified virus has caused sustained community-level outbreaks in two or more countries in the region affected in WHO phase 5.

Increased and substantial transmission in the general population

- -

4.Response–Stand-down

Wave decreasing; possibility of a resurgence or new wave

Post Peak: Transition Phase (response / recovery)

Levels of pandemic influenza in most neighbouring countries with adequate surveillance have dropped below peak levels.

Pandemic over and/or population protected by vaccine

Post Pandemic: Interpandemic Phase (recovery)

Levels of influenza have returned to the levels seen for seasonal influenza in most countries with adequate surveillance.


Appendix B: Pandemic Communication Framework

Document control Document status and revision history

Version Author Date Revisions/Notes

0.1 Cassandra Reardon (Student Communications Officer)

28.02.2020 Original structure and key Student messages.

0.2 Annabelle Hillsdon (Manager, Internal Communications)

04.03.2020 Original Student Communications framework converted to wider COVID-Pandemic Communication Framework including media/community and global relations

1.0 James Brann

(Director, Student Communications)

04.03.2020 Updated key messages including closing of campuses. Expansion of PVC Global and Community Engagement Role.

Document authorisation

Date Approver

05.03.2020 Cath Gordon (Chief of Staff)

Document distribution

Date Recipients


Overview

COVID-19 is a respiratory illness caused by a new coronavirus first reported in Wuhan, Hubei Province, China. COVID-19 poses a threat to the health of staff and students at Charles Sturt University should the virus continue to spread.

Determining the crisis level

The Australian Government has outlined four key phases of a potential pandemic wave in Australia. The Australian phases are informed by the World Health Organisation (WHO) phases, however are not tied to the WHO model because the overall international situation may vary from the national situation. Further detail on the Australian Phases is provided in the Pandemic Phase Table.

Charles Sturt will align to the phases declared by the Australian Government and will communicate with students using the appropriate response strategy for each phase.

Australian Phases Colour Code 5. Preparedness Green – Information / Advisory

6. Response - Standby Yellow – Standby Phase

7. Response - Action Red – Response Phase

8. Response - Standown Blue – Response Phase

Some key factors considered in the determination of phases are:

Minimise transmissibility, morbidity and mortality, Minimise the burden on/support health systems; and Inform, engage and empower the public.

Charles Sturt’s Infectious Disease Outbreak Management Plan details expected scenarios for each phase.

This communication framework has been developed to work in cohesion with these scenarios.


Crisis communication team roles

Notification tree

• Charles Sturt Crisis Team: alert communication leads phase updates, key messages and business continuity activation

• Chief of Staff: Alert crisis communications leads on phase changes and updates in messaging learned from CIRG meetings. Advise if business continuity plans activated

• Communication leads: Use key messages to craft targeted communication for their specific audience. .


General crisis communication strategy

Communication will be proactive and through each of the communication leads tailored for their audiences. Central point of information

• The staff hub COVID-19 web page is the central source of updates and information regarding the virus and will be directed to in all outgoing communications.

• The student portal is the central source of update for students • The Charles Sturt media portal is the central source of information for external audiences

Depending on the severity of the COVID-19 pandemic, impacts to students/staff or the community could range from minor disruptions to travel, study and daily life (yellow/standby phase), to social distancing through suspended classroom activity with university operations reduced to a minimal level (red/action phase). Each of these phase updates will be communicated to stakeholders in a timely manner through a range of channels. The Communication leads will monitor the sentiment with their various audiences and share insight or leads to the Chief of Staff. This will ensure concerns are addressed and to minimise misinformation and panic where possible.

Target audiences

Staff

Target audience Characteristics and needs

Staff Need information prior to it being released to the general public and students. Email is the most utilised communication channel, however there is significant staff in Divisions that do not have access to computers. Effective cascading of messages from Managers is required for these staff.

Sessional Staff Can be intermittent users of Charles Sturt email. Ensure alternate email details are being used for sessional staff. Effective cascading of messages from Managers is required for these staff.

Students


On campus students

All domestic students studying on campus. Need support with study, exams and support services awareness.

International on campus students

All international students living on campus. Need support with study, exams and support services awareness.

International off shore students

International students studying by distance. Likely to be under different direction from their respective governing authorities. Higher potential for needed travel to and from countries experiencing different levels of impact to Australia. Need support with study, exams, support services awareness and potential travel to Australia.

https://staff.csu.edu.au/home/news-and-events/coronavirus-updates%20https:/www.health.gov.au/resources/publications/coronavirus-covid-19-information-for-universities-higher-education-and-vocational-education-facilities

https://news.csu.edu.au/


Study centre students

International students attending a study centre. Higher potential for needed travel to and from countries experiencing different levels of impact to Australia. Need support with study, exams, support services awareness and travel.

WPL students All students currently undertaking or scheduled to undertake workplace learning during the period of predicted crisis. Need support on workplace learning requirements and support services.

On campus residential students

All domestic students living on campus. Need support with accommodation, ‘home life’, study, exams and support services awareness.

Research Students

All students currently undertaking or scheduled to undertake research during the period of predicted crisis. Need information on support services.

Media


News Media Desires early release of information and access to spokespeople.

Industry Media Desires tailored information specific to Tertiary sector. Desires early release of information and access to spokespeople.

Community and Global Engagement


Community Partners

Timely updates on support to Charles Sturt Partners including affected staff and students. Partners will be under the direction of their respective governing authorities but will need escalation points and single point of contact.

Research Centres and Clinics

Timely updates on support to Charles Sturt Partners including affected staff and students. Partners will be under the direction of their respective governing authorities but will need escalation points and single point of contact.

Global Partners International students studying at partner organisations. Likely to be under direction from their respective governing authorities. Higher potential for needed travel to and from countries experiencing different levels of impact to Australia. Need support with study, exams, support services awareness and potential travel to Australia


Phased Communication Plan

Communication methods and messaging will differ between the four phases in the Pandemic Phase Table.

Preparedness/Green The University remains engaged in pandemic planning which has been triggered by circumstances and events that have prompted international experts to anticipate human-to-human transmission of an emerging or re-emerging pathogen.

This phase has no direct impact on staff, students or the wider university community and does not require mass communications.

Response/Yellow The Phase 2 - Standby response is likely to be necessitated by confirmed reports of efficient and sustained human-to-human transmission of an emerging or re-emerging virulent pathogen anywhere in the world.

Key Messages Messages will be tailored to be in line with advice from the Australian Government health authorities to ensure consistency in messaging to students from internal (Charles Sturt) communications and external (media/government). This will minimise confusion by eliminating conflicting information.

Messaging focus:

- Encourage students and staff to remain calm - Provide reassurance that students and staff will be kept updated - Encourage students and staff to seek support from our services if they have been impacted - Provide information about prevention, health and wellbeing - Proactively address questions and concerns observed in the community


Key messages based of incidences in response - Yellow

Incident Key Message Channels and Tactics

Australian Pandemic

• On X date, the Australian Government Department of Health declared COVID-19 a national pandemic.

• Charles Sturt University is actively monitoring updates and advice regarding COVID-19

• The university supports the advice of the Department of Health and is continuing to share this with staff and students

• At Charles Sturt, we have no confirmed cases of COVID-19.

• EDM: Sent from [email protected] and [email protected] and used to contact all affected students in each instance of an update

• Staff hub web page: All staff information updated and stored at the webpage

• Student hub: all student facing information updated and stored on the webpage

• Charles Sturt Media page: All media and information for external audiences.

Current pandemic phase - Australian Emergency Response plan

• On 27 February 2020, The Australian Government initiated the implementation of the Coronavirus Emergency Response Plan to deal with the potential spread of the coronavirus.

• If you have travelled to Hubei Province within the past 14 days, you must isolate yourself for 14 days after leaving the Province

• If you have left or transited through mainland China on or after 1 February, you must isolate yourself for 14 days after leaving mainland China

• If you have left, or transited through Iran on or after 1 March you must isolate yourself for 14 days from the date of leaving Iran

• If you have been in close contact with a confirmed case of coronavirus, you must isolate yourself for 14 days after your last contact with the confirmed case.

• Any students who have travelled to other countries from mainland China or Iran to see out the travel exclusion period of 14, and who





• Social: Key messages across main channels including moderation holding points.

mailto:[email protected]



have no recent contact with people with COVID-19 will be welcomed to Australia.

• If you are an international student at Charles Sturt directly affected by the travel restrictions and isolation periods, your international support officer will be in contact to provide relevant advice about starting your studies.

• All domestic session and students who do not fit the above categories will still commence Session 1 on 2 March 2020 as planned.

If updates in advice are provided from the Australian Government health authorities and the phase remains consistent, additional communications will be sent including updates and reiterating any unchanged information.

If the phase remains consistent for a long duration with no new advice, communications will be sent to reiterate that the previous directions remain unchanged.

Response action list Chain of information and command to remain in line with the Notification Tree Structure.

Once information and updates are communicated to the Communication leads, draft materials will be prepared and distributed

Notification is to be given to the Office of the Vice-Chancellor team that communication is being sent.

Once distributed communication will actively monitored to address any queries that may arise.


Action/Red The Phase 3 - Action is associated with confirmed reports that there has been human-to-human transmission of an emerging or re-emerging pathogen anywhere in the vicinity of a Charles Sturt University campus.

This response level is prompted by a scenario where emerging illness is spreading across the globe and the nation. There is a heightened fear among the regional population. The University is receiving numerous inquiries per day regarding the status of student whereabouts, classes, social events, research studies, and provision of other services.

Assuming that a majority of social activities such as primary school, high school, sporting events, meetings, and other gatherings have been suspended, there will be increased pressure to disperse staff and students from campus in order to reduce the spread of disease. (There may even be a government mandate for such an activity).


Messaging focus:

- Ensure students/staff/community are aware of outbreaks in the community - Ensure students/staff/community are aware of campus closures - Provide updates on social distancing requirements - Encourage people to seek support from our services if they have been impacted - Proactively address questions and concerns observed in the community (E.g is the university continuing on-campus classes) - Encourage calm - Provide reassurance that people will be kept updated - Provide information about prevention, health and wellbeing


Key Messages based off incidences in phase - Red


Single cases in our footprint • We’ve been notified by the Department of Health that an individual within our X campus footprint has been diagnosed with coronavirus (COVID-19). They have not advised any need to close the Campus.

• They are currently in isolation. • The Department of Health is

working to identify any individuals who may have come into contact with this person.

• Our Critical Incident Management Team is working with the local public health unit to identify any people who need to be contacted directly.

• Managers are reviewing their business continuity plans with their teams and are preparing for any form of escalation





Clusters of cases in our footprint

• We’ve been notified by the Department of Health that a number of individuals within the ‘Campus’ area have been diagnosed with coronavirus (COVID-19). They have not advised any need to close the Campus.

• Charles Sturt University is actively monitoring updates and advice regarding COVID-19

• At Charles Sturt, we have no confirmed cases of COVID-19.

• To prevent the spread of infection, if you are feeling unwell, staff and students should not attend the university and seek medical assistance

• Take steps to stop the spread of infection.









Single outbreak on campus/centres

• We’ve been notified by the Department of Health that a student / staff member has been diagnosed with coronavirus (COVID-19).

• They are currently in isolation. • The Department of Health is

working to identify any individuals who may have come into contact with this person.

• If you have been identified as a close contact of our staff/student member with the confirmed coronavirus infection, the local public health unit will contact you with advice.






• Hotline and Central email: Staff and students can call or email to notify the University of Infection or get further information.

Closure of campus/centre or multiple outbreaks on campus

• The Department has recommended the closure of the (Campus) campus as a precautionary measure.

• We will moving all teaching and learning into the online space with additional support hours

• We will be arranging for students staying on our residence temporary accommodation or the option to travel home

• Students will be offered special consideration for the duration of the campus closure

• All non-essential services will be closed

• Where possible, staff are to work from home if they are able, and will be notified by email and CSU Safe when the campus is re-opened. If you do not have a laptop as part of your daily work, you can access our network using a home computer or tablet (using VPN) instructions from web.

• Town hall phone meetings will be held with staff regarding leave entitlements and working from home arrangements.






• Hotline and Central email: Staff and students can call or email to notify the University of Infection or get further information




• Charles Sturt will reopen its campus on the advice of the Department and notify all impacted.

• At this time, this affects only (campus) and all other Campuses are operating.

• If you are anxious or concerned, please talk to our Lifeworks provider

• If you are unable to work remotely, you are able to use (insert leave type here).

• Changes to working conditions • To prevent the spread of

infection, if you are feeling unwell, staff and students should not attend the university.

• Where possible, staff are to work from home if they are able, and will be notified by email and CSU Safe when the campus is re-opened. If you do not have a laptop as part of your daily work, you can access our network using a home computer or tablet (using VPN) instructions from web.

• If you are unable to work remotely, you are able to use (insert leave type here).

• If you are anxious or concerned, please talk to our Lifeworks provider

•






Hotline and Central email: Staff and students can call or email to notify the University of Infection or get further information

If updates in advice are provided from the Australian Government health authorities or the university implements additional mitigation measures and the phase remains consistent, additional communications will be sent including updates and reiterating any unchanged information.

If the phase remains consistent for a long duration with no new advice, communications will be sent to all initially contacted to reiterate that the previous directions remain unchanged.







Standown/Blue The trigger for the COVID-19 Plan response as a whole to move into the Stand-down phase will occur when advice from the Australian Government health authorities indicates that the novel coronavirus outbreak has reached a level where it can be managed under normal healthcare arrangements.

During this phase, the university will also monitor for a second outbreak.


Key messages based of incidences in response - Blue


Campuses/Centres reopen

• Campuses have reopened including all services

• Charles Sturt University is will continue to monitoring updates and advice regarding COVID-19


• If you are an international student at Charles Sturt directly affected by the travel restrictions and isolation periods, your international support officer will be in contact to provide relevant advice about your study

• Students at Charles Sturt directly affected by isolation periods or campuses closures will be additional support including special considerations for assignments and exams.





Pandemic ceases • Charles Sturt University is will continue to monitoring updates and advice regarding COVID-19


• If you are an international student at Charles Sturt directly affected by the travel restrictions and isolation periods, your international support officer will be in contact to provide relevant advice about your study

• Students at Charles Sturt directly affected by isolation periods or campuses closures will be additional support including special considerations for assignments and exams









If updates in advice are provided from the Australian Government health authorities or the university implements additional mitigation measures and the phase remains consistent, additional communications will be sent including updates and reiterating any unchanged information.

If the phase remains consistent for a long duration with no new advice, communications will be sent to all students initially contacted to reiterate that the previous directions remain unchanged.

If no further risk of outbreak is identified and a transition back to Phase 1 occurs, communications will be sent to all students to advise.





Supporting documents

Media policy Social media policy Infectious Disease Outbreak Management Plan Student Communication Plan


Appendix C: Workplace Handouts and Signage


Appendix D: Pandemic Glossary Term Definition

Adjuvant A substance added to a vaccine to improve the immune response so that less vaccine is needed to provide protection.

Antibiotic A substance produced by bacteria or fungi that destroys or prevents the growth of other bacteria and fungi.

Antibody A protein produced by the body’s immune system in response to a foreign substance (antigen). The body fights off an infection by producing antibodies.

Antiviral Drug that is used to prevent or cure a disease caused by a virus, by interfering with the ability of the virus to multiply in number or spread from cell to cell.

Carrier A bearer and transmitter of an agent capable of causing infectious disease. An asymptomatic carrier shoes no symptoms of carrying an infectious agent.

Casual contact (NSW Health Definition)

Casual contact is defined as any person having less than 15 minutes face-to-face contact with a symptomatic confirmed case in any setting, or sharing a closed space with a symptomatic confirmed case for less than 2 hours. This will include healthcare workers, other patients, or visitors who were in the same closed healthcare space as a case, but for shorter periods than those required for a close contact. Other closed settings might include schools or offices.

Note that healthcare workers and other contacts who have taken recommended infection control precautions, including the use of full PPE, while caring for a symptomatic confirmed COVID-19 case are not considered to be close contacts. However, these people should be advised to self-monitor and if they develop symptoms consistent with COVID-19 infection they should isolate themselves and notify their public health unit or staff health unit so they can be tested and managed as a suspected COVID-19 case.

Other casual contacts may include:

extended family groups, e.g. in an Aboriginal community

aircraft passengers who were not seated nearby a symptomatic confirmed case or a crewmember who did not work in the same cabin area as a symptomatic confirmed case (see close contact definition).

passengers and crew on board the same cruise ship as a symptomatic confirmed case (or cases), who are not considered to be close contacts. See Special situations for further information.

Close contact (NSW Health Definition)

A close contact is defined as requiring:

greater than 15 minutes face-to-face contact in any setting with a confirmed case in the period extending from 24 hours before onset of symptoms in the confirmed case, or


Term Definition

sharing of a closed space with a confirmed case for a prolonged period (e.g. more than 2 hours) in the period extending from 24 hours before onset of symptoms in the confirmed case.

For the purposes of surveillance, a close contact includes a person meeting any of the following criteria:

Living in the same household or household-like setting (e.g. in a boarding school or hostel).

Direct contact with the body fluids or laboratory specimens of a case without recommended PPE or failure of PPE.

A person who spent 2 hours or longer in the same room (such as a GP or ED waiting room).

A person in the same hospital room when an aerosol generating procedure is undertaken on the case, without recommended PPE.

Aircraft passengers who were seated in the same row as the case, or in the two rows in front or two rows behind a confirmed COVID-19 case. Contact tracing of people who may have had close contact on long bus or train trips should also be attempted where possible, using similar seating/proximity criteria.

All crew-members on an aircraft who worked in the same cabin area as a confirmed case of COVID-19. If a crew member is the COVID-19 case, contact tracing efforts should concentrate on passengers seated in the area where the crew member was working during the flight and all of the other members of the crew.

Close contacts on cruise ships can be difficult to identify, and a case-by-case risk assessment should be conducted to identify which passengers and crew should be managed as close contacts (see Special Situations section of the COVID-19 CDNA national guidelines for public health units for further information).

Contact needs to have occurred within the period extending 24 hours before onset of symptoms in the case until the case is classified as no longer infectious by the treating team.

Epidemic A disease occurring suddenly in humans in a community, region or country in numbers clearly in excess of normal.

H1N1 An influenza A subtype. A strain of this subtype caused the 1918-1919 influenza pandemic.

H3N2 An influenza A subtype. A strain of this subtype caused the 1968-1969 influenza pandemic. This subtype continues to circulate in humans and is regularly included in annual human influenza vaccines. Of the three influenza viruses that currently circulate in humans (A/H1N1, A/H3N2, B), this type causes the greatest annual morbidity and mortality.

H5N1 An influenza A subtype, currently Avian only. A strain of this subtype infected both poultry and humans initially in1997 in Hong Kong and in numerous other countries since.

H7N3 An influenza A subtype, currently Avian only.

H7N7 An influenza A subtype, currently Avian only.

HPAI Highly Pathogenic form of Avian Influenza. Avian Flu viruses are classified based upon the severity of the illness and HPAI is extremely infectious among humans. See LPAI.


Term Definition

LPAI Low Pathogenic form of Avian Influenza. Most Avian Flu strains are classified as LPAI and typically cause little or no clinical signs in infected birds. However, some LPAI virus strains are capable of mutating under field conditions into HPAI viruses. See HPAI.

Mutation Any alteration in a gene from its natural state. This change may be disease causing or a benign, normal variant.

Pandemic The worldwide outbreak of a disease in animals in numbers clearly in excess of normal.

Pathogenic Causing disease or capable of doing so.

Quarantine The period of isolation decreed to control the spread of disease.

Seasonal Flu Also, known as common or winter flu. A respiratory illness that can be transmitted person to person. Most people have some immunity and vaccines are available.

Strain A group of organisms within a species or variety

University Charles Sturt University

Vaccine A preparation consisting of antigens of a disease-causing organism which, when introduced into the body, stimulates the production of specific antibodies or altered cells. This produces immunity to the disease-causing organism.

Virulent Highly lethal; causing severe illness or death.

Virus Sub-microscopic parasites of plants, animals and bacteria that can cause disease and that consist of a core of RNA or DNA surrounded by a protein coat. Unable to replicate without a host cell, viruses are typically not considered living organisms.


Appendix E: Response plans for pandemic threat

1. Preparedness Phase No novel strain detected (or emerging strain under initial investigation)

Code Green

Objective: To plan to reduce the health, social and economic impact of a Pandemic in Australia.

Step Action Reference

1 People Coordinator to monitor pandemic level and advise Crisis Management Team of any changes.

WHO website /

DoH website

2 Ensure Pandemic Management Plan is kept up-to-date and aligns with current Business Continuity Planning.

-

3 Provide staff awareness and training on pandemic management and general hygiene practices.

-

4 Consider purchasing adequate supplies of tissues, masks, gloves, cleaning products and anti-viral medication (where supplies are made available without prescription). Supplies to be stored at the office for critical staff in accordance with appropriate and safe storage processes.

-

5 Monitor staff travel to regions / countries with differing pandemic ratings, and provide guidance on preventing illness.

Staff Leave Entitlements / DFAT website

6 Seek out any pandemic management guidance / prevention materials from Australian Government Agencies and distribute around workplace (e.g. posters, brochures, etc.).

DoH website

7 Continue to regularly monitor pandemic situation and alert status. WHO website / DoH website

2. Response – Standby Sustained community person to person transmission overseas.

Code Yellow

Objective: To prevent or delay the arrival of the pandemic virus into Australia by implementing border controls, and to prepare for the next phases.


1 People Coordinator to monitor pandemic level and advise Crisis Management Team. WHO website / DoH website

2 University Secretary to Notify University Council of any changes. -

3 Subscribe to email pandemic alerts on the Department of Health website. DoH website

4 Educate staff to stay at home if feeling unwell to prevent the spread of infection. HR Policies

5 Reinforce the message of maintaining good hygiene practices in the workplace, consider implementing policies to support these practices.

HR Policies


6 Regularly review the travel advice on the Department of Foreign Affairs and Trade website, ensuring Human Resources are aware of any staff overseas travel plans (work-related or personal).

Consider implementing a quarantine period before staff can return to work post returning from higher-risk countries.

DFAT website

7 Review WHO ratings in overseas countries and determine any potential impacts on supply chain.

WHO website

8 Determine if any additional freight declarations have been enforced as a result of the heightened pandemic level that might impact operations.

DFAT website

9 Review Insurance coverage for pandemics. E.g. coverage for business cessation, voluntary closure, mandatory closure, travel cancellation, loss of income and liability for spread of disease among staff.

Insurance Policies

10 Ensure adequate supplies of tissues, masks, gloves, cleaning products and anti-viral medication are stored at office.

-

11 Develop, review and implement Staff Pandemic Travel and Leave Policies. HR Policies

12 Provide communications to staff on:

- Current pandemic phase. - Any changes to working conditions. - Awareness of good workplace hygiene practices. - Australian Healthline number and services. - Advice on protecting themselves and their family. - Limiting travel to affected areas. - Any changes to policies.

Staff Contact Lists


DoH website

14 Continue to regularly monitor pandemic situation and alert status. WHO website / DoH website

15 Regularly update and report to the University Council. -

3. Response - Action Influenza virus or pandemic detected in case(s) in Australia.

Code Red

Objective: To control and/or eliminate any clusters that are found in Australia, and to reduce the impact of the pandemic influenza on Australia’s population.


1 People Coordinator to monitor pandemic level and advise Crisis Management Team. WHO website / DoH website

2 University Secretary to Notify University Council of any changes.

3 Look out for email pandemic alerts from the Department of Health. DoH website

4 Ensure staff contact lists are maintained and updated, including next of kin details. Staff Contact Lists


5 Convene Crisis Management Team to determine the following:

- If any University staff or family members are directly affected. - Potential impacts on critical business functions. - Staff capabilities. - If non-critical functions should be ceased. - Office / premises closures. - Student impacts.

BCP – CMT Standing Agenda

6 Notify relevant authorities if any University staff have been infected. DoH website

7 Regularly review Australian Government Agency updates to determine any potential impacts or enforced restrictions:

- Travel Bans - Increased Customs Controls - School / Education closures

Australian Government websites

8 Communicate any messaging from Australian Government Agencies to all staff. Staff Contact Lists

9 Implement social distancing policies to limit the spread of infection (remote working, limiting meetings, etc).

HR Policies

10 Reinforce the message of maintaining good hygiene practices in the workplace and ensuring staff stay at home if feeling unwell.

HR Policies

11 Implement work-related travel bans and reinforce the travel warnings / advice of Government Agencies for staff personal travel.

DFAT website

12 Provide communications to staff on:

- Current pandemic phase. - Any changes to working conditions. - Awareness of good workplace hygiene practices. - Australian Healthline number and services. - Advice on protecting themselves and their family. - Limiting travel to affected areas. - Any changes to policies.

Staff Contact Lists

13 Ensure adequate supplies of tissues, masks, gloves, cleaning products and anti-viral medication are stored at office.

-

14 Provide updates to key stakeholders on any changes affecting services and/or operations.

-

15 Increase cleaning practices around premise. -

16 Consider requirements to isolate air-circulation around premise to limit the spread of infection.

-

17 Seek legal advice on staff leave entitlements in a pandemic situation.

- Carers / Personal leave - Sick leave

-


DoH website

19 Communicate to external stakeholders on:

- Limited or unavailable member facing services - Changes to service delivery timeframes

-


20 Consider whether the alternate site is adequate for business operations in a shared office environment.

BCPs

21 Continue to regularly monitor pandemic situation and alert status. -

22 Regularly update and report to the University Council. -

23 Activate BCPs at the functional area level. BCPs

4. Stand-down The public health threat can be managed within normal arrangements and monitoring for change is in place. The population is protected by vaccination or pandemic abated in Australia.

Code Blue

Objective: To move towards the restoration of normal services, expediting recovery, while preparing for a re-escalation of the response. To expedite the recovery of population health, communities and society where they have been affected by the pandemic, pandemic management measures or disruption to normal services.


1 People Coordinator to monitor pandemic level and advise Crisis Management Team of any changes.

WHO website / DoH website

2 Look out for email pandemic alerts from the Department of Health and communicate any messages from the Australian Government Agencies to all staff.

DoH website

3 Ensure staff and student contact lists are maintained and updated, including next of kin details.

Staff Contact Lists

4 Consider requirement to provide any trauma and/or grief counselling to staff and their families.

-

5 Resume normal business operations as per business resumption strategy in BCP.

- Orderly switch back of alternate sites / working from home operations - Reinstatement of ‘stood-down’ staff - Lifting of travel bans - Resumption of all business functions

BCP

6 Continue to reinforce the message of maintaining good hygiene practices in the workplace and ensuring staff stay at home if feeling unwell.

HR Policies

7 Provide updates to key stakeholders on business resumption activities.

- University students’

-

8 Start recruitment process as required. -

9 Replenish any depleted supplies of tissues, masks, gloves, cleaning products and anti-viral medication stored at office.

-

10 Claim on insurance policies as appropriate. -

11 Conduct a post incident review / debrief on pandemic event. -

12 Review Pandemic Management Plan and update as required. -


Appendix F: Pandemic Response Information Booklet

Booklet currently under development.

Documents

Infectious Disease Outbreak Management Plan V1 · Version 1.4- 4 March 2020 | Infectious Disease Outbreak Management Plan V1.4a Page 2 of 58 Contents Document & Version Control